Interpersonal skills and emotional maturity influence entrepreneurial style of bank managers

Abstract

Results of this study highlight the importance of human resource managers and trainers assessing the interpersonal skills and emotional maturity of new recruits and enhancing the interpersonal skills of the existing managerial workforce. The entrepreneurial style of the branch manager is projected to play an increasingly important role in the deregulated finance sector. Currently, the branch manager, who can best be described as a corporate entrepreneur, could well evolve into an independent entrepreneur under a franchise banking system. Path analysis was used to investigate the interrelationships among the three competency factors for a bank branch manager. Emotional maturity and interpersonal skills are modelled as impacting on entrepreneurial style. All the hypothesised effects were supported by decomposition of the zero‐order correlations.