Investigating the Relationship Between the Leadership Behavior and Organizational Performance at Branch Banks in Taiwan

Date of Degree

8-2005

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Program

Education

Advisor

Gilberto M. Hinojosa

Advisor

Annette E. Craven

Advisor

Daniel G. Dominguez

Advisor

Joseph W. Eyles

Abstract

The purpose of this study was to investigate the possible relationship between branch administrators’ leadership behaviors and the performance of the branch banks of a selected commercial bank in Taiwan. The research questions were: (a) what are the current leadership behaviors of the participating branch administrators? (b) what is the relationship between branch administrators’ leadership behaviors and the participants’ demographic factors? and (c) what is the relationship between branch administrators’ leadership behaviors and the performance of the branch banks? A mixed methodology was used to conduct this study. The participants consisted of 80 branch administrators and 240 tellers at 80 branch banks of the selected bank. James M. Kouzes and Barry Z. Posner’s Leadership Practice Inventory (LPI) was used to gather the participants’ demographic information and to measure the branch administrators’ leadership behaviors as perceived by administrators and their subordinates. Twenty-one performance indicators, which were selected based on prior studies, the Federal Deposit Insurance Corporation’s CAMLE rating system, and Robert S. Kaplan and David P. Norton’s Balanced Scorecard, were used to measure the branch bank’s performance from secondary data. The valid response rate of the branch administrators was 58% (46 out of 80) using the LPI-Self version. The valid response rate of the tellers was 58% (138 out of 240) using the LPI-Observer version. Descriptive and inferential statistics, including Levene’s test of homogeneity, paired samples t-test, independent samples t-test, one-way ANOVA, and chi-square test of independence were used for data analysis. Three major findings were identified. First, the branch administrators and their subordinates viewed the administrators’ leadership behaviors differently. Second, in general, there was no statistically significant relationship between the administrators’ leadership behaviors and their demographic characteristics or the location of the branch banks. Third, in general, the branch administrators’ leadership behaviors and the branch banks’ performance were independent.

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