The effects of interactive leadership on human resource management in Singapore's banking industry

Abstract

Reviewing the literature about interactive leadership and its effects on human resource management in business organizations, this paper proposes that interactive leadership has two major components: interaction skills and team building. Both components have positive effects on employees' trust in their leaders, on employees' motivation and employees' commitment to their companies. Based on these hypotheses, the paper develops an empirical test of the effectiveness of interactive leadership in Singapore's banking industry. Seventy-seven middle-level managers participated in this study by responding to a questionnaire about their leaders, their motivation, their commitment and their trust in these leaders. The results support the hypotheses and suggest some important implications for human resource management in business organizations, especially for human resource management in Oriental societies.