Professional Documents
Culture Documents
A Project submitted to
Submitted In part fulfillment of the requirements for the Award of the Degree of Bachelor of Commerce-Banking &
Insurance
Under the faculty of commerce
SUBMITTED BY
April 201
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DECLARATION
I, SIMRAN KAUR BHURJI Student of B.Com – Banking and Insurance – Semester VI (2019-2020) hereby declare
that I have completed the project On LEADERSHIP STYLE IN BANKING SECTOR.Whenever the data/information
have been taken from any book or other sources the same have been mentioned in the Bibliography.
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ACKNOWLEDGEMENT
First of all I would like to extend my gratitude towards the MUMBAI UNIVERSITY for giving me an opportunity
to make this project, project has broadened my horizon.
I would like to thank GURUNANAK KHALSA COLLEGE for providing me opportunity to do so.
I would also like to thank our head of department Ms. Allen Dsouza and all lecturers for their continuous support and
guidance.
My grateful thanks to my project guide Prof. Ms. Zafrin Kasmani for her admirable support and guidance. I would
also like to thank my colleagues and other concerned people for their on going support.
I would be grateful to Ms Smita Kuntay for guiding me throughout the project and furnish me with valuable
information in accomplishing this project.
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Project synopsis
The Jatakas also mention the existence of loan deeds. These were
called rnapatra or rnapanna. The Dharmashastras also supported the use of loan
deeds. Kautilya has also mentioned the usage of loan deeds.[14] Loans deeds were also
called rnalekhaya.[15]
Later during the Mauryan period (321–185 BCE), an instrument called adesha was in
use, which was an order on a banker directing him to pay the sum on the note to a
third person, which corresponds to the definition of a modern bill of exchange. The
considerable use of these instruments has been recorded[citation needed]. In large towns,
merchants also gave letters of credit to one another.[15](Banking in India)
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effects on the economy, including loss of employment opportunities and instability in the
national payment and settlement system.
Training of employees takes place after orientation takes place. Training is the process
of enhancing the skills, capabilities and knowledge of employees for doing a particular job.
Training process moulds the thinking of employees and leads to quality performance of
employees. It is continuous and never ending in nature.
RESEARCH PROBLEMS
Banks are at the core of any economic system whether developed or developing .Essential ,a
technically advanced transport and efficient banking system is the need of the hour for the
growing economy in India.
In our country , need for the qualitative banking surpasses the conservative economic or financial
logic as the financial inclusion is a distant dream .In addition to the provisions of traditional service,
many social functions are attached to banking system financial inclusion and inclusive growth.
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(vii) To examine how training and development contribute to the individual
performance and productivity
SAMPLING MEHTOD
Method used for sampling is survey method. A questionare is generated from the reviews and
ANALYSIS OF DATA
Data taken from candidates is analyized in the Microsoft excel
KEY FINDINGS
This study does provide some insights for managers,who should realize the importance of the job
facets used in this study, which can enhance their employees’ level of job satisfaction among
employees. Managers should consider ways to enhance job facets such as co- workers,benefits,
operating conditions, supervision, and such as promotion, communication, and nature of work.
It is reflected that Leader Effectiveness has a high and significant positive correlation with
’branch performance’ in case of both public as wel as private sector banks.It would be
advisable for the public as well as private sector banks to include the leadership effectiveness
studies as part of their management audit process.These studies may be carried out
appropriately at regional and official levels.A review of existing branch manager’s leader
effectiveness qualities may be done and managers who are posted for the first time as branch
managers may be re-oriented towards this aspects.This may be effectively brought about by
suitably modifying and evaluating the training process for these levels of managers.
A large percentage of people in training roles do not have any formal instruction on how to
develop effective training.The absence of good measurement and the dependence of products has
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The impact of organizational training it will easily shown once you learn how to identify
A large percentage of management is often unclear about which competencies are most
SUGGESTIONS
The rejection of authoritarian style brings to the fore change in mindset of bank employees. Faster
technology adsorption, greater focus on improving one’s educational status, intense passion for
participation in decision making exercise faster diversification of banking services and consequent
demand for domain experts etc challenge the style of leadership. Higher productivity, better
organizational climate and peaceful industrial relations can be brought about only by delegate
and participative styles. Therefore training modules of bank need to be more participative and
delegate styles of leadership practiced.
CONCLUSION
The conclusion which can be drawn from this study is that leadership and management are closely
linked to the direct success or failure in a bank.The conclusion can be drawn that an autocratic
leadership style can lead to adverse effects on a bank and can even cause it to fail. That is not to
say that acting autocratically is always a negative thing. A leader has to be decisive and be able
to take autocratic actions when necessary. There is no “correct” leadership style for the banking
industry as such. The choice of leadership style very much depends on the situation in combination
with the leader’s personality traits. Sound corporate leadership and management are further
essential, because they count towards the overall corporate social responsibility a bank has towards
its stakeholder.
Training and development in banking sector will helps the growth of a banking industry
has a clear focus on having a well-motivated and trained workforce. The company needs to
have motivated and confident staff who have up-to-date skills in order to remain competitive.
