An empirical study of transformational leadership, team performance and service quality in retail banks

Publication year: 2011
Source: Omega, Volume 39, Issue 6, December 2011, Pages 690-701

Peter K.C., Lee , T.C. Edwin, Cheng , Andy C.L., Yeung , Kee-hung, Lai

The discipline of operations management (OM) has long been offering differing quantitative techniques for improving the efficiency of banking operations. However, there has been a trend in recent years that operations and services of the banking industry are becoming more diverse and unstructured, rendering many traditional OM quantitative techniques less effective in performance improvement. By integrating the literature on banking operations, service quality, leadership style and work teams, we argue that leadership style and team performance are crucial concerns determining the service quality performance of today’s banking operations in a team setting. Using data collected from 192 employees from 32…

 Research highlights: ► Aim: How transformational leadership and team performance impact service quality. ► Data: Surveyed 192 employees of 32 operational banking teams. ► Finding: Intellectual stimulation impacts service quality through team performance. ► Conclusion: Intellectual stimulation is the most important leadership dimension.