Is it possible to identify transformational leadership in a financial institution?

Abstract

PurposeThe aim of this study is to analyze the perception of employees of a Brazilian financial institution about transformational leadership and, subsequently, compare the results amongst the different groups of respondents.Design/methodology/approachThe authors present herein an empirical, descriptive and quantitative study, in which the survey was used as the main data collection technique. The survey was applied to a national sample composed of 603 employees (followers) operating in a financial institution. The authors utilized a few statistical techniques to analyze the data collected, namely descriptive statistics, factor analysis, variance analysis and linear regression.FindingsThe results indicate that employees have a high perception toward transformational leadership; no significant differences between the groups of respondents were found. Followers perceive their leader as a transformational agent, who inspires, encourages, considers and motivates them.Practical implicationsThe relevance of this research theme and the main findings of this research contribute to managerial practices since the leadership style under investigation is associated with positive outcomes.Originality/valueThis research sought to explore transformational leadership in an unexpected context. The originality of the study relies on the identification of a positive leadership style in the national financial system, which is usually more focused on economic criteria. There is a lack of research on leadership in Brazil, especially when it comes to quantitative studies. Not only the methodology but also the sample representing the entire Brazilian territory bring about the originality of this research.

Effective Leadership style for Generation Z

“…Refer to the concept from (Bass 1998), (Girardi and Rubim Sarate 2021), (Tung 2016), , and(Chen et al 2014) state about the 4 I's of transformational leadership. There are four characteristics inherent in the behavior of transformational leaders.…”

“…Regarding leadership styles, literature brings several types, such as authoritarian, charismatic, situational, visionary, contingency, behavioral, transactional among others (Northouse 2019). Among the 66 leadership styles indicated by Dinh et al (2014) in (Girardi and Rubim Sarate 2021), transformational leadership is the most emphasized, which have been growing rapidly since the 1990s, especially in studies that investigate how these studies promote better performance in organizations (Girardi and Rubim Sarate 2021). However, difference situation requires different type of leadership.…”

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“…Transformational leadership, together with transactional leadership, was conceptualized by Bass (1985) in (Girardi & Rubim Sarate 2021). Just as the term used, transformational, Transformational leaders do not settle for status quo, however, they are continuously pursuing an appealing and challenging future vision.…”