A STUDY ON LEADER SHIP STYLES OF THE TEAMS IN NAYOR SOFT

PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT FOR The Award of MASTER OF BUSINESS ADMINISTRATION

DECLARATION

I hereby declare that this Project Report titled A STUDY ON LEADER SHIP STYLES OF THE TEAMS submitted by me to the Department of XXXXX is a bonafide work under taken by me and it is not submitted to any other University or Institution for the award of any degree diploma / certificate or published any time before.

!ame and "ddress of the #tudent

#ignature of the #tudent

Date$

ACKNOWLEDGEMENT

I would like to give special acknowledgement to %%% director& %%% for his consistent support and motivation. I am grateful to %%%& "ssociate professor in %%%% & for his technical e'pertise& advice and e'cellent guidance. (e not only gave my project a scrupulous critical reading& but added many e'amples and ideas to improve it.

I am grateful to %%% *#r (r e'ecutive and whole staff members of %%% co for providing me an opportunity to complete my project under their guidance. I am highly indebted to them for the same.

I am indebted to my other faculty members who gave time and reviewed portions of this project and provided many valuable suggestions. I would like to e'press my appreciation towards my friends for their encouragement and support throughout this project.

XXXX

TABLE OF CONTENTS
CONTENTS CHAPTER-1 . I!+R,DU-+I,! ). ,123-+I43 ,5 +(3 #+UD6 8. !33D ,5 +(3 #+UD6 8. 93+(,D,:,;6 <. :I9I+"+I,!# ,5 +(3 #+UD6 CHAPTER-2 12 ./0 7 PAGE NO:

=. :3"D3R #(IP #+6:3 :I+3R"+UR3 R34I3> CHAPTER-3 ?. -,9P"!6 PR,5I:3 CHAPTER@. PR"-+I-": "!":6#I# ,5 :3"D3R #(IP #6:3# ,5 +(3 +3"9# CHAPTER-! .. 5I!DI!;# ,5 +(3 #+UD6 0. -,!-:U#I,! 7. BIBILIOGRAPHY

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INTRODUCTION
+eamwork is essential for competing in todayBs global arena& where individual perfection is not as desirable as a high level of collective performance. In knowledge based enterprises& teams are the norm rather than the e'ception. +eam leadership plays a critical role in fostering commitment& accountability& and team success. +he +eam leader must ensure that the right mi' and level of skills are resident on the team. +hey are also responsible for effectively managing

relationships outside the team& overcoming obstacles to success& and creating leadership opportunities for others.

;ood leaders are made not born. If you have the desire and willpower& you can become an effective leader. ;ood leaders develop through a never ending process of self/study& education& training& and e'perience. +o inspire your workers into higher levels of teamwork& there are certain things you must be& know& and& do. +hese do not come naturally& but are acCuired through continual work and study. ;ood leaders are continually working and studying to improve their leadership skillsD they are !,+ resting on their laurels. 1efore we get started& lets define leadership. :eadership is a process by which a person influences others to accomplish an objective and directs the organiEation in a way that makes it more cohesive and coherent. :eaders carry out this process by applying their leadership attributes& such as beliefs& values& ethics& character& knowledge& and skills. "lthough your position as a manager& supervisor& lead& etc. gives you the authority to accomplish certain tasks and objectives in the organiEation& this p o w e r does not make you a leader...it simply makes you the b o s s . :eadership differs in that it makes the followers w a n t to achieve high goals& rather than simply b o s s i n g p e o p l e a r o u n d "ll teams must shape their own common purpose& goals and approach. >hile a leader must be a working member of the team who contributes& she also stands apart from the team by virtue of her position as leader. " team e'pects their leader to use that perspective and distance to help them clarify and commit to their mission& goals& and approach. Do not be afraid to get your hands dirty *lead by e'ampleF& but always remember what you are paid to do *get the job done and grow your employeesF. +he term GstylesG has become more prominent in popular culture over the last decades& but its origins lie in psychological research on learning and personality. +he original concept of style is that we all have preferences for the >"6 we do things // think& relate to others& interact& learn. Hurt :ewin& in the 087Bs identified three major styles // autocratic& democratic& and laisseE faire& while Rensis :ikert defined 3'ploitive

RESEARCH PROBLEM ItBs essential that we keep in mind that any styles approach is just an arbitrary way to cut up our realities and e'perience and -"+3;,RII3 and :"13: people. >hile they may be useful in increasing self/awareness of leadership approaches& care should be taken to realiEe that they are labels& and not real things. >hen leadership styles are used to improve understanding and communication about leadership they have value. >hen used to label people they often can be destructive.

