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Regulating the culture of banks in the United Kingdom: strengthening legal accountability or just better leadership?

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The Senior Managers Regime came into effect in March 2016. It is expected to change the behaviours of senior bank managers and transform the culture of banks through individual accountability and sanctions for non-compliance. However, without due consideration to the leader-follower dynamics, it is difficult to see how law reforms could compel a cultural shift in banks beyond superficial compliance.
Original languageEnglish
Pages (from-to)261-268
JournalJournal of International Banking Law & Regulation
Volume32
Issue number6
Publication statusPublished - 16 May 2017

Documents

  • Regulating the Culture of Banks in the United Kingdom v4 - postprint

    Rights statement: This is a pre-copyedited, author-produced version of an article accepted for publication in Journal of International Banking Law & Regulation following peer review. The definitive published version, McCalman, J., Young, A. & Chan, R. (2017), ‘Regulating the culture of banks in the United Kingdom: strengthening legal accountability or just better leadership?’. Journal of International Banking Law & Regulation, 32(6), pp. 261-268., is available online on Westlaw UK or from Thomson Reuters DocDel service.

    Accepted author manuscript (Post-print), 340 KB, PDF document

    Licence: CC BY-NC

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