Abstract:
The main objective of this paper is to investigate the Leadership
style between Public and Private Bank and its impact on the job
satisfaction in Iran. For this purpose, the relationship between
transformation and transactional leadership and job satisfaction and
the effect of managers’ decision-making strategy and employee’s
job perception on it have been considered empirically. The overall
findings of this research indicate that there is no significant
difference between employees job satisfaction who works in
Command and Queue unit in state-owned Iranian banks, but there is
significant difference between employee's job satisfaction who
works in Command and Queue unit in Iranian private banks.In
addition, there is no significant difference in transformational
leadership style between private and public Iranian banks.
Machine summary:
"Transformational leadership is one of the success factors of an alliance that provides motivation about how to transfer and share knowledge, and also how to meet the expectations of employee's vision, trust and partnership (Liu, et al.
2. 4- Work Processes Enable Transformation In general, there are three broad ways to approach value deficiencies, all of which involve consideration of the work of the enterprise: Improve how work is currently performed, e.
Their focus is on building for the future, with a clear sense of the mission and values of the organization, a vision of what the enterprise can become, and a sound strategy to transform and lead their markets (George, 2003).
(View the image of this page) As we saw in the Drivers of Change Model, organization change stems from changes in the environment or market place, coupled with the organization’s inability to perform adequately using its existing strategy, organizational design, culture, behavior, and mindset.
000 that is less than 5% and indicate that at the level of confidence 95%, H0 is rejected and the estimated transformation leadership style between the private banks’ employees and managers has a meaningful relationship.
000 that is less than 5% and indicate that at the level of confidence 95%, H0 is rejected and the estimated transformation leadership style between the public banks’ employees and managers has a meaningful relationship.
5. Conclusion The results of this paper indicate that there is significant difference between estimated leadership styles by private Iranian banks managers and employees who work there."