In addition, well-trained staff are an asset to the business and help to retain customers.
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Contents
1 Chapter 1: Introduction ( 8-10 Pages) ................................................................................ 1
1.1 Introduction: Meaning and definition ....................... Error! Bookmark not defined.
2.1.........................................................................................................................................14
2.2.........................................................................................................................................20
2.3.........................................................................................................................................20
2.4.........................................................................................................................................20
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3.3 Sample size ................................................................................................................ 22
List of figures
Figure1:Trend
Figure3:Facility of banks
Figure4:Degregulated Environment
Figure5:Financial Management
Figure8:Measures of banks
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List of Tables
Table6:Descriptive Statistics
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1 Chapter 1: Introduction
The position of companies and business activities is difficult in nowadays’ dynamic and
variable world. Requirements of the market are top efficiency, optimal adaptation In an
perspective. The performance of a company becomes currently a very topical theme. Its
content includes all corporate activities that need to be cohered to get a result with a
functional and prosperous company with a long term perspective.
At the same htime, conditions for the credit risk management of the banking sector are
getting worse because of the adverse economic development.
These factors create an enormous pressure on the performance of the banking sector and
can cause a decline in firms and households financing, which may have a negative effect
on the economic growth (Bučková, Reuse, 2011). Croxford (2005) emphasizes the important
role of the bank’s employees in the process of sel ing bank products for the retail segment.
According to him, bank sales clerks are one of elements, which customers see in the bank
and can strongly influence their opinion.
Bank employees have the primary opportunity to increase the value of customer
relationships. Author emphasizes also that bank employees need quality management.
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In these continuities, it is necessary and appropriate to examine potential opportunities to
increase the efficiency and competitiveness of the banking sector by increasing the quality of
human resource management. In this context, leadership style in the company plays a
decisive role. In the article, managerial priorities of branch managers is examined, the
prevailing leadership style in the banking sector of Slovakia is defined and an impact of
leadership style of bank’s sales clerks on the possibility of improvement of their individual
productiveness.(Jaroslav)
MEANING:
Leadership is unique. It occurs when an individual with the right motivations meets the right
opportunity. Some people maybe all, have the qualities of leadership but never get the chance
to demonstrate them. They wait their whole life for that single situation that forces them to
reach deep down and find the courage to step outside what’s comfortable. But naturally, most
people fear the unknown. They fear the ridicule of taking a stance or an unpopular position.
So instead, they wait for someone else to step forward and take that chance.
Often times the person that steps forward is ostracized as a “non-team player” because they
don’t conform to popular wisdom. Just look at the way some groups make decisions. In the
long run their vision can direct the company to new opportunities. Leadership involves:
establishing a clear vision, sharing that vision with others so that they will follow willingly
,providing the information, knowledge and methods to realize that vision, and coordinating
and balancing the conflicting interests of all members and stakeholders. A leader steps up in
times of crisis, and is able to think and act creatively in difficult situations. (meaning and
importanceof leadership)
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DEFINATIONS:
“It is interpersonal influence exercised in a situation and directed through the communication
process towards the attainment of specialized goals.” -Robert Tannenbaum
Majtán (2005) defines the leadership as the ability of managers to persuade others to
enthusiastically pursue the objectives set. He defines three basic leadership styles based
on level of leadership skills: directive style, liberal and participative style. The prescriptive style
is characterized by the application of the manager’s wil regardless of the subordinates’
opinions. The participative style is characterized by a bi- directional communication
between a leader and subordinates. The liberal leadership style lets a great deal of freedom
in the proceedings of employees, so they are very independent. The applied leadership style
significantly affects the employees’ productiveness in their jobs. Individual employee
motivation is largely dependent on the style of management and leadership, which is applied
in the job process.
According to Bass and Stogdill (1990), Leaders differ in their concern for the groups' goals and
the means to achieve the goals. Those with a strong concern are considered to be task oriented
Leaders also differ in the extent to which they pursue a human relations approach and try to
maintain friendly, supportive relations with their followers. Those with a strong concern are identified
as relations oriented (Katz et al., 1950), concerned for people (Blake & Mouton, 1964), people
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1.2 Features/Characteristics
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Leaders establish and reinforce a set of core values
This is an aspect of leadership that few people ever take the time to think about in
business – yet it’s quite common outside work. Many people have values that guide
their life, their decisions – everything. What’s important to you at work? The next
section describes core values in behavioral terms.
Without a balance in your life you can’t be an effective leader at work. The two are
inseparable. If you neglect your personal needs – family, physical health, mental health,
and spiritual – you’l lose your edge as a leader.(characteristic of leadership in banking
sector)
Emergence of Universal banking system: Services provided by banks have expanded graphical
y in the last decade .In addition to the traditional “savings and loans” .banks started providing
a wide gamut of financial services like insurance, investment ,asset management, etc. which
Economic growth: Over 9 percent GDP growth in the pre global financial crisis period(2009-
10) and over 7 percent in the last two years largely facilitated the growth of this sector.
