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Abstract:

This study explores how leadership styles influence organizational innovation and performance at FDB Bank in Yangon, Myanmar. The main purpose is to examine the relationships between transformational, transactional, and servant leadership, three types of organizational innovation, and three dimensions of organizational performance. The study uses a quantitative, cross‑sectional survey design. Data was collected from 134 employees at different levels and departments through a structured self‑administered questionnaire. The responses were analyzed using SPSS with descriptive statistics, reliability tests, Pearson correlations, and multiple regression models. Innovation was measured in terms of product and service innovation, process innovation, and administrative innovation. Organizational performance was assessed through perceived financial, operational, and customer outcomes. The findings show that transformational and servant leadership are strongly associated with higher levels of innovation and better overall performance. Transactional leadership mainly supports operational efficiency and stability but shows weaker links with innovation. The results also indicate that organizational innovation is positively related to all three performance dimensions and appears to function as a bridge between leadership styles and performance outcomes. The study concludes that FDB Bank should promote a balanced leadership approach that combines transformational and servant behaviors with appropriate transactional structure and control. It should also continue to invest in innovation capabilities across products, processes, and administrative systems to strengthen its competitive position in the Myanmar banking sector.

Author:

KYAW MIN HTIKE