OBJECTI"ES OF THE STUDY

1# T$ %&'()*& +&'% %&%,&*( -&*.&-+/$0 ',$)+ +1&/* +&'% 2&'3&*

2# T$ )03&*(+'03 41'+ 5/03 $6 *&2'+/$0(1/- &7/(+( ,&+4&&0 +&'% 2&'3&* '03 +&'% %&%,&*(

3# T$ 6/03 $)+ 41'+ 5/03 $6 LEADER SHIP STYLES '*& &7/(+&3 /0 +1& +&'%( $6 NAYOR SOFT .$ # T$ ()88&(+ (+*'+&8/&( +$ &01'0.& +&'% -&*6$*%'0.& #

NEED OF THE STUDY :eadership style concepts may be valuable in identifying strengths and weaknesses of current and future leaders& and leadership style inventories and assessments are available. +hey can also be used to identify what kind of leader is needed for a particular organiEation at a particular time and assist in choosing someone who has the desired leadership approach. 5inally& they can be useful in increasing a leaderBs self/awareness of his or her own leadership preferences and approaches for the purpose of self development.

SCOPE #cope of the current study is limited to !"63R#,5+& located at "drsha nagar& (yderabad. METHODOLOGY

SAMPLE STRUCTURE 5or the purpose of this study sample has been collected from employees working in !"63R#,5+& total 0? of sample were collected among that JJJJ of female and JJJ no of males there. DATA COLLECTION 5or the purpose of the study data has been collected through two sources among that . Primary source ). #econdary source

PRIMARY SOURCE: 5or the primary source data collected through structured Cuestionnaire divided into three categories those are to measure the environmental& physiological and psychological factors stress. +otally twenty two Cuestions and with four demographic Cuestions SECONDARY SOURCE: 5or the secondary source I collected information from the company websites & company broachers& from journals and articles about the company

TOOLS AND TECHNI9UES Data has been analyEed by using & cross tabulations .5rom the total 0? members there are 0 teams .for the purpose of finding over all leader ship styles I analysed the teams as single team wise and I compared the all teams to know what leader ship styles are followed by the !"6,R #,5+.

LIMITATIONS " major limitation of this study is that& apart from administering Cuestionnaire management didnKt allow me to talk with the workers in person. Auestionnaires were handed over to the (R manager and he administered them among the workers.

L/+&*'+)*& *&:/&4
:eadership is the ability of a superior to influence the behavior of a subordinate or group and persuade them to follow a particular course of action. -hester 1ernard :eadership Definition :eadership is the art to of influencing and directing people in such a way that will win their obedience& confidence& respect and loyal cooperation in achieving common objectives. U. #. "ir 5orce :eadership Definition ) +he feminine leadership style emphasiEes cooperation over competitionD intuition as well as rational thinking in problem solving& team structures where power and influence are shared within the group . . . interpersonal competenceD and participative decision making. :eadership Definition 8 If your actions inspire others to dream more& learn more& do more and become more& you are a leader. :eadership #tyles :eadership style is the manner and approach of providing direction& implementing plans& and motivating people. +here are normally three styles of leadership *U.#. "rmy (andbook& 0@8F $ o o o "uthoritarian or autocratic Participative or democratic Delegative or 5ree Reign

"lthough good leaders use all three styles& with one of them normally dominate& bad leaders tend to stick with one style. "uthoritarian *autocraticF

+his style is used when the leader tells her employees what she/he wants done and how she/he wants it done& without getting the advice of her followers. #ome of the appropriate conditions to use it is when you have all the information to solve the problem& you are short on time& and your employees are well motivated. #ome people tend to think of this style as a vehicle for yelling& using demeaning language& and leading by threats and abusing their power. +his is not the authoritarian style...rather it is an abusive& unprofessional style called bossing people around. it has no place in a leaders repertoire. +he authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees& then you should use the participative style. Participative *democraticF +his type of style involves the leader including one or more employees in on the decision making process *determining what to do and how to do itF. (owever& the leader maintains the final decision making authority. Using this style is not a sign of weakness& rather it is a sign of strength that your employees will respect. +his is normally used when you have part of the information& and your employees have other parts. !ote that a leader is not e'pected to know everything // this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit // it allows them to become part of the team and allows you to make better decisions. Delegative *free reignF In this style& the leader allows the employees to make the decision. (owever& the leader is still responsible for the decisions that are made. +his is used when employees are able to analyEe the situation and determine what needs to be done and how to do it. 6ou cannot do everythingL 6ou must set priorities and delegate certain tasks. +his is not a style to use so that you can blame others when things go wrong& rather this is a style to be used when you have the full trust and confidence in the people below you. Do not be afraid to use it& however& use it wiselyL 5orces " good leader uses all three styles& depending on what forces are involved between the followers& the leader& and the situation. #ome e'amples include$

