A Study on the Relationships among Leadership Style, Job Satisfaction and Turnover Intention: The Case of T Bank’s Financial Consultants

• Main Authors: HSIN YEN CHANG, 張新燕
• Other Authors: 陳穎峰 林豪傑
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/82376991543250583848

碩士 === 樹德科技大學 === 金融保險研究所 === 95 === ABSTRACT Financial consultants are the most important human resources of the fortune management units in banks, but it takes time to develop. So, using financial incentives to attract high-performance financial consultants from other bank is a common practice in banking industry. Many financial managers were much disturbed by the problem of the high turnover rates of financial consultants. One of the major research objectives is to explore the factors that affect the turnover intention of financial consultants. This research focuses on the turnover intention of financial consultants. The effects of manager’s leadership style on turnover intention of financial consultants are examined. We also put the job satisfaction of financial consultants as a mediating variable in the model to explore the relationships among these three variables. 400 questionnaires were released either by direct distribution or by mail, and the retrieved valid questionnaires are calculated up to 241 copies. Hierarchical regression analysis is utilized to validate the hypothesized relationships. The major findings of the study are as following: 1. Both manager’s transformational leadership and transactional leadership are positively related to the job satisfaction of financial consultants. 2. Both manager’s transformational leadership and transactional leadership are negatively related to the turnover intentions of financial consultants. 3. There is a significant negative relation between job satisfaction of financial consultants and turnover intentions. 4. Job satisfaction of financial consultants serves as a full mediator between manager’s leadership style and turnover intentions of financial consultants. The results of this study provide practical implications to the departments of human resources and financial management for their managing and directing financial consultants’ relevant issues. It is hope that this study may help raise the financial consultants’ job satisfactions and reducing their turnover intentions, and thus eventually increase banks’ overall financial performance. Keywords: Leadership Style, Transformational Leadership, Transactional Leadership, Job Satisfaction, Turnover Intention