Analysing How Top Management Characteristics Shape Employee Productivity and Organizational Performance in the Palestinian Banking Sector: The Mediating Role of Job Satisfaction and Employee Engagement

Abstract

The Palestinian banking sector isn’t like most others. It deals with political instability, tight economic conditions, and tough competition—stuff that really affects how people work and how well banks perform. The people at the top, especially those leading the banks, have a huge impact. Their leadership style and personal traits shape the workplace, often through things like job satisfaction and employee engagement. While there’s plenty of research on leadership worldwide, hardly anyone looks at how it plays out in Palestinian banks, where crisis management and local culture matter a lot. That’s where this study comes in. It digs into how top management and their leadership styles affect both employee productivity and how well banks do overall. It also zeroes in on how job satisfaction and engagement connect everything. It offers unique theoretical and practical contributions within the Palestinian context by integrating Upper Echelons Theory with leadership style frameworks and dual mediation