Using an authoritarian style on a new employee who is just learning the job. +he leader

is competent and a good coach. +he employee is motivated to learn a new skill. +he situation is a new environment for the employee. o Using a participative style with a team of workers who know their job. +he leader knows the problem& but does not have all the information. +he employees know their jobs and want to become part of the team. o Using a delegative style with a worker who knows more about the job than you. 6ou cannot do everythingL +he employee needs to take ownership of her job. "lso& the situation might call for you to be at other places& doing other things. o Using all three$ +elling your employees that a procedure is not working correctly and a new one must be established *authoritarianF. "sking for their ideas and input on creating a new procedure *participativeF. Delegating tasks in order to implement the new procedure *delegativeF. o o o o 5orces that influence the style to be used included$ task. Internal conflicts. #tress levels +ype of task. Is it structured& unstructured& complicated& or simpleM :aws or established procedures such as ,#(" or training plans.

Positive and !egative "pproaches +here is a difference in ways leaders approach their employee. Positive leaders use rewards& such as education& independence& etc. to motivate employees. >hile negative employees emphasiEe penalties. >hile the negative approach has a place in a leaderBs repertoire of tools& it must be used carefully due to its high cost on the human spirit. !egative leaders act domineering and superior with people. +hey believe the only way to get things done is through penalties& such as loss of job& days off without pay& reprimand employees in front of others& etc. +hey believe their authority is increased by freighting everyone into higher lever of productivity. 6et what always happens when this approach is used wrongly is that morale fallsD which of course leads to lower productivity. "lso note that most leaders do not strictly use one or another& but are somewhere on a continuum ranging from e'tremely positive to e'tremely negative. People who continuously work out of the negative are bosses while those who primarily work out of the positive are considered real leaders.

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Use of -onsideration and #tructure +wo other approaches that leaders use are$ -onsideration *employee orientationF / :eaders are concerned about the human needs of their employees. +hey build teamwork& help employees with their problems& and provide psychological support. #tructure *task orientationF / :eaders believe that they get results by consistently keeping people busy and urging them to produce. +here is evidence that leaders who are considerate in their leadership style are higher performers and are more satisfied with their job. "lso notice that consideration and structure are independent of each other& thus they should not be viewed on opposite ends of a continuum. 5or e'ample& a leader who becomes more considerate& does not necessarily mean that she has become less structured. Paternalism Paternalism has at times been eCuated with leadership styles. 6et most definitions of leadership normally state or imply that one of the actions within leadership is that of influencing. :eadership is influencing people // by providing purpose& direction& and motivation // while operating to accomplish the mission and improving the organiEation.G +he "rmy further goes on by defining BinfluenceB as a$ means of getting people to do what you want them to do. It is the means or method to achieve two ends$ operating and improving. 1ut thereNs more to influencing than simply passing along orders. +he e'ample you set is just as important as the words you speak. "nd you set an e'ample // good or bad // with every action you take and word you utter& on or off duty. +hrough your words and e'ample& you must communicate purpose& direction& and motivation. >hile BpaternalismB is defined as *>ebsterF$ a system under which an authority undertakes to supply needs or regulate conduct of those under its control in matters affecting them as individuals as well as in their relationships to authority and to each other. o +hus paternalism supplies needs for those under its protection or control& while leadership gets things done. +he first is directed inwards& while the. :atter is directed outwards.

It seems that some picture paternalistic behavior as almost a barbaric way of getting things accomplished. 6et& leadership is all about getting things done for the organiEation. "nd in some situations& a paternalistic style of decision/making might be reCuiredD indeed& in some cultures and individuals& it may also be e'pected by not only those in charge& but also the followers. +hat is what makes leadership styles Cuite interesting // they basically run along the same continuum as (ofstedeBs PDI& ranging from paternalistic to consultive styles of decision making. +his allows a wide range of individual behaviors to be dealt with& ranging from beginners to peak performers. In addition& it accounts for the fact that not everyone is the same. (owever& when paternalistic or autocratic styles are relied upon too much and the employees are ready and/or willing to react to a more consultive type of leadership style& then it normally becomes Cuite damaging to the performance of the organiEation. +here are a number of different approaches& or BstylesB to leadership and management that are based on different assumptions and theories. +he style that individuals use will be based on a combination of their beliefs& values and preferences& as well as the organiEational culture and norms which will encourage some styles and discourage others. O O O O O O O O O O O O -harismatic :eadership Participative :eadership #ituational :eadership +ransactional :eadership +ransformational :eadership +he Auiet :eader #ervant :eadership +he 9anagerial ;rid$ 1lake and 9outonBs people/task balance. :ewinBs leadership styles$ +hree original styles. :ikertBs leadership styles$ from autocratic to participative. #i' 3motional :eadership #tyles$ from B9r. 3motional IntelligenceB& Daniel ;oleman Post/hoc 9anagement

"dditional research

and friends.

