Leadership behavior and outcome of selected commercial and thrift banks in Silang, Cavite

Abstract

The purpose was to determine and analyze the management leadership behaviors of selected commercial and thrift banks in Silang, Cavite, and find out their dependency with the related leadership outcome based on the theoretical framework of the study. To achieve this, the Blake and Mouton’s managerial grid theory was used. Data were collected from the commercial and thrift banks in Silang municipality on November 2006. Out of the total of 46 questionnaires distributed, 44 (95.7%) were completed and returned. The demographic profile indicated that respondents of the study were mostly female with an age bracket of 21 to 40 who were married and bachelor’s degree holders. About 91% of them were regular employees who have been working for the banks for a period of more than 11 years. The major findings of the study were as follows: The leadership behavior identified in all commercial and thrift banks in Silang to be Team Management according to Blake and Mouton Managerial Grid Theory. There were also no significant differences in the perception of the banks support staff on concern for task and people when they were grouped by demographic variables such as: gender, age, marital status, highest level of education, employment status, and length of service. When compared to that of management, there were also no significant differences in the perceived leadership behavior between management and support staff of commercial and thrift banks for concern for task, except for the following: performing task efficiently and pinpointing weaknesses, and for concern for people: honoring other’s feeling and accommodating ideas. There were significant correlations between leadership behavior and outcome for concern for task except that goal accomplishment, employees development (training and seminars), and weaknesses pinpointing did not seem to correlate with efficient time management as an outcome. In concern for people, people coaching, team work building and honoring other’s feeling did not seem to correlate with better performance as an outcome of counseling. Some of the recommendations were to continue to sustain effective Team Management, continue making good managerial decisions, work out the bank’s long-term plan with employee’s participation, establish more effective communication, provide comprehensive training, and to consider hiring a psychologist.