A STUDY OF TRANSFORMATIONAL LEADERSHIP OF BRANCH MANAGERS OF BRANCH WORK GROUPS OF GOVERNMENT HOUSING BANK

Abstract

            This research aimed to examine the perception of change leadership among branch managers using a quantitative research approach. Data was collected from operational staff in branch offices of the Government Housing Bank. The study utilized a survey based on Bass's transformational leadership model, focusing on four behavioral components: influence, inspiration, intellectual stimulation, and individual consideration. Results indicated high levels of self-perceived change leadership across all components. Subordinates perceived their leaders as highly effective in change leadership, with the highest recognition in intellectual stimulation, followed by influence, inspiration, and individual consideration. The study identified variations in perception, emphasizing the importance of understanding leadership dynamics for organizational effectiveness. The findings offer insights for human resource management, leadership selection, relationship-building activities, and training and development planning to enhance employee engagement and organizational commitment.