01 HSBC Bank Malaysia Berhad
02 Industrial and Commercial Bank of China (Malaysia) Berhad
03 J.P. Morgan Chase Bank Berhad
04 Malayan Banking Berhad
05 OCBC Bank (Malaysia) Berhad
06 Public Bank Berhad
07 RHB Bank Berhad
08 Standard Chartered Bank Malaysia Berhad
09 Sumitomo Mitsui Banking Corporation Malaysia Berhad
10 The Bank of Nova Scotia Berhad
11 The Royal Bank of Scotland Berhad
12 United Overseas Bank (Malaysia) Bhd.
Public Bank Berhad
The Public Bank Group is well known for its strong financial performance and consistent prudent management. It is consistently accorded with strong credit and financial ratings from local and foreign rating agencies. Public Bank gained a long-term rating of AAA the Rating Agency Malaysia. It is the highest rating accorded by Rating Agency Malaysia. It also received a short-term rating of P1 with stable outlook. Standard & Poor’s reaffirmed Public Bank’s A- long-term rating and A-2 short-term counterparty credit rating with stable outlook. Moody’s Investors Service reaffirmed Public Bank’s foreign currency long-term deposit rating of A3 and short-term deposit rating of P-2 with stable outlook.
Public Bank currently has a network of 259 branches and 1,801 self-service terminals in Malaysia. The company also has its presence in the Asia-Pacific region with a network of 1 subsidiary in Hong Kong (Public Bank (Hong Kong) Limited, with 83 branches), 1 subsidiary in Cambodia (Cambodian Public Bank Plc, with 27 branches), 1 subsidiary in Vietnam (Public Bank Vietnam Limited, with 7 branches), 4 branches in Laos, 3 branches in China and 3 branches in Sri Lanka.
1.6 Objective of the study
The study sought to achieve the following specific objectives:
Ø Assess the level of Leadership style at the All Needs Public Bank.
Ø Determine the effects of Leadership Style on employee empowerment.
Ø Make recommendations based on the findings of the study that will help address the challenges identified by the employee.
1.7 Research Question
1. What is Transformational leadership is positively associated with transactional leadership of Public Bank?
2. What are the impacts Transformational leadership is positively associated with perceived organizational reputation by employees of Public Bank?
3. How Employee empowerment is positively associated with perceived organizational reputation by employees?
4. Why Transformational leadership is positively associated with employee empowerment?
1.8 Importance of the Study
The study would suggest ways to as an effort to extend the list of contextual characteristics on excellent public relations proposed by the Excellence team, and to add to the body of knowledge on internal communication, the present study examines how organizational leadership style and employee empowerment impact internal public relations effectiveness, specifically, the perceived organizational reputation by employees. By building links between organizational reputation and the two internal antecedent factors, organizational leadership and employee empowerment, the current work will provide new empirical evidence on how organizational context affects public relations outcomes and extend the list of internal characteristics of excellent public relations. As an extensive study to measure organizational reputation, the findings will also enrich the literature on public relations evaluation. In addition, the thorough investigation into organizational leadership styles and employee empowerment will fill the research gap on leadership and empowerment study in public relations. Pragmatically, the present research will provide significant implications for both public relations professionals and organizational leaders on how to form favorable employee attitudes and evaluation, which contribute to organizational effectiveness.
1.9 Organization of the Study
The study was structured into five (5) chapters: Chapter one comprised of the introduction which covered the background of the study, statement of the problem, purpose of the study, objectives, and importance of the study, scope of the study, and organization of the study. Chapter Two focused on literature review. Chapter Three looked at the methodology adopted for the study. This dealt with the research design, selection of cases, selection of subjects which consisted of population, sample size and sampling technique, instrumentation, data analysis and presentation of results and ethical consideration and problems encountered and limitations. Chapter Four comprised the data analysis and discussion of the findings of the study. Chapter Five consisted of the summary, conclusions and recommendations drawn from the findings of the study.
Despite the pioneering explorations of the present study, several limitations were encountered and should be addressed in future research. One possible limitation was the use of sample from one single company in one particular industry. However, the value of the current work lies in its theoretical examinations rather than its generalizability. A second limitation was that the data were collected only from employees’ perspective. To provide a more comprehensive understanding of how organizational leadership style and behaviors influence public relations outcomes, insights from public relations professionals and organizational leaders should be incorporated. Third, although the present study contributes to a general understanding of the relationship between leadership, empowerment, and organizational reputation, a triangulated methodological approach would have provided more in-depth explanations about how the relationship works.