Globalization : As India is moving towards closer integration with the world economy,
India’s merchandise trade, service exports and remittances are growing at a faster pace .in
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order to serve these ’new needs; banks have evolved and redeemed themselves in India and abroad.
Policy initiatives: The Banking Laws (Amendment) Act, 2012 at the monetary front, and large
scale infusion of funds into the public sector banks by the government in recent years fuelled the
For the government, the banking sector is at the core of governance. Initiatives like Jan Dhan Yojana
Usage of technology: Information and communication technologies including the mobile phones
and internet connectivity are the prime reason for expanding the reach of banking sector to the
True leaders work hard to understand and evaluate themselves. They seek honest feedback
from their team and are mindful of their weaknesses. This fosters trust, develops
The banking industry is changing at an extremely fast pace. Having the strategic flexibility to
adapt and change mid-course is an extremely attractive trait today. Leaders in the banking
industry need to constantly be monitoring and reviewing products and programs, new
technologies, and their market positioning to make sure their particular bank .
Effective use of informal networks to understand people’s true perceptions can help leaders
of tomorrow. A good understanding of how innovation occurs can help boost performance
and reduce inefficiencies. By developing informal social circles, customer relationships and
All too often employees fail to communicate the potential of risk due to fear of “rocking the
that everyone on the team is prepared for any unforeseen crisis. An open and progressive
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culture and attitude towards any risk or potential crisis will help prepare the organization for
The famous fifty-century BC Chinese philosopher Lao-Tzu once wrote, “If you tell me, I will listed. If show
me, I will see. But if you let me experiences, I will learn” (Chinese, 2010,1).The idea of training and
development (T&D) is nothing new to the twenty-first century, but has rather evolved since the earliest
stages of human civilization and has been gradually refined into the sophisticated process tha t it is today.
The following will present an overview of the different styles of T&D that have been implemented
throughout history
Apprenticeships (400s-1400s)- With its origins rooted in the Code of Hammurabi, the law that
governed ancient Egypt (2000 B.C.), apprenticeships were one of the first types of training practices
that became widely used, especially during the Middle Ages. As trades in the area of
craftsmanship became more demanding, most children of the time were sent as apprentices to live
with masters of this form of art who would share with them the knowledge and teach them the skills
they needed to succeed in this line of work.
Vestibule Training (1800s)- During the Industrial Revolution, intensive training became a necessity
for all employees who were working in factories, but did not have all the required knowledge
and skills to be able to work with the machinery that produced the goods and materials needed by the
society. In this setting, vestibule training, understood as "near-the-job- training," became an activity
that was carried out within the factory, but in a special separated room that was big enough to store
machines with up to ten workers and their trainer (Vestibule Training, 2010, 1).
Role Playing (1930s)- First devised by psychiatrist Dr. Jacob Moreno in the 1910s, role
playing became a new method used for training employees by placing them in the kind of
situation they could encounter in the workplace, but in a controlled environment that
did not pose any risks to their lives. Role playing gave the employee the opportunity
to physically interact and correctly apply the needed skills to the particular situation (Role
Playing, 2010).
Job-Instruction-Training (1940s)- Popularized during the years of World War II, job-
instruction-training was specifically designed for "supervisors in defense plants" to
obtain the necessary skills to then be able to train their own workers in various areas
(Job Instruction, 2010).
Computer-Based Training (1980s)- Initially created in 1959 under a system known as
PLATO, computer-based training (CBT) began to receive more attention during the late
twentieth century. As technology quickly advanced and modernized, CBT
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povided individuals with greater flexibility and interaction as they acquired more
knowledge and newer skills through online channels.
1.3.1 Advantages/Disadvantages/Benefits/Limitations
ADVANTAGE/BENEFITS:
a) ‘Leader Effectiveness’ has a high and significant positive co-relation with job-
satisfaction
b)‘Leader Effectiveness’ has a significant positive co-relation with ‘job area’ segment
of job satisfaction (overall but not separately in case of public or private banks)
c) ‘Leader Effectiveness’ has a high and significant positive co-relation with ‘branch
performance’ in case of both public as well as private sector banks;
d) Leader Effectiveness has a high and significant positive correlation with ‘branch
performance’ in case of both public as wel as private sector banks.
e) ‘Branch Performance’ has a high and significant positive co-relation with ‘ job area’
segment of job satisfaction in case of both public as wel as private sector banks
f) ‘Branch Performance has a significant positive co-relation with ‘job area’ segment
of job-satisfaction (overall but not separately in case of public or private sector banks).
g) ‘Branch performance has a high and significant positive co-relation with ‘management
area’ segment of job satisfaction.
h) ‘Leader Effectiveness’ has a high significant negative co-relation with ‘personal
adjustment’ area segment of job satisfaction (overall but not separately)
i) It will also help in economic development and eliminated the cost. At the same time,
continued client dissatisfaction is forcing bankers to reconsider their approach to service
levels.
