TRANSFORMATIONAL LEADERSHIP, COMPETENCIES, AND SELF-CONTROL: TOWARD BETTER PERFORMANCE IN SERVICE ORGANIZATIONS
Sinha, A. K., Indian Institute of Technology Kanpur and Rai, S., Indian Institute of Management Lucknow, India
The research endeavor attempted to understand the relationship between the transformational leadership of superiors and competencies of managers in banking organizations. Further, the role of self-control as a moderating variable of the relationship between competencies and performance was also examined. Data were collected through structured questionnaires from 261 male managers from banks on the variables of (a) transformational leadership of superiors, (b) competencies, (c) self-control, and (d) performance. Transformational leadership is the ability to influence a group toward achievement of goals on the basis of individualized consideration, intellectual stimulation, and charisma. Competency is that characteristic of an individual, which is causally related to effective or superior performance in a job or situation. Five competencies were included. They were: resources (Identifies, organizes, plans, and allocates resources), interpersonal (works with others), information (acquires and uses information), systems (understands complex relationships), and technology (works with a variety of technologies). Self-control is the ability to keep emotions under control and to restrain negative actions when tempted, faced with opposition or hostility from others, or working under conditions of stress. The results based on multiple and moderator regression analyses showed that some dimensions of transformational leadership had good strengths of association with the competencies. Additionally, self-control appeared to be a significant moderator of the relationship between competencies and performance measures at the individual level. Results are discussed toward the importance of transformational leadership and self-control in enhancing competencies and performance in service organizations.