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Achieving High Employee Performance through Transformational Leadership in the Banking Sector

Author

Listed:
  • Jimson Joseph Chumbula
  • Winnie Nyakundi

    (Women’s University in Africa, Harare, Zimbabwe)

  • Josphat Nyoni

    (Women’s University in Africa, Harare, Zimbabwe)

  • Martin Dandira

    (Namibia University of Science and Technology)

  • Maxwell Chufama

    (Namibia University of Science and Technology)

  • Elias Kandjinga

    (Namibia University of Science and Technology)

  • Andrew Jeremiah

    (Namibia University of Science and Technology)

Abstract

The purpose of this study was to explore whether the adoption of transformational leadership leads to higher employee performance in the banking sector. The study was motivated by high staff turnover rates in the banking sector has led to the loss of critical staff and consequently affect employee performance. While there are several factors that contribute staff turnover in the banking sector this study was premised on the view that the nature of leadership style adopted by banks has a greater influence on the performance of workers. Thus, the objective of this research was to the influence of transformational leadership on employee performance. Its findings contribute to the body of knowledge on the relationship between transformational leadership and employee performance in the banking sector. The research adopted positivism philosophy and explanatory research design. Data was collected through a survey. The findings of the study noted that adoption of transformational leadership enhanced employee motivation, employee loyalty, and employee commitment and employee productivity. Accordingly, the study concluded that elements of transformational leadership lead to improved performance of workers. Therefore, it is recommended that leaders in the banking sector should adopt transformational leadership premised on inspirational motivation, intellectual stimulation, and individualised consideration to ameliorate employee performance.

Suggested Citation

  • Jimson Joseph Chumbula & Winnie Nyakundi & Josphat Nyoni & Martin Dandira & Maxwell Chufama & Elias Kandjinga & Andrew Jeremiah, 2021. "Achieving High Employee Performance through Transformational Leadership in the Banking Sector," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 5(1), pages 461-466, January.
    • Handle: RePEc:bcp:journl:v:5:y:2021:i:1:p:461-466
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    References listed on IDEAS

    as
    1. Yashuo Chen & Ranran Ning & Tong Yang & Shangjun Feng & Chunjiang Yang, 2018. "Is transformational leadership always good for employee task performance? Examining curvilinear and moderated relationships," Frontiers of Business Research in China, Springer, vol. 12(1), pages 1-28, December.
    2. Weiping Jiang & Xianbo Zhao & Jiongbin Ni, 2017. "The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior," Sustainability, MDPI, vol. 9(9), pages 1-17, September.
    3. Hirad Nazari, 2013. "Emotional Intelligence and the Transformation- Centered Leadership of the Organizations’ Managers: Case Study of the Governmental Banks’ Managers of the Fifth Zone of Tehran Municipality," Information Management and Business Review, AMH International, vol. 5(9), pages 441-455.
    Full references (including those not matched with items on IDEAS)

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