| The focus of this investigation is small financial institutions based in the United States and insured by the Federal Deposit Insurance Corporation (FDIC). Without a viable market for community banks individual and small business investors and borrowers, particularly in rural areas, will have less financing options and may be forced to accept the terms dictated by larger financial institutions (Walser & Anderlik, 2004). Additionally, within the literature there is minimal empirical evidence informing community banks of appropriate initiatives that may be implemented to unleash human expertise through training and development interventions related to successful leadership styles. As competition in the banking industry continues to increase, community banks may be compelled to utilize Human Resource Development (HRD) initiatives and interventions, similar to the propositions mentioned herein, to enhance their overall competitiveness and survivability.;The primary purpose of this investigation was to identify the leadership styles of branch managers and financial performance outcomes as measured by the ROE framework at both small and medium-sized community banks. Second, this investigation sought to add to previous research by providing HRD scholars and practitioners with new strategies for evaluating the impact of HRD initiatives and interventions within a banking industry context. Third, through this investigation it was determined that particular styles and/or sets of leadership dimensions are common at successful small and medium-sized community banking institutions. |
