Building bank brands: how leadership behavior influences employee commitment

Elaine Wallace, Leslie de Chernatony, Isabel Buil

Research output: Contribution to journalArticlepeer-review


Front line employees are critical to service brand success, as their performance brings brand promises to life. Banking employees, like others, must remain committed to their employers, to live the brand, particularly during periods of economic uncertainty and customer frustration. Employees' commitment influences their brand adoption and brand-supporting behavior during service encounters. Effective leadership fosters employee commitment and brand supporting behaviors. This study examines the nature of employee commitment in banking, distinguishing between affective, continuance and normative commitment. The study explores bank leaders, examining whether initiating structure leader behavior or considerate leader behavior is most effective in encouraging employee commitment. Data from a sample of 438 employees in a leading Irish bank reveals the optimal leadership style for employee commitment.
Original languageEnglish
Pages (from-to)165-171
Number of pages7
JournalJournal of Business Research
Issue number2
Early online date23 Aug 2012
Publication statusPublished - Feb 2013

Bibliographical note

Wrote to author
NOTICE: this is the author’s version of a work that was accepted for publication in <Journal title>. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in


  • banking
  • brands
  • employees
  • leadership behavior
  • commitment


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