Can Transformational Leadership Make a Difference in Banking Service ?

Nalin Abeysekera (nalinabeysekera@gmail.com) and Ananda Wickramasinghe (ananda@uow.edu.au)
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Nalin Abeysekera: University of Colombo
Ananda Wickramasinghe: Sydney Business School

Chapter 27 in Proceedings of the International Conference on Managing the Asian Century, 2013, pp 239-245 from Springer

Abstract: Abstract Purpose This study suggests a model of the impact of transformational leadership of manager on customer orientation of salesperson at the individual level in corporate banking sector. Design/methodology/approach The model is tested on 130 customer relationship officers (CRO) in licensed commercial banks in Sri Lanka. The hypothesis of the study was tested using Partial Least Squares (PLS). The software for the PLS analysis used in the study is SmartPLS 2.0. Findings The results propose that transformational leadership of manger significantly influences on customer orientation of salesperson in the banking sector. In addition, there is no any difference examined in transformational leadership behavior of manager in state and private banks in the corporate banking sector. Practical implications These findings strengthen the notion that the attribute of transformational leadership of a manger is paramount importance for salesperson to work closely with customers. In other words for a customer oriented salesperson this can be a “triggering factor” for long lasting relationships. Originality/value The findings of this research contribute to advancing the body of knowledge pertaining to the relationship between transformational leadership of manager and customer orientation of salesperson and how it influences for better relationship with customers in the long run in Sri Lankan context.

Keywords: Transformational leadership; Customer orientation; Corporate banking sector; Customer relationship officers (CRO) (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-4560-61-0_27

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DOI: 10.1007/978-981-4560-61-0_27

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