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Strategic Leadership and Value Creation of Commercial Banks in South-East, Nigeria

Iloh, Faith Ichakor, Prof. A. N. Onuorah

Abstract

This study investigates the effect of strategic leadership on value creation of deposit money banks in South-East, Nigeria, focusing on the specific effects of strategic direction on customer value creation, core competencies on innovation value creation, and organizational culture on social value creation. Anchored on the Upper Echelon Theory and Trait Theory, the study adopted a Survey research design, collecting data using a structured questionnaire from a sample of 618 employees of deposit money banks in the South-East. The analysis used Simple percentages and Linear Regression. The findings revealed that Strategic direction had a significant positive effect on customer value creation (t=11.809, p=0.000); core competencies had a positive significant effect on innovation value creation (t=12.498, p=0.000); and organizational culture had a significant positive influence on social value creation (t=22.612, p=0.000). The study concluded that strategic leadership had a significant positive effect on value creation in deposit money banks in South-East, Nigeria. It recommended that strategic leaders should focus their strategy on customer value creation, seek collaboration with technology firms for innovation competence, and emphasize the coordination of individual and organizational culture for social value creation.

Keywords

Strategic DirectionCore CompetenciesOrganizational CultureCustomer Value CreationInnovation Value Creationand Social Value Creation

References

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