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j) It focus on bank safety and soundness become more clear banks will likely look to move to
compliance as a “business as usual” activity rather thanas series of regulatory responses. Assets
DI SADVANTAGE:
Inadequate banking facilities: Even tough banks have spread across the country; still many parts of
the country are unbanked. Especially in the backward states such as the Uttar Pradesh, Madhya
Limited resource mobilized and allocated: The resource mobilized after the nationalized is not
sufficient if we consider the needs of the Indian economy. Some time the deposits mobilized
are enough but the resource allocation is not as per the expansions.
Lowered efficiency and profits: After nationalization banks went in the government sector.
Many times political forces pressurized them. Banking was not done on professional and
ethical grounds. It resulted into lower efficiency and poor profitability of banks.
Increased expenditure: Due to huge expansion in a branch network, large staff administrative
expenditure, trade union struggle, etc. banks expenditure increased to dangerous levels.
Political and administrative interference: Many public sector banks badly suffered due to
political interference .It was seen in arranging loans meals. It ultimately resulted in huge non-
Most companies, when sponsoring employee training, confine the topics to those which serve
Employee training provides the company with many benefits, but it can also cause financial
Unless the banking company offers the training to all employees, a selection criterion that is not
only objective but also seen as objective remains essential to prevent loss of morale, discontent, and
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Finally, the assumption of employees remaining loyal and committed in return for the
Considering the staggering changes in banking we’ve experienced over the last decade,
it’s safe to say predicting what wil happen next is like trying to guess who is going to
win the World Series. We can make some educated guesses, but — to really hammer
the metaphor home — there’s always a chance a curve ball is thrown our way.
Customers will soon be gaining more mobile-banking payment and account options. “We’re
going to see a lot more and different products, and a richer (banking) experience.
Banks already are rolling out banking software for iPads and tablets and thinking of
new ways to structure bank accounts
Over the past decade, retail financial services organizations have been reliant on profits
generated from increasing consumer lending, whether through loans, mortgages, or card
spending.
While the credit crunch may have reduced the volume of high net worth individuals,
the growth of the affluent sector.
While retail banking has seen an influx of new players and new channels, commercial
banks have faced significantly different pressures over the past few years.
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1.5 Key challenges
Not ma king enough money . Despite all of the headlines about banking profitability, banks
and financial institutions still are not making enough return on investment, or the return on equity,
Consumer exp ecta tions. These days it’s al about the customer experience, and many banks
are feeling pressure because they are not delivering the level of service that consumers are
Increasing competition from financial technology comp a nies. Financial technology (FinTech)
companies are usually start-up companies based on using software to provide financial services.
The increasing popularity of FinTech companies is disrupting the way traditional banking has been
done. This creates a big challenge for traditional banks because they are not able to adjust quickly
to the changes – not just in technology, but also in operations, culture, and other facets of the
industry.
Regula tory p ressure. Regulatory requirements continue to increase, and banks need to spend a
large part of their discretionary budget on being compliant, and on building systems and processes
banks need to constantly evaluate and improve their operations in order to keep up with the fast
Operation and Execution: Internal banking processes must ensure the right debt to credit ratio
and maximize profitability. Cash and liquidity management, savings and investment management,
financing and treasury management are key back office functions that, if well
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run, promote long-term stability. Ensuring confidentiality as well as ineffective organization wide
Performance Management: Performance monitoring across departments and locations will take
on greater importance. Financial and managerial accounting, credit, operations, market risk and
internal risk management and regulatory reporting must all build in oversight.
Product Development: It is the stage where finance institutions analyze existing product performance
and continuously develop new products. To rapidly launch new products, the entire organization
including all branches and customer service representatives must be fully knowledgeable about new
product features. However, it is challenging for headquarters to quickly distribute product
information due to inconsistent communications environments and geographic distance. Sales and
Service: Campaign execution, point-of-sales management and postsales communication are key
activities. In fiercely competitive environments, the ability for an organization’s sales team to
produce consistently accurate on- Banking Industry the-fly offerings that look professional is a key to
success. To enhance post sale loyalty, Finance Institutions must present a single unified point of
contact for customers across all product lines.
At the time of collecting a primary data majority of bankers don’t want to provide their
With the growth of technology, banking customers are living in a connected world with their experience
from other industries influencing their expectations from their financial services provider. This has
led to an evolving customer-bank relationship necessitating banks to be more customer-centric
by embedding themselves in customers’ lives to meet rising customer experience expectations.
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However, banks have been facing challenges in meeting customer expectations, as they are troubled
with legacy challenges both in terms of technology and culture. This document aims to understand
and analyze the trends in the banking industry that are expected to drive the dynamics of the banking
ecosystem in the near future.
On the basis of a theoretical analysis and our own research, the main objective of the article was
to prove a relationship between applied leadership style of branch managers and productiveness of
sales clerks and room for their productiveness improvement applicable in the banking sector in
Slovakia and change these attitudes during the crisis. One part of the objective was to examine the
continuity between applied leadership style of branch managers and their time in a control
functions held. Dependencies between individual productiveness of bank’s sales clerks and the
level of their loyalty and satisfaction have been investigated.
