The Importance of Positive Leadership in the Process of Change on the Example of the Banking Sector
und | 29. Juni 2021
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Online veröffentlicht: 29. Juni 2021
Seitenbereich: 85 - 102
DOI: https://doi.org/10.2478/fman-2021-0007
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© 2021 Mieczysław Morawski et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Figure 1
Collection of ECS indexes (Source: Authors’ own research)
| 2013 | 2014 | 2015 | 2016 | 2017 | 2018 | 2019 | Growth | Bank 2019 | Best employers | |
|---|---|---|---|---|---|---|---|---|---|---|
| Attendance | 422 | 524 | 559 | 536 | 537 | 537 | 581 | 5107 | ||
| % | 75% | 91% | 95% | 95% | 97% | 94% | 96% | 92% | ||
| Engagement level | 44% | 59% | 67% | 67% | 71% | 67% | 71% | 27% | 56% | 77% |
| Satisfaction | 55% | 69% | 71% | 81% | 81% | 77% | 82% | 27% | 82% | 84% |
| Tasks | 62% | 68% | N/B | 73% | 78% | 71% | 73% | 11% | 60.0% | 75% |
| Cooperation | 70.0% | 75% | N/B | 70.0% | 71% | 68% | 57% | −13% | 48% | 69% |
| Autonomy | 64% | 74% | N/B | 73% | 76% | 66% | 70.0% | 6% | 55% | 68% |
| Remuneration | 18% | 25% | 31% | 51% | 54% | 54% | 50.0% | 32% | 45% | 61% |
| Processes | 36% | 46% | 52% | 63% | 66% | 61% | 54% | 18% | 45% | 66% |
| People focus | 19% | 39% | 37% | 66% | 73% | 65% | 70.0% | 51% | 54% | 77% |
| Development opportunities | 46% | 57% | 61% | 66% | 72% | 67% | 70.0% | 24% | 60.0% | 71% |
| Management | 37% | 66% | 74% | 80.0% | 80.0% | 73% | 78% | 41% | 71% | 75% |
Index dynamics (Source: Authors’ own research)
| 2013 | 2014 | 2015 | 2016 | 2017 | 2018 | 2019 | |
|---|---|---|---|---|---|---|---|
| Risk division | 44% | 59% | 67% | 67% | 71% | 67% | 71% |
| XBank | 52% | 56% | 55% | 57% | 53% | 52% | 56% |
| −8% | 3% | 12% | 12% | 18% | 15% | 15% | |
| Best employers in Poland | 77% | 77% | 77% | 77% | 74% | 72% | 77% |
| −33% | −18% | −10.0% | −10.0% | −3% | −5% | −6% | |