C1'*/(%'+/. L&'3&*(1/-harismatic :eadership is defined by 9a' >eber as Gresting on devotion to the e'ceptional sanctity& heroism or e'emplary character of an individual person& and of the normative patterns or order revealed or ordained by himG. (e defines -harisma as Ga certain Cuality of an individual personality& by virtue of which he is set apart from ordinary men and treated as endowed with supernatural& superhuman& or at least specifically e'ceptional powers or Cualities. +hese are such as are not accessible to the ordinary person& but are regarded as of divine origin or as e'emplary& and on the basis of them the individual concerned is treated as a leader *...F. (ow the Cuality in Cuestion would be ultimately judged from an ethical& aesthetic& or other such point of view is naturally indifferent for the purpose of definitionG. -harismatic people have a remarkable ability to distill comple' ideas into simple messages *GI have a dreamGFD they communicate by using symbols& analogies& metaphors and stories. 5urthermore they relish risk and feel empty without it& they are great optimists& they are rebels who fight convention& and they may seem idiosyncratic. -harismatic leaders are pictured as organiEational heroes or magic leaders who have the social power basis to orchestrate turnarounds& launch new enterprises& inspire organiEational renewal& and obtain e'traordinary performance from organiEational members. +hese leaders inspire trust& faith and belief in themselves. ,f course none of this is a guarantee that the mission will be correct& ethical& or successful. ,rigin of the -harismatic :eadership model. (istory ;erman #ociologist 9a' >eber distinguished back in the leadership& domination and authority$ . ). 8. . -harismatic domination *familial and religiousF& 5eudal / +raditional domination *patriarchs& patrimonalism& feudalismF& and 1ureaucratic / :egal domination *modern law and state& bureaucracyF. Dominant. 0)7Bs three ideal types of

Robert (ouse * 0@@F used four phrases to define charismatic leadership$

). 8. <. . ). 8. <. =.

#trong desire to influence others. #elf/confident. #trong sense of oneKs own moral values. 4ision and articulation. #ensitivity to the environment. #ensitivity to member needs. Personal risk taking. Performing unconventional behavior. 00.F$

-onger P Hanungo * 00.F describe five behavioral attributes of -harismatic :eaders$

9ost recently charisma is being characteriEed as theatrical *;ardner P "lvolio& framing& scripting& staging& and performing. -ompare also$ 3PI- "D4I#3R#. Usage of the -harismatic :eadership style. "pplications O O

charismatic leadership is an impression management process enacted theatrically in acts of

In difficult times or circumstances& such as an urgent organiEational turnaround. !ote that according to >eber& a charismatic leader does not have to be a positive force.

-ompare$ -risis 9anagement. 1oth 9ahatma ;andhi and "dolf (itler could be reasonably considered charismatic leaders. -ompare$ #ervant/:eadership O #ee -ore ;roups theory for some of the mechanisms behind charismatic leadership. #teps in -harismatic :eadership approach. Process 2ay -onger * 0.0F proposed the following four/stage model of charismatic leadership$ . ). 8. -ontinual assessment of the environment and formulating a vision. -ommunication of vision& using motivational and persuasive arguments. 1uilding trust and commitment. subordinates must desire and support the goals of the

leader and this is likely to be accomplished by more than coercionD rather the leader builds trust in the leader and the viability of the goalsD this is likely to be done through personal risk taking& unconventional e'pertise& and self/sacrifice. <. O "chieving the vision. Using Role modeling& empowerment& and unconventional tactics. Results in relatively strong& unchallenged levels of obedience. #trengths of -harismatic :eadership style. 1enefits

O O O O O O O O

Useful in difficult times or circumstances& such as an urgent organiEational turnaround. 3ffective. If the charismatic leaderBs vision is right& this leadership style can be Rhetorical ability. -ompare$ 5raming. 3nergetic& inner clarity& visionary& unconventional& and e'emplary. Results in relatively strong& unchallenged levels of obedience. +endency of gathering People possessing these skills and attributes are relatively rare. +endency to narcissism. :oosing reality. Insensitive to others. -ompare$ #even #igns :ack of accountability. 5reedom from inner *moralF conflicts. +he values of

-ompare$ -risis 9anagement. e'tremely effective.

:imitations of -harismatic :eadership style. Disadvantages weak Gyes/menG around him. Poor delegation.