Our assumption that the applied leadership style depends on the time of working in managerial
functions has not been confirmed. Managers who operate relatively shortly in managerial functions
did not show any differences in their management priorities and approaches in comparison with
long-time managers.
This Black Book is all about Training & development in bank and it is majorly divided into 6 Chapters
Introduction
Review of literature
Research methodology
Data analysis
Summary of findings
Suggestion and Conclusion
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2 Chapter 2: Review of literature (5-10 Pages)
2.1 Prashanta Athma (2000), in his Ph D research submitted at Usmania University Hyderabad,
“Performance of Public Sector Banks – A Case Study of State Bank of Hyderabad, made an
attempt to evaluate the performance of Public Sector Commercial Banks with special emphasis
on State Bank of Hyderabad. The period of the study for evaluation of performance is from 1980
to 1993-94, a little more than a decade. In this study, Athma outlined the Growth and Progress
of Commercial Banking in India and analyzed the trends in deposits, various components of
profits of SBH, examined the trends in Asset structure, evaluated the level of customer
satisfaction and compared the performance of SBH with other PSBs, Associate Banks of SBI
and SBI. Statistical techniques like Ratios, Percentages, Compound Annual rate of growth and
averages are computed for the purpose of meaningful comparison and analysis. The major
findings of this study are that since nationalization, the progress of banking in India has been very
impressive. All three types of Deposits have continuously grown during the study period, though
the rate of growth was highest in fixed deposits. A comparison of SBH performance in
respect of resource mobilization with other banks showed that the average growth of deposits of
SBH is higher than any other bank group. Profits of SBH showed an increasing trend indicating a
Finally, majority of the customers have given a very positive opinion about the various
From the above literature we identify the variable “ trends in banking “with respect to this
Do you think that new trends in banking will help to attract customers?
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2.2 The focal point of the study made by Das and Udaykumar Lal (2002), in his book Banking
Reforms in Lead Bank Scheme, (Deep and Deep Publication, new Delhi) was the critical
evaluation of the lead bank scheme in 35 the light of banking sector reforms. Das in this book
observed that high level of NPAs, large number of un- remunerative branches, low
productivity, overstaff and archaic methods of operations have affected the profitability
of public sector banks. Das sincerely felt that the whole banking sector in India is to
be revolutionized to cope with the changing dimensions of the satellite one world.
Further, he felt that the backward areas should be given more funds for investment in
priority sectors and more and more people should be brought under its coverage and the
procedures of extending credit should be simplified and there should be least hassle
cost. (Review of literature)
From the above literature we identify the variable “funds in backward areas “ with respect
to this variable .
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2.3 Zacharias Thomas(1997)Ph D Thesis, ‘Performance effectiveness of Nationalised Bank-
A Case Study of Syndicate Bank’, submitted to Kochin University (1997), Thesis studied
study in his Ph.D thesis. Thomas has examined various aspects like growth and
Syndicate Bank in relation to Nationalized bank. A period of ten years from 1984 to
1993-94 is taken for the study. This study is undertaken to review and analyze the
performance effectiveness of Syndicate Bank and other Nationalized banks in India using
researcher. Thomas in this study found that Syndicate Bank got 5th Position in Capital
adequacy and quality of assets, 15th in Profitability, 14th Position in Social Banking, 8th
in Growth, 7th in Productivity and 15th position in Customer Service among the
nationalized banks. Further, he found that five nationalized banks showed low health
performance, seven low priority performance and eleven low efficiency performance in
From the above literature we identify the variable “ facility of banks“ with respect to this
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2.4 Singh R (2003), in his paper Profitability management in banks under deregulate
environment, IBA bulletin, No25, has analyzed profitability management of banks under
the deregulated environment with some financial parameters of the major four bank groups
i.e. public sector banks, old private sector banks, new private sector banks and foreign
banks, profitability has declined in the deregulated environment. He emphasized to make
the banking sector competitive in the deregulated environment. They should prefer
noninterest income sources. (Review of literature)
From the above literature we identify the variable “ deregulated environment “ with respect
2.5 Singla (2008) examines that how financial management plays a crucial role industrialists
growth of banking. It is concerned with examining the profitability position of the selected
sixteen banks of banker index for a period of six years (2001-06). The study reveals that
the profitability position was reasonable during the period of study when compared with the
previous years. Strong capital position and balance sheet place. Banks are in better position
to deal with and absorb the economic constant over a period of time. (Review of
literature)
From the above literature we identify the variable “ growth of banking business “ with
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2.6 Wahab (2001) has analyzed the performance of the commercial banks under reforms.
He also highlighted the major issues need to be considered for further improvement. He
concluded that reforms have produced favorable 42 effects on performance of commercial
banks in general but still there are some distortions like low priority sector advances, low
profitability etc. that needs to be reformed again.(Review of literature)
From the above literature we identify the variable “ improvement in banking activities“
with respect to this variable we can design the following search questions.
