In financial service organisations clients are imposing increasingly greater demands on staff. The organisations need to find a balance between, on the one hand, "being in control", and promoting staff responsibility, flexibility and enterprise on the other. Managers have a crucial role in this process and their leadership is assumed to have an influence on how New Ways of Working (NWW) are applied by employees. New working patterns could offer space to staff to demonstrate and further develop their competences (organising their own work and goals; showcasing independence, determination, goal-orientation, communication, flexible behaviour and collaboration). NWW is aimed at staff flexibility and the utilisation of new technical developments in order to work independently of time and place, and thereby being of even greater service to the client. The leadership style in the financial service sector is primarily task-oriented, and this is also included in the organisation where this case study was conducted. It is apparent from this study that a task-oriented leadership style does not contribute to NWW, although this is dependent on the nature of the department and the type of roles. The recommendation, based partly on the literature, is to invest in another style of leadership: the person-centred leadership style.
| Published in | International Journal of Business and Economics Research (Volume 4, Issue 3) |
| DOI | 10.11648/j.ijber.20150403.18 |
| Page(s) | 157-162 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2015. Published by Science Publishing Group |
New Ways of Working, Task-Oriented Leadership, Person-Centred Leadership, Staff Competence
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APA Style
Stoffers J., Kurstjens J., Schrijver I. (2015). Leadership and New Ways of Working: A Case Study in a Financial Service Organisation. International Journal of Business and Economics Research, 4(3), 157-162. https://doi.org/10.11648/j.ijber.20150403.18
ACS Style
Stoffers J.; Kurstjens J.; Schrijver I. Leadership and New Ways of Working: A Case Study in a Financial Service Organisation. Int. J. Bus. Econ. Res. 2015, 4(3), 157-162. doi: 10.11648/j.ijber.20150403.18
AMA Style
Stoffers J., Kurstjens J., Schrijver I. Leadership and New Ways of Working: A Case Study in a Financial Service Organisation. Int J Bus Econ Res. 2015;4(3):157-162. doi: 10.11648/j.ijber.20150403.18
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Download@article{10.11648/j.ijber.20150403.18,
author = {Stoffers J. and Kurstjens J. and Schrijver I.},
title = {Leadership and New Ways of Working: A Case Study in a Financial Service Organisation},
journal = {International Journal of Business and Economics Research},
volume = {4},
number = {3},
pages = {157-162},
doi = {10.11648/j.ijber.20150403.18},
url = {https://doi.org/10.11648/j.ijber.20150403.18},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijber.20150403.18},
abstract = {In financial service organisations clients are imposing increasingly greater demands on staff. The organisations need to find a balance between, on the one hand, "being in control", and promoting staff responsibility, flexibility and enterprise on the other. Managers have a crucial role in this process and their leadership is assumed to have an influence on how New Ways of Working (NWW) are applied by employees. New working patterns could offer space to staff to demonstrate and further develop their competences (organising their own work and goals; showcasing independence, determination, goal-orientation, communication, flexible behaviour and collaboration). NWW is aimed at staff flexibility and the utilisation of new technical developments in order to work independently of time and place, and thereby being of even greater service to the client. The leadership style in the financial service sector is primarily task-oriented, and this is also included in the organisation where this case study was conducted. It is apparent from this study that a task-oriented leadership style does not contribute to NWW, although this is dependent on the nature of the department and the type of roles. The recommendation, based partly on the literature, is to invest in another style of leadership: the person-centred leadership style.},
year = {2015}
}
TY - JOUR T1 - Leadership and New Ways of Working: A Case Study in a Financial Service Organisation AU - Stoffers J. AU - Kurstjens J. AU - Schrijver I. Y1 - 2015/06/02 PY - 2015 N1 - https://doi.org/10.11648/j.ijber.20150403.18 DO - 10.11648/j.ijber.20150403.18 T2 - International Journal of Business and Economics Research JF - International Journal of Business and Economics Research JO - International Journal of Business and Economics Research SP - 157 EP - 162 PB - Science Publishing Group SN - 2328-756X UR - https://doi.org/10.11648/j.ijber.20150403.18 AB - In financial service organisations clients are imposing increasingly greater demands on staff. The organisations need to find a balance between, on the one hand, "being in control", and promoting staff responsibility, flexibility and enterprise on the other. Managers have a crucial role in this process and their leadership is assumed to have an influence on how New Ways of Working (NWW) are applied by employees. New working patterns could offer space to staff to demonstrate and further develop their competences (organising their own work and goals; showcasing independence, determination, goal-orientation, communication, flexible behaviour and collaboration). NWW is aimed at staff flexibility and the utilisation of new technical developments in order to work independently of time and place, and thereby being of even greater service to the client. The leadership style in the financial service sector is primarily task-oriented, and this is also included in the organisation where this case study was conducted. It is apparent from this study that a task-oriented leadership style does not contribute to NWW, although this is dependent on the nature of the department and the type of roles. The recommendation, based partly on the literature, is to invest in another style of leadership: the person-centred leadership style. VL - 4 IS - 3 ER -
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