INTRODUCTION
1.1 BACKGROUND OF THE STUDY
For any business to survive and compete effectively in this contemporary age (i.e., the last two decades of the 20th century to the current century), it must be sensitive to the changing environment; adapt rapidly to changes; and plan pro-actively. The major trends in this contemporary age are in the areas of (1) globalisation, and (2) forceful effects of the pervading ICT (Information and Communications Technology). Both have empowered the customer and other stakeholders that have to relate with businesses and organisations.
Banks are particularly vulnerable to the vicissitudes of modern business because of the nature of their operations - provision of services backed-up and delivered by modern ICT tools to a globalised client-base and other stakeholders who desire only the best. Therefore, banks must forge and imbibe strong visions and sound core values - built on a strong leadership and goodwill in order to be successful in the dynamic and changing business environment that they operate in. A bank must develop and utilise its internal capabilities and take advantage of emerging technology in order to position it pro-actively for the challenges ahead and master its operating business environment. These must be properly harnessed and directed by a purposeful and focused leadership who can plan proactively and dynamically.
Leadership is an important aspect of human management whose potent strength lies in its ability to positively influence process [i.e., follower-ship] towards organisational goals and objectives. Leadership must develop Core Values, which must bind the bank [i.e., the organisation] together as a winning team in order for the bank to achieve its set goals and objectives. In strong, forward-looking organisations, leadership provides enduring visions, which articulate the bank’s [i.e., organisation’s] future state - that is, a statement of strategic intent describing the bank’s aspiration for the future.
A proper vision encapsulated by inspiring leadership must encompass the organisation’s:
(1) Customer orientation,
(2) Employee Focus,
(3) its’ organisational competencies, and
(4) Standards of Excellence.
Organisations rise and fall with its leadership. The CEO [Chief Executive Officer] of an organisation is the most pivotal leader in the modern organisation. The Chief Executive Officer (CEO) is the most important role in the management of an organisation. He is the highest-ranking corporate officer or executive officer.
In closely held corporations, it is general business culture that the office of the CEO is also the chairman of the board. Specifically, one person shares the chairman and CEO titles while another person takes the presidency or may become chief operating officer (COO). Regardless, in virtually all cases where the CEO and president are not the same person, the CEO is of the higher rank and ultimate authority.
As we had asserted earlier, organisations rise and fall with their leadership – mostly in the form of the CEO. Contemporary business is replete with the critical impact and roles played by the leadership in providing goodwill to their organizations such as:
• Raymond Smith, the CEO of Bell Atlantic,
• Jan Carlzon the CEO of SAS Airlines,
• Eckhardt Pfeiffer the CEO of Compaq Computers,
• Bill Gates, the CEO of Microsoft Corporation, etc.,
All these organisations have endured effectively over the years, and they continue to dominate and lead in their respective business industries mainly because of the critical roles of their CEOs.
| Project details | Contents |
|---|---|
| Number of Pages | 70 pages |
| Chapter one | Introduction |
| Chapter two | Literature review |
| Chapter three | methodology |
| Chapter four | Data analysis |
| Chapter five | Summary,discussion & recommendations |
| Reference | Reference |
| Questionnaire | Questionnaire |
| Appendix | Appendix |
| Chapter summary | 1 to 5 chapters |
| Available document | PDF and MS-word format |
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