Do you think improvement in banking activities will help to overcame major issues such as
2.7 The objective of Sheeba Kapil’s (2007) paper is to review and analyze the current financial
health of the Indian Public Sector Commercial Banks in the light of banking reforms
and predict the future and scope of the same. The viability of the 27 public sector banks has
been analyzed on the basis of offsite supervisory exam model i.e., CAMEL Model (C
for capital adequacy, A for Asset quality, E for Earnings and L for Liquidity). These four
components of each bank have been analyzed and rated on a scale to judge the composite
rating of the same. The paper finds that the off-site supervisory exam model (CAMEL)
has' rated majority of PSBs as non-viable and they require immediate attention and
government support. After 19 years of economic and banking reforms, the Indian
Banking Sector has still miles to go. Low Profitability, Liquidity, Capital adequacy and
high none'-performing assets will definitely make the majority of Indian PSBs a bad bargain
in near future.(Review of literature)
From the above literature we identify the variable “banking performance “ with respect to
this variable we can design the following search questions.
Do you think current banking performance is helpful ?
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2.8 Ram Mohan TT(2003) , in his paper ‘Long run performance of public and private sector
bank stocks” Vol 37, has made an attempt to compare the three categories of banks-Public,
Private and Foreign-using Physical quantities of inputs and outputs, and comparing the
revenue maximization efficiency of banks during 1992-2000. The findings show that PSBs
performed significantly better than private sector banks but not differently from foreign
banks. The conclusion points to a convergence in performance between public and private
sector banks in the post-reform era, using financial measures of performance .(Review
of literature)
From the above literature we identify the variable “ measures of banks “ with respect to
Do you think any measures or suggestions is required to banks for improving physical
quantities of inputs and output , and the revenue maximization efficiency of banks?
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2.9 SBI Research Department in 2000, through its paper “Performance analysis of 27 Public
sector banks” published in SBI monthly review performance, Vol XXXIX, was
prepared by Economic Research Department of State Bank of India, is to analyze the
Performance of the 27 Public Sector Banks for the year 1999-2000 vis-a- vis the
preceding year. Selecting four different categories of indicators-Business Performance,
Efficiency, Vulnerability and labor productivity indicators, carried out the analysis.
Altogether, 39 indicators were selected for this purpose. For the purpose of analysis,
27 PSBs disaggregated into four groups, namely, the SBI, ABs (m7), the SBGs (8), the
NBs (19). During 1999-2000, the PSBs exhibited better show in terms of several
parameters studied above. Nevertheless, the problems of NPAs and capital adequacy
remain to be taken care of. Researchers in this paper opinioned that greater operational
flexibility and functional autonomy should be given to PSBs especially to strengthen their
capital base. Further, they felt that since net interest margin will continue to remain
compressed in a deregulated interest rate regime, a lot of effect would have to be made to
mitigate this through generation of non-interest income. As far as NPAs are concerned, they
believe' that, the outdated laws and regulations that pose hindrance to banks in getting
back their dues need to be suitably amended.
From the above literature we identify the variable “ laws and regulations of banks “ with
respect to this variable we can design the following search questions.
Do you think there is requirement for updating the banking law?
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3 Chapter 3: Research methodology (3-5 pages)
This Chapter concentrates on the research methodology. The research design, sampling design,
data collection method, tools applied for the study geographical coverage and Research Ethics
are detailed.
The research design is defined by Fouche (2002) as “the plan or blue print of the study”. This research
is Qualitative research which allows the researcher to gather information and do an in-depth
exploration of issues, and therefore follows a less structured format with fewer respondents than
quantitative methods.
Quota sampling was adopted by researcher. Quota sampling is where the researcher ensures that
certain groups of people, who are knowledgeable about the research problems, are adequately
represented in the research through the assignment of a fixed quota for each sub group.
The period of study was from April 2017 to September 2017 . The study is mainly based on
primary data collected byQuestioner made on the findings. The secondary data were collected
21
3.3 Sample size
Total sample=30
This section discusses the techniques of gathering primary data for the testing of the research
propositions that were crafted in Chapter I and II. The choice of the data instruments depends on
the availability of facilities, time, costs, the degree of accuracy required, the expertise of the
researcher, and other resources associated with the gathering of the data.
The questionnaire was given to the respondent directly by the students and was collected later as
The structured questionnaire was divided into different sections as felt suitable. The first section
covers personal variables, which are independent based on the assumption that there were
measurable differences amount the levels with regard to the perception of dependent variables. The
second to study factors section of questionnaire covers the factors of study with dependent
variables viz:
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3.6 Format of questionnaire designed
Experience: Below 5 years 05-10 years 10-15 years 15-20 years Above 20 years
Study factor:
1 Do you think that new trends in banking will help to attract customers?
Highly yes Yes Can’t say No Highly No
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5 Do you think financial management is important for growth of banking
business?