,f 3thical -ollapse charismatic leaders are essential. If such leaders are well/intentioned towards others& they can elevate and transform an entire company. 1ut if they are selfish or poor& they can create cults and effectively rape the minds of the followers. O Unpredictable. Potentially dangerous.

+he searchlight of attention It is interesting to watch a -harismatic :eader Bworking the roomB as they move from person to person. +hey pay much attention to the person they are talking to at any one moment& making that person feel like they are& for that time& the most important person in the world. -harismatic :eaders pay a great deal of attention in scanning and reading their environment& and are good at picking up the moods and concerns of both individuals and larger audiences. +hey then will hone their actions and words to suit the situation. Pulling all of the strings -harismatic :eaders use a wide range of methods to manage their image and& if they are not naturally charismatic& may practice assiduously at developing their skills. +hey may engender

trust through visible self/sacrifice and taking personal risks in the name of their beliefs. +hey will show great confidence in their followers. +hey are very persuasive and make very effective use of body language as well as verbal language. Deliberate charisma is played out in a theatrical sense& where the leader is Bplaying to the houseB to create a desired effect. +hey also make effective use of storytelling& including the use of symbolism and metaphor. 9any politicians use a charismatic style& as they need to gather a large number of followers. If you want to increase your charisma& studying videos of their speeches and the way they interact with others is a great source of learning. Religious leaders& too& may well use charisma& as do cult leaders. :eading the team -harismatic :eaders who are building a group& whether it is a political party& a cult or a business team& will often focus strongly on making the group very clear and distinct& separating it from other groups. +hey will then build the image of the group& in particular in the minds of their followers& as being far superior to all others. +he -harismatic :eader will typically attach themselves firmly to the identify of the group& such that to join the group is to become one with the leader. In doing so& they create an unchallengeable position for themselves. "lternative views +he description above is purely based on charisma and takes into account varying moral positions. ,ther descriptions tend to assume a more benevolent approach. -onger P Hanungo * 00.F describe five behavioral attributes of -harismatic :eaders that indicate a more transformational viewpoint$ O O O O O 4ision and articulationD #ensitivity to the environmentD #ensitivity to member needsD Personal risk takingD Performing unconventional behaviour.

9usser * 0.@F notes that charismatic leaders seek to instil both commitment to ideological goals and also devotion to themselves. +he e'tent to which either of these two goals is dominant depends on the underlying motivations and needs of the leader.

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Discussion +he -harismatic :eader and the +ransformational :eader can have many similarities& in that the +ransformational :eader may well be charismatic. +heir main difference is in their basic focus. >hereas the +ransformational :eader has a basic focus of transforming the organiEation and& Cuite possibly& their followers& the -harismatic :eader may not want to change anything. Despite their charm and apparent concern& the -harismatic :eader may well be somewhat more concerned with themselves than anyone else. " typical e'perience with them is that whilst you are talking with them& it is like being bathed in a warm and pleasant glow& in which they are very convincing. 6et afterwards& ask the sunbeam of their attention is moved elsewhere& you may begin to Cuestion what they said *or even whether they said anything of significance at allF. +he values of the -harismatic :eader are highly significant. If they are well/intentioned towards others& they can elevate and transform an entire company. If they are selfish and 9achiavellian& they can create cults and effectively rape the minds *and potentially the bodiesF of the followers. +heir self/belief is so high& they can easily believe that they are infallible& and hence lead their followers into an abyss& even when they have received adeCuate warning from others. +he self/ belief can also lead them into psychotic narcissism& where their self/absorption or need for admiration and worship can lead to their followers Cuestioning their leadership. +hey may also be intolerant of challengers and their irreplaceability *intentional or otherwiseF can mean that there are no successors when they leave. P'*+/./-'+/:& L&'3&*(1/"ssumptions Involvement in decision/making improves the understanding of the issues involved by those who must carry out the decisions. People are more committed to actions where they have involved in the relevant decision/ making. People are less competitive and more collaborative when they are working on joint goals. >hen people make decisions together& the social commitment to one another is greater and thus increases their commitment to the decision.

