The impact of Transactional leadership on the marketing creativity in Jordan

commercial banks

Dr. Tareq N. Hashem Associate Professor

Marketing DepartmentPhiladelphia University

Amman- Jordan

Wedad Abdel Azeez Al- Aqrabawi

Lecturer in Business Administration

Philadelphia University

Amman- Jordan

 

Problem definition

What is the impact of Transactional leadership on marketing creativity in Jordanian commercial banks?

Which type of transactional leadership has the highest impact level on marketing creativity in Jordan commercial banks?

What do we mean by The transactional leadership and The marketing creativity

Transactional leadership is the process that influence behavior of subordinates to urge them to work with the existence of a desire to accomplish the specified objectives (Schermerhorn, 2002)

Creativity is defined as finding, accepting and executing new ideas, processes and products (Al -Sarhan. 2005).

Significance of Research

The research significance is attributed to the followings :

The study illustrates the important role of the transactional leadership that play in marketing creativity in Jordanian commercial banks.

It handles a vital and very important sector in national economy, that is the banking sector.

This study will contribute in developing Jordanian commercial banks' capability to use the transactional leadership in order to improve marketing creativity and to enforce its competitive advantage in order that banks face the competition

Research Objectives

The research aims at achieving the following

objectives To investigate the impact of Transactional

leadership on marketing creativity in Jordan commercial banks.

To find out the most effective type of transactional leadership on marketing creativity in Jordan commercial banks.

Hypothesis

Ho: There is no statistical significant impact of transactional leadership on marketing creativity in the Jordanian commercial banks.

Ho1: There is no statistical significant impact of conditional bonus in achieving marketing creativity in Jordanian commercial banks.

Ho2: There is no statistical significant impact of (active) management by exception in achieving marketing creativity in Jordanian commercial banks.

Ho3: There is no statistical significant impact of (static) management by exception in achieving marketing creativity in Jordanian commercial banks.

Population and Sample

The study population includes Jordanian commercial banks employees. The study convenience sample consisted of 500 employees , 395 questionnaires were returned, which represent (79%) of the total sample

Validity and Reliability

a. Validity:The questionnaire has been evaluated by instructors from the

Jordanian universities. Their remarks and comments were taken into consideration.

b. ReliabilityCronbach Alpha test was used to find out instrument

reliability. The value was = 90.6% for the entire questionnaire. While reliability values of transactional leadership variable was 88.5%, and Marketing Creativity variable was 86%. All values are acceptable since their values are more than 60%

Characteristics of the Sample

It was found that males were (216) subjects that is (54.7%), females were (179) subjects , that is (45.3%) percent. The majority is between 30- less than 40 years, .with (50.9%) percent of (5- to less than 10 years).

Conclusions There is an impact of transactional leadership on marketing

creativity in Jordanian commercial banks. There is an impact of conditional bonus in achieving

marketing creativity in Jordanian commercial banks. There is an impact of (active) management by exception in

achieving marketing creativity in Jordanian commercial banks.

There is an impact of (static) management by exception in achieving marketing creativity in Jordanian commercial banks.

Active management by exception has the highest impact on marketing creativity

Recommendations To provide rewards and incentives rewarding financially and

morally with superior performance from employees through adoption of performance.

Encourage female element and take advantage of its potential to participate in leadership events where proven that women in many areas and significantly, especially with high scientific and practical qualifications.

Enable young people to exercise leadership roles, and invest their skills and abilities to achieve high performance levels while at the same time to give them more opportunities to get the experience required for such important roles.

The need to develop training programs for leaders and staff based on the results of the performance evaluation.

Further studies on application study subject on other economic sectors

Thank You