Highly Agree Agree Neutral Disagree Highly disagree
24
3.1 Format of Expert advice Questionnaire designed
NAME
DESIGTNATION
ORGANISATION
25
26
3.2 Analytical Tools applied for the study
Data analysis gives meaning to the data that has been collected. More than respondents were
finalized. The data corresponding to the values in the Likert Scale were entered for each statement
in the questionnaire. It was then checked for accuracy, through three rounds of visual and
hardcopy inspections. The MS Excel data analysis tool was used for statistical data analysis. The
The Average score analysis is mainly used in any study is to assess the level of
relating to the study. First the opinion of the respondents are assessed through a scaling technique
and then based on the consolidated opinion of the respondents, the average score is calculated.
It is the simple and common method to represent raw streams of data as a percentage for better
understanding of collected data. Percentages are used in making comparison between two or
3. Research ethics
Research ethics refer to the "appropriate" behavior of the researcher in relation to the norms of
the society. It relates to the three parties involved in this research: the researcher, the respondents
and Research supervisor. Researcher assured Confidentiality to the respondents and secrecy will
be maintained. The researcher, on her/his part maintained objectivity, presented the true research
findings.
27
4 Chapter 4: Data analysis (26- 36 pages)
Here,
V1: new trends in banking
V2:focus in backward areas
V3: performance of banks
V4: deregulated environment
V5: growth of banking business
V6: improvement in banking activities
V7: banking performance
V8: measures
V9: banking law
And
HY: Highly yes
Y: Yes
C: Can’t say
N: No
HN: Highly no
The average score analysis is mainly used in any study is to assess the level of opinion/
awareness/satisfaction of the different category of respondents on the various aspects relating to
the study. First the opinions of the respondents are assessed through a scaling technique and
then based on the opinion of the respondents, the average score is calculated.
In this study the opinion of the respondents are assessed through a five point scaling technique
and then based on the opinion of respondents the average score is calculated and the result are
28
4.1.1 Testing of Hypothesis
Null Hypothesis (H0): Gender of the respondent does not influence their perception as toleadership
style in bank.
Alternative Hypothesis (H1): Gender of the respondent does influence their perception as to
leadership style in bank. The above testing of hypothesis can be done using the following table-
Table 1 Average score analysis
Total response
Variable
HY=5 Y=4 C=3 N=2 HN=1 Total
V1 6 22 2 0 0 30
V2 4 17 9 0 0 30
V3 10 19 1 0 0 30
V4 4 7 13 4 2 30
V5 10 17 3 0 0 30
V6 2 26 2 0 0 30
V7 5 22 3 0 0 30
V8 4 23 2 1 0 30
V9 4 25 1 0 0 30
Source: Primary data
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4.2 Percentage analysis
The percentage analysis/ descriptive analysis describes the distribution of respondents in each
classification as it is expressed in percentage it facilitates comparison.
Table 3 Percentage analysis
30
With reference to variable V8, it is found that 13% of responded are yes that
measures of bank will help in profitability.
With reference to variable V9, it is found that 13% of respondents are agreed that law
& regulations of bank is required.
31
Average Average
Var code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 score of score of Total
Female 1 male 2
PG1 2 2 2 2 1 1 2 1 1 1 1 2 1 2 1 1 2 2 1 2 2 2 1 1 1 1 1 2 1 1 17 13 30
V01 3 5 4 4 4 4 4 4 5 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 4.18 4.08 4.13
V02 4 4 4 4 3 3 3 3 3 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 3.82 3.85 3.83
V03 4 4 4 4 5 4 4 4 4 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 4.24 4.38 4.30
V04 1 3 4 3 2 3 3 3 3 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 3.41 3.00 3.23
V05 4 4 5 4 4 4 4 4 3 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 4.24 4.23 4.23
V06 5 4 4 4 4 4 4 4 4 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4.06 3.92 4.00
V07 4 4 4 4 3 4 4 5 4 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 4.18 3.92 4.07
V08 4 4 4 4 3 5 4 5 4 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 4.12 3.85 4.00
V09 4 4 5 4 4 5 4 4 4 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 4.12 4.08 4.10
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4.4. DescriptiveStatistic
Descriptive statistics are statistics that quantitatively describe or summarize features of a
collection of information. Descriptive statistics is the term given to the analysis of data that
helps describe, show or summarize data in a meaning full way such that, for example,
patterns might emerge from the data.
Table 6 Descriptive statistics
Descriptive Statistics
Variable Mean Median Mode Standard Sample Kurtosis Skewness Range Minimum Maximum Sum Count Confidence
Deviation Variance Level(95.0%)
V01 4.13 4.00 4.00 0.51 0.26 0.94 0.27 4.00 1.00 5.00 124.00 30.00 0.18
V02 3.83 4.00 4.00 0.65 0.42 -0.50 0.17 4.00 1.00 5.00 115.00 30.00 0.23
V03 4.30 4.00 4.00 0.53 0.29 -0.54 0.17 4.00 1.00 5.00 129.00 30.00 0.19
V04 3.23 3.00 3.00 1.07 1.15 -0.12 -0.14 4.00 1.00 5.00 97.00 30.00 0.38
V05 4.23 4.00 4.00 0.63 0.39 -0.45 -0.20 4.00 1.00 5.00 127.00 30.00 0.22
V06 4.00 4.00 4.00 0.37 0.14 5.58 - 4.00 1.00 5.00 120.00 30.00 0.13
V07 4.07 4.00 4.00 0.52 0.27 1.09 0.11 4.00 1.00 5.00 122.00 30.00 0.19
V08 4.00 4.00 4.00 0.59 0.34 4.51 -1.09 4.00 1.00 5.00 120.00 30.00 0.21
V09 4.10 4.00 4.00 0.40 0.16 3.27 0.88 4.00 1.00 5.00 123.00 30.00 0.14
Variable V1 has highest mean that is 4.23.