#everal people deciding together make better decisions than one person alone. #tyle " Participative :eader& rather than taking autocratic decisions& seeks to involve other people in the process& possibly including subordinates& peers& superiors and other stakeholders. ,ften& however& as it is within the managersB whim to give or deny control to his or her subordinates& most participative activity is within the immediate team. +he Cuestion of how much influence others are given thus may vary on the managerBs preferences and beliefs& and a whole spectrum of participation is possible& as in the table below. Q!ot participative (ighly participative R 2oint decision with team as eCuals

"utocratic decision by leader :eader proposes decision& listens to feedback& then decides +eam proposes decision& leader has final decision 5ull delegation of decision to team +here are many varieties on this spectrum& including stages where the leader sells the idea to the team. "nother variant is for the leader to describe the BwhatB of objectives or goals and let the team or individuals decide the BhowB of the process by which the BhowB will be achieved *this is often called B9anagement by ,bjectivesBF. +he level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative& whilst decisions during subordinate performance evaluations are more likely to be taken by the manager. Discussion +here are many potential benefits of participative leadership& as indicated in the assumptions& above. +his approach is also known as consultation& empowerment& joint decision/making& democratic leadership& 9anagement 1y ,bjective *91,F and power/sharing. Participative :eadership can be a sham when managers ask for opinions and then ignore them. +his is likely to lead to cynicism and feelings of betrayal.

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S/+)'+/$0'2 L&'3&*(1/"ssumptions +he best action of the leader depends on a range of situational factors. #tyle >hen a decision is needed& an effective leader does not just fall into a single preferred style& such as using transactional or transformational methods. In practice& as they say& things are not that simple. 5actors that affect situational decisions include motivation and capability of followers. +his& in turn& is affected by factors within the particular situation. +he relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. +he leadersB perception of the follower and the situation will affect what they do rather than the truth of the situation. +he leaderBs perception of themselves and other factors such as stress and mood will also modify the leadersB behavior. 6ukl * 0.0F seeks to combine other approaches and identifies si' variables$ O O O O O O #ubordinate effort$ the motivation and actual effort e'pended. #ubordinate ability and role clarity$ followers knowing what to do and how to do it. ,rganiEation of the work$ the structure of the work and utiliEation of resources. -ooperation and cohesiveness$ of the group in working together. Resources and support$ the availability of tools& materials& people& etc. 3'ternal coordination$ the need to collaborate with other groups.

:eaders here work on such factors as e'ternal relationships& acCuisition of resources& managing demands on the group and managing the structures and culture of the group. Discussion +annenbaum and #chmidt * 0=.F identified three forces that led to the leaderBs action$ the forces in the situation& the forces in then follower and also forces in the leader. +his recogniEes that the leaderBs style is highly variable& and even such distant events as a family argument can lead to the displacement activity of a more aggressive stance in an argument than usual.

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9aier * 0?8F noted that leaders not only consider the likelihood of a follower accepting a suggestion& but also the overall importance of getting things done. +hus in critical situations& a leader is more likely to be directive in style simply because of the implications of failure. +ransactional :eadership "ssumptions People are motivated by reward and punishment. #ocial systems work best with a clear chain of command. >hen people have agreed to do a job& a part of the deal is that they cede all authority to their manager. +he prime purpose of a subordinate is to do what their manager tells them to do. T1& +*'0('.+/$0'2 2&'3&* S+;2& +he transactional leader works through creating clear structures whereby it is clear what is reCuired of their subordinates& and the rewards that they get for following orders. Punishments are not always mentioned& but they are also well/understood and formal systems of discipline are usually in place. +he early stage of +ransactional :eadership is in negotiating the contract whereby the subordinate is given a salary and other benefits& and the company *and by implication the subordinateBs managerF gets authority over the subordinate. >hen the +ransactional :eader allocates work to a subordinate& they are considered to be fully responsible for it& whether or not they have the resources or capability to carry it out. >hen things go wrong& then the subordinate is considered to be personally at fault& and is punished for their failure *just as they are rewarded for succeedingF. +he transactional leader often uses management by e'ception& working on the principle that if something is operating to defined *and hence e'pectedF performance then it does not need attention. 3'ceptions to e'pectation reCuire praise and reward for e'ceeding e'pectation& whilst some kind of corrective action is applied for performance below e'pectation. >hereas +ransformational :eadership has more of a BsellingB style& +ransactional :eadership& once the contract is in place& takes a BtellingB style. Discussion

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+ransactional leadership is based in contingency& in that reward or punishment is contingent upon performance. Despite much research that highlights its limitations& +ransactional :eadership is still a popular approach with many managers. Indeed& in the :eadership vs. 9anagement spectrum& it is very much towards the management end of the scale. +he main limitation is the assumption of Brational manB& a person who is largely motivated by money and simple reward& and hence whose behavior is predictable. +he underlying psychology is 1ehaviorism& including the -lassical -onditioning of Pavlov and #kinnerBs ,perant -onditioning. +hese theories are largely based on controlled laboratory e'periments *often with animalsF and ignore comple' emotional factors and social values. In practice& there is sufficient truth in 1ehaviorism to sustain +ransactional approaches. +his is reinforced by the supply/and/demand situation of much employment& coupled with the effects of deeper needs& as in 9aslowBs (ierarchy. >hen the demand for a skill outstrips the supply& then +ransactional :eadership often is insufficient& and other approaches are more effective. +ransformational :eadership "ssumptions People will follow a person who inspires them. " person with vision and passion can achieve great things. +he way to get things done is by injecting enthusiasm and energy. #tyle >orking for a +ransformational :eader can be a wonderful and uplifting e'perience. +hey put passion and energy into everything. +hey care about you and want you to succeed. Developing the vision +ransformational :eadership starts with the development of a vision& a view of the future that will e'cite and convert potential followers. +his vision may be developed by the leader& by the senior team or may emerge from a broad series of discussions. +he important factor is the leader buys into it& hook& line and sinker. #elling the vision

