Branch Management

8/3/2019 Branch Management

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LEADERSHIP


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Makes his/her performance expectations clear, and holdsothers accountable for meeting challenging work standardsfor production, accuracy and completion.

Creates a positive environment that fosters acceptance and

tolerance, and in which all employees work hard, contributeideas and feel free to ask for help.

Creates a positive environment that fosters acceptance andtolerance, and in which all employees work hard, contributeideas and feel free to ask for help.

Provides for employee training to upgrade skills andincrease banking, service and product knowledge.

Fosters an environment focused on problem-solving andtruth, rather than blaming and secrecy.


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Has comprehensive knowledge of the branchsoperations and performance and uses this knowledgeto ensure that processes are in place to measure andmonitor operational and financial effectiveness.

Demonstrates a thorough knowledge of how his/herbranch performance impacts overall company results.

Knows what it takes to be successful in the industryand has thorough knowledge of the industrys historyand growing patterns.

Relies on staff to fill-in and help with some functionalknowledge; is willing to admit that he/she doesntknow it all and asks for help and information, asneeded.


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Acts quickly and decisively, when needed.

Makes day-to-day decisions to support long-term organizationalgoals.

Considers new business opportunities and how to capitalize onthem

Considers others input and feedback in making importantdecisions.

Assumes full responsibility for his/her decisions, even whenunpopular; has the backbone to work through negativity fromothers.

Takes accountability for branch performance; corrects problems

without blaming others. Makes high-quality decisions based on a mixture of analysis,

wisdom, experience and judgment; takes the time needed to builda solid business case for important decisions.

Empowers employees to make appropriate on-the-spot decisions;

delegates effectively.


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Trait theories

Transformational leadership

Situational leadership


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The oldest leadership theories are based ontrait theory. Trait theory attempts to identifywhat personal characteristics leaders exhibit.

Fortunately physical characteristics are notpredictors of good or bad leaders. Height,weight, age, personal appearance, or physiquehave not been found to be systematically

related to leadership performance.


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1. Supervisory ability2. Occupational achievement3. Intelligence4. Self-actualization

5. Self-assurance6. Decisiveness7. Lack of the need for security8. Working class affinity

9. Initiative10. Lack of the need for financial reward11. Need for power12. Maturity


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More recently there has been much academicand business attention on the collectedleadership theories of transformational

leadership. When people talk about bold andcharismatic leaders they are probably talkingabout transformational leaders. Much ofbusiness literature has been preoccupied with

the challenges of change and the need fortransformational leaders.ory.


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Vision Excellent communication skills Ability to inspire trust Ability to make group members feel capable Energy and action orientation Emotional expressiveness and warmth Willingness to take personal risks Use of unconventional strategies

Self promoting personality Propensity to emerge during crises Minimum internal conflict


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Inspire a shared vision People are motivated most not by fear or reward,but by ideas that capture their imagination. Note that this is not so muchabout having a vision, but communicating it so effectively that others takeit as their own.

Model the way Modeling means going first, living the behaviors you

want others to adopt. This is leading from the front. People will believenot what they hear leaders say but what they see leader consistently do.

Encourage the heart People act best of all when they are passionate aboutwhat they are doing. Leaders unleash the enthusiasm of their followersthis with stories and passions of their own.

Challenge the process Leaders thrive on and learn from adversity anddifficult situations. They are early adopters of innovation.

Enable others to act Encouragement is not enough. People must feel ableto act and then they must have the ability to put their ideas into action.


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It suggests that a leader should be flexible enough with

his or her behaviours to generate a range of leadershipstyles to suit the particular situation and peson. Herseyand Blanchard were the proponents of a SituationalLeadership theory that has been very popular with

businesses for a number of years. The differencebetween situational (transactional) andtransformational leadership may primarily be themechanism used to motivate followers. Situationalleadership attempts to motivate by playing on the

followers immediate self-interests whereastransformational leadership involves an appeal to thefollowers to transcend immediate self-interest for thesake of some greater cause and thus satisfy higher level

needs.


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Style 1: Directing The leader provides specific instructions and closely

supervises task accomplishment. Style 2: Coaching

The leader continues to direct and closely supervisetask accomplishment, but also explains decisions,solicits suggestions, and supports progress.

Style 3: Supporting The leader facilitates and supports subordinates' efforts

toward task accomplishment and shares responsibilityfor decision-making with them. Style 4: Delegating The leader turns over responsibility for decision-

making and problem-solving to subordinates.


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The backbone of the theory is that there is no"best" leadership style as it depends on a givensituation. (Hence being titled situational

leadership). This means that a participativemanagement style might not be the best stylegiven a certain situation. Flexibility in selectingand applying the correct style is therefore a key

skill.


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The function of leadership is to produce moreleaders, not more followers

- Ralph Nader


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THANK YOU

Documents

Branch Management