Vol. 11, Issue 3, Part B (2025)

Design/methodology/approach: A questionnaire based on a comprehensive literature study was leveraged to develop a scale for measuring dimensions and dynamic capabilities perspective. A survey involving 224 young technology savvy banking sector work force across India was undertaken. Extractive factor analysis and confirmatory factor analysis were used to determine the dimensions and respective impact of leadership and capabilities dimensions of bank work force on perceptions of organizational performance.

Findings: The study reveals that leadership in technology workplaces components such as leadership style inventory, individual dynamic capabilities and organizational capabilities. The association between the aspects was observed as significant in shaping performance in Indian banking sector.

Practical Implications: To add to the knowledge regarding bank workforce’s evolving interpretation of the bank workplaces, how they interpret leadership mechanics, how they identify with workplace dynamic capabilities dimensions. Recent literature advocates role of human motivations, demographic changes, age diversity and inter-generational gaps inculcated by technology at workplace and respective requirement for technology savvy workforce; as integral to determination of dynamism in banking organizations.

Originality: This study adds to the body of knowledge regarding aspects that determine bank workforce dynamism and shape the scope for performance sustenance in age of technology determinism. The current research is on the organizational leadership as derived from the critical stakeholders namely the employees and the organizational environment. The leadership undoubtly remains the most explored and most researched aspect of organizational behavior. The challenges to traditional leadership in banking organizations in particular are real as the manner in which financial products are being delivered to people is undergoing change. The matter involves not only re-skilling existing employees yet to look beyond the margins to experiment with new business models in which operational leadership and industry leadership can be attained with existing employees, human resources and market based assets and resources. The individual learning curves, extent of scalability of existing business and learning infrastructure needs to be examined fresh and leadership sustainability needs a fresh consideration with nurturing of sufficient talent developers. The purpose behind this research is to devise, to identify and to map the relationships across the aspects that seem to drive the phenomenon. The rationale is to uncover the aspects or the factors that seem to drive the phenomenon involving leadership realization across recently recruited and much desired young and smart technology obsessive work force. The young and clever employees do not wish to be led or controlled by organizational protocols and practices. The researchers have pointed to need for devising suitable individual and organization wide characteristics that could imbibe appropriate and suitable leadership realization across the young workforce can enable the organization to channelize their true potential.