)=

+he ne't step& which in fact never stops& is to constantly sell the vision. +his takes energy and commitment& as few people will immediately buy into a radical vision& and some will join the show much more slowly than others. +he +ransformational :eader thus takes every opportunity and will use whatever works to convince others to climb on board the bandwagon. In order to create followers& the +ransformational :eader has to be very careful in creating trust& and their personal integrity is a critical part of the package that they are selling. In effect& they are selling themselves as well as the vision. 5inding the way forwards In parallel with the selling activity is seeking the way forward. #ome +ransformational :eaders know the way& and simply want others to follow them. ,thers do not have a ready strategy& but will happily lead the e'ploration of possible routes to the promised land. +he route forwards may not be obvious and may not be plotted in details& but with a clear vision& the direction will always be known. +hus finding the way forward can be an ongoing process of course correction& and the +ransformational :eader will accept that there will be failures and blind canyons along the way. "s long as they feel progress is being made& they will be happy. :eading the charge +he final stage is to remain up/front and central during the action. +ransformational :eaders are always visible and will stand up to be counted rather than hide behind their troops. +hey show by their attitudes and actions how everyone else should behave. +hey also make continued efforts to motivate and rally their followers& constantly doing the rounds& listening& soothing and enthusing. It is their unswerving commitment as much as anything else that keeps people going& particularly through the darker times when some may Cuestion whether the vision can ever be achieved. If the people do not believe that they can succeed& then their efforts will flag. +he +ransformational :eader seeks to infect and reinfect their followers with a high level of commitment to the vision. ,ne of the methods the +ransformational :eader uses to sustain motivation is in the use of ceremonies& rituals and other cultural symbolism. #mall changes get big hurrahs& pumping up their significance as indicators of real progress.

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,verall& they balance their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches& they are people/oriented and believe that success comes first and last through deep and sustained commitment. Discussion >hilst the +ransformational :eader seeks overtly to transform the organiEation& there is also a tacit promise to followers that they also will be transformed in some way& perhaps to be more like this amaEing leader. In some respects& then& the followers are the product of the transformation. +ransformational :eaders are often charismatic& but are not as narcissistic as pure -harismatic :eaders& who succeed through a believe in themselves rather than a believe in others. ,ne of the traps of +ransformational :eadership is that passion and confidence can easily be mistaken for truth and reality. >hilst it is true that great things have been achieved through enthusiastic leadership& it is also true that many passionate people have led the charge right over the cliff and into a bottomless chasm. 2ust because someone believes they are right& it does not mean they are right. Parado'ically& the energy that gets people going can also cause them to give up. +ransformational :eaders often have large amounts of enthusiasm which& if relentlessly applied& can wear out their followers. +ransformational :eaders also tend to see the big picture& but not the details& where the devil often lurks. If they do not have people to take care of this level of information& then they are usually doomed to fail. 5inally& +ransformational :eaders& by definition& seek to transform. >hen the organiEation does not need transforming and people are happy as they are& then such a leader will be frustrated. :ike wartime leaders& however& given the right situation they come into their own and can be personally responsible for saving entire companies.

