Organisational leadership style and its influence on the ability to undertake strategic public relations practice in Tanzania’s commercial banks

Abstract

This study, conducted in selected banking institutions in Tanzania, examined how transformational and transactional organisational leadership styles influence the ability of public relations (PR) personnel to undertake strategic public relations practice. Guided by
an interpretivist research philosophy, the study used a qualitative approach with semi-structured interviews involving chief executive officers, PR officers, human resource directors, and marketing directors selected purposively. Findings revealed that organisational
leaders relied mainly on transactional leadership behaviours to enhance PR personnel’s day-to-day performance. However, these behaviours provided limited motivation for PR practitioners aiming to develop and apply strategic communication competencies. Heavy dependence on directives, reward mechanisms, and task-centred supervision constrained opportunities for PR personnel to participate meaningfully in strategic planning and decision-making processes. The paper recommends that bank leaders adopt more positive and participatory leadership behaviours, particularly by engaging PR personnel in planning and implementing strategic communication tasks. It further proposes that leaders strike a balance between transactional and transformational leadership approaches to reduce the negative consequences of overreliance on either style. Such a balance would strengthen strategic public relations practice, support professional growth, and enhance overall organisational effectiveness.