Journal of Management Research

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Leadership Style and Personal Characteristics of Greek Banking Employees


Affiliations
1 University of Thessaly, Karyes, 42100, Trikala, Greece
2 School of Management and Economics, Dept. of Business Administration, Technological Education Institute of Western Macedonia, Macedonia, the former Yugoslav Republic of
     

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The literature review provides mixed results regarding the impact of demographic characteristics (gender, age, educational background, job position, and working experience) on leadership style. Therefore, the aim of this study is twofold. On the one hand, it aims to test the level of different leadership styles by a sample of Greek bank employees and on the other hand, it aims to explore those background characteristics that have an impact on different leadership styles, based on employees' perception. The sample of the present study consists of 487 Greek bank employees. Leadership style was measured using the Multifactor Leadership Questionnaire (M. L. Q. - 5) designed by Avolio and Bass (2004). The questionnaire measures three different styles of leadership: 1) Transformational, 2) Transactional 3) Passive/Avoidant. Transformational leadership style includes the following items: Idealized Influence (attributes), Idealized Influence (Behaviours), Inspirational Motivation, Intellectual Motivation, and Individualised Consideration. Transactional leadership style includes the following items: Contingent Reward, and Management by Exception: Active. Finally, Passive/Avoidant leadership style includes the following items: Management by Exception: Passive and Laissez-faire. The results of this study indicated that the employees rated higher transactional and transformational leadership styles, as it is indicated by other researchers. Moreover, it was found that the demographic characteristics of employees, namely gender, age, educational background, working experience, and job position, have an effect on various items regarding leadership style, effectiveness and satisfaction from leadership styles based on employees' perception. Due to the fact that the outcomes are still ambiguous, further study is needed.

Keywords

Leadership Style, Personal Characteristics, Greek Banks, J24, M11, M12, M14, O15.
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  • Leadership Style and Personal Characteristics of Greek Banking Employees

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Authors

Dimitrios Belias
University of Thessaly, Karyes, 42100, Trikala, Greece
Aikaterini Gkolia
University of Thessaly, Karyes, 42100, Trikala, Greece
Athanasios Koustelios
University of Thessaly, Karyes, 42100, Trikala, Greece
Konstantinos Varsanis
School of Management and Economics, Dept. of Business Administration, Technological Education Institute of Western Macedonia, Macedonia, the former Yugoslav Republic of

Abstract


The literature review provides mixed results regarding the impact of demographic characteristics (gender, age, educational background, job position, and working experience) on leadership style. Therefore, the aim of this study is twofold. On the one hand, it aims to test the level of different leadership styles by a sample of Greek bank employees and on the other hand, it aims to explore those background characteristics that have an impact on different leadership styles, based on employees' perception. The sample of the present study consists of 487 Greek bank employees. Leadership style was measured using the Multifactor Leadership Questionnaire (M. L. Q. - 5) designed by Avolio and Bass (2004). The questionnaire measures three different styles of leadership: 1) Transformational, 2) Transactional 3) Passive/Avoidant. Transformational leadership style includes the following items: Idealized Influence (attributes), Idealized Influence (Behaviours), Inspirational Motivation, Intellectual Motivation, and Individualised Consideration. Transactional leadership style includes the following items: Contingent Reward, and Management by Exception: Active. Finally, Passive/Avoidant leadership style includes the following items: Management by Exception: Passive and Laissez-faire. The results of this study indicated that the employees rated higher transactional and transformational leadership styles, as it is indicated by other researchers. Moreover, it was found that the demographic characteristics of employees, namely gender, age, educational background, working experience, and job position, have an effect on various items regarding leadership style, effectiveness and satisfaction from leadership styles based on employees' perception. Due to the fact that the outcomes are still ambiguous, further study is needed.

Keywords


Leadership Style, Personal Characteristics, Greek Banks, J24, M11, M12, M14, O15.

References