33
TABLE 7 AGE WISE SCORE ANALYSIS
34
TABLE 8 EDUCATION QUALIFICATIONWISE AVERAGE SCORE ANALYSE
EducationalQualificationwiseAveragescoreanalysis
Ageclass Ageclass Ageclass Ageclass Ageclass
Varcode 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Total
1 2 3 4 5
PQ3 211213211 1 3 4 3 4 3 3 4 2 1 4 4 2 1 3 1 1 2 1 1 1 13 6 6 5 0 30
V01 354444445 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 4.31 3.83 4.00 4.20 #DIV/0! 4.13
V02 444433333 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 3.69 4.00 4.00 3.80 #DIV/0! 3.83
V03 444454444 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 4.23 4.50 4.17 4.40 #DIV/0! 4.30
V04 134323333 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 3.31 3.17 3.33 3.00 #DIV/0! 3.23
V05 445444443 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 4.08 4.17 4.50 4.40 #DIV/0! 4.23
V06 544444444 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4.00 4.17 4.17 3.60 #DIV/0! 4.00
V07 444434454 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 4.08 4.33 4.00 3.80 #DIV/0! 4.07
V08 444435454 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 3.85 4.17 4.33 3.80 #DIV/0! 4.00
V09 445445444 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 4.00 4.00 4.33 4.20 #DIV/0! 4.10
Variable V1 has highest qualification wise score that is 4.30
35
TABLE 9 EXPERIANCEWISE AVERAGE SCORE ANALYSES
36
All the variables have same average they all are in between 0.16 to -0.16 that
correlation coefficient they all are nearby each other.
20%
From the findings we can summarize that 20% responses are yes and 73% responses are
highly agree.
N HN
37
From the findings we can summarize that 57% responses are yes and 13% responses are
highly agree
V3:Do you think whatever new facility provided by bank is helpful?
From the findings we can summarize that 33% responses are yes and 64% responses are
highly agree.
DEGREGULATED ENVIRONMENT
HN
13%
13%
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From the findings we can summarize that 25% responses are yes and 14% responses are
highly agree.
From the findings we can summarize that 57% responses are yes and 33% responses are can’t
say
V6:Do you think improvement in banking activities will help to overcome major
issues such as low priority sector advances,low profitability,etc?
39
From the findings we can summarize that 86% responses are yes and 7% responses
N HN
From the findings we can summarize that 73% responses are yes and17 % responses are
highly yes
40
V8:Do you think any measures or suggestion is required to banks for improving
physical quantities of inputs and outputs,and the revenue maximization efficiency
of banks?
FIGURE8
N HN
From the findings we can summarize that 77% responses are yes and 13% responses are
highlyyes.
V9:Do you think there is any requirement for updating the banking law?
80%
60%
40%
41
From the findings we can summarize that 83% responses are yes and 13% responses are
highly yes.
From the findings we can summarize that more than 75% of candidates feel that improvement in
leadership style in banking sector will help in more profitability.
42
To underdstand the values related to demonstrate as a leader. To gain the knowledge,
quality to understand peoples demand and mentality.
Objective 2:- To study how to gained commitment for team.
To give them freedom to do for whatever commitments made by banks.
Tell how to achieve goals related to banks.
Objective 3:- To study that how get your ideas accepted by others.
To telling employees how it will be beneficial to them benefits of the goals and ideas
and how to work together and adopt new techniques.
Objective 4:- To study how to motivate your team.
To telling them how they can gain career by doing things done how they can get a
7 Bibliography
http://www.academia.edu/5450812/A_STUDY_ON_CHOICE_OF_LEADERSHIP_STYLE_
IN_SELECT_BANKS_IN_CUDDALORE_TOWN_A_RESEARCH_STUDY_INTRODUC
TION
https://en.wikipedia.org/wiki/Banking_in_India
Jaroslav, B. (Ed.). (n.d.). The Leadership Style and the Productiveness. Retrieved from
cjournal: http://www.cjournal.cz/files/124.pdf
www.academia.edu
http://shodhganga.inflibnet.ac.in/bitstream/10603/3712/10/10_chapter%203.pdf
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Review of literature. (n.d.). Retrieved from shodhganga:
http://shodhganga.inflibnet.ac.in/bitstream/10603/3712/10/10_chapter%203.pdf
44