An Analytical Study on Public Leadership Styles Influencing Organizational Effectiveness of Indian Public Sector Banks: Today and Tomorrow

Abstract

The Indian government has initiated a sea change by merging the public sector banks (PSBs). The number of banks is reducing drastically; though such mergers are taking place to construct viable banks so that they can compete globally with a bigger capital base. In this regard, descriptive research was performed to identify the most significant factors of effective public leadership styles of Indian PSBs to safeguard the human perspectives after merger. The study explored both preferred present as well as their future leadership styles. A structured questionnaire was used to assess the preferred public leadership styles towards organizational effectiveness of Indian PSBs both for today (preference) and in the future (expectation). Senior employees (N = 308) from PSBs located in all four regions of India were surveyed to develop a model based on the aforesaid present and future public leadership styles. Multivariate analyses were conducted to develop a model for the present, as well as future, public leadership styles at Indian PSBs. Because of the anticipation of supplementary changes in the Indian PSBs, the current study is relevant as it emphasizes the preferable public leadership styles and shows how some traditional and contemporary leadership styles emerge as the most preferable. Moreover, the current study may offer insights necessary to reengineer age‐old management styles, and to adopt the suggested approaches of public leadership not only to overcome today's problematic situation, but to also be proactive in the future.

Do self-esteem and ethical leadership dampens Machiavellianism–effectiveness relationship: a parallel mediation approach

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“…The banking industry in India is the bedrock of the Indian economy, and at present, it is going through enormous changes, including reduced numbers of banks due to mergers, weak governance and increased leadership vigilance (Mitra, 2020; Shukla et al. , 2021).…”

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