T1& 9)/&+ L&'3&*

"ssumptions

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+he actions of a leader speak louder than his or her words. People are motivated when you give them credit rather than take it yourself. 3go and aggression are neither necessary nor constructive. #tyle +he approach of Cuiet leaders is the antithesis of the classic charismatic *and often transformationalF leaders in that they base their success not on ego and force of character but on their thoughts and actions. "lthough they are strongly task/focused& they are neither bullies nor unnecessarily unkind and may persuade people through rational argument and a form of benevolent +ransactional :eadership. T1& <L&:&2 !< 2&'3&* In his book ;ood +o ;reat& 2im -ollins& identified five levels of effectiveness people can take in organiEations. "t level four is the merely effective leader& whilst at level five the leader who combines professional will with personal humility. +he Bprofessional willB indicates how they are far from being timid wilting flowers and will march against any advice if they believe it is the right thing to do. In Bpersonal humilityB they put the well/being of others before their own personal needs& for e'ample giving others credit after successes but taking personal responsibility for failures. +o some e'tent& the emphasis on the Cuiet leader is a reaction against the lauding of charismatic leaders in the press. In particular during the heady days of the dot/com boom of the 007s& some very verbal leaders got much coverage. 9eanwhile& the Cuiet leaders were getting on with the job. 1eing Cuiet& of course& is not the secret of the universe& and leaders still need to see the way forwards. +heir job can be harder when they are faced with people of a more e'ternal character. 5or people accustomed to an e'traverted charismatic style& a Cuiet style can be very confusing and they may downplay the person& which is usually a mistake. #uccessful Cuiet leaders often play the values card to persuade others& showing selfishness and lack of emotional control as being unworthy characteristics. "gain there is a trap in this and leadership teams can fall into patterns of behavior where peace and harmony are priEed over any form of challenge and conflict.

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S&*:'0+ 2&'3&*(1/:eading by serving first. 3'planation of #ervant/:eadership of Robert H. ;reenleaf. * 0@7F -ontributed by$ IetEe ,ostinga 9" 9;9 >hat is #ervant/:eadershipM Description #ervant/:eadership is a practical altruistic philosophy which supports people who choose to serve first& and then lead as a way of e'panding service to individuals and institutions. #ervant/ leaders may or may not hold formal leadership positions. #ervant/leadership encourages collaboration& trust& foresight& listening& and the ethical use of power and empowerment. In 0@7& "+P+ e'ecutive Robert H. ;reenleaf * 07</ 007F coined the term in a short essay entitled$ G+he #ervant "s :eaderG. In the essay& ;reenleaf describes some of the characteristics and activities of servant/leaders$ +he servant/leader is servant first. It begins with the natural feeling that one wants to serve& to serve first. +hen conscious choice brings one to aspire to lead. (e or she is sharply different from the person who is leader first& perhaps because of the need to assuage an unusual power drive or to acCuire material possessions. 5or such it will be a later choice to serve / after leadership is established. +he leader/first and the servant/first are two e'treme types. 1etween them there are shadings and blends that are part of the infinite variety of human nature. +he difference manifests itself in the care taken by the servant/first to make sure that other peopleBs highest priority needs are being served. +he best test& and difficult to administer& is$ do those served grow as personsD do they& while being served& become healthier& wiser& freer& more autonomous& more likely themselves to become servantsM "nd& what is the effect on the least privileged in societyD will they benefit& or& at least& will they not be further deprivedM ,rigin of #ervant/:eadership. (istory In the 3ast& -hanakya or Hautilya& a strategic thinker from ancient India& wrote in his <th century book "rthashastra$ G+he Hing *leaderF shall consider as good& not what pleases himself but what pleases his subjects *followersFG. In the >est& the concept of servant leadership can be traced back to 2esus& who taught his disciples$ G6ou know that those who are regarded as rulers of the ;entiles lord it over them& and their high officials e'ercise authority over them. !ot so with you. Instead& whoever wants

)0

to become great among you must be your servant& and whoever wants to be first must be slave of all. 5or even the #on of 9an did not come to be served& but to serve& and to give his life as a ransom for many.G *9ark 7$<)/<=F -haracteristics of #ervant/:eaders. +raits " servant/leader has ten characteristics *;reenleaf& R. H.& )778F$ . :istening. +he leader has a deep commitment to listening intently to others. :istening also encompasses getting in touch with oneBs own inner voice and seeking to understand what oneBs body& spirit and mind are communicating. :istening& coupled with regular periods of reflection& is essential to the growth of the servant/leader. ). 8. <. leader. =. ?. Persuasion. " servant/leader relies on persuasion& rather than using oneBs positional -onceptualiEation. #ervant/leaders seek to nurture their abilities to Bdream great authority. dreamsB. +he ability to look at a problem *or an organiEationF from a conceptualiEing perspective means that one must think beyond day/to/day realities. @. .. 0. 7. O 5oresight. +he ability to understand the lessons from the past& the realities of the #tewardship. (olding something in trust for another. -ommitment to the growth of people. +he servant/leader is deeply committed to the 1uilding community. "mong those who work within a given institution. #ervant/leadership is a long/term& transformational approach to life and work / in present& and likely conseCuences of a decision for the future. 3mpathy. +he servant/leader strives to understand and empathiEe with others. People (ealing. :earning to heal is a powerful force for transformation and integration. ,ne of "wareness. ;eneral awareness and especially self/awareness& strengthens the servant/ need to be accepted and recogniEed for their special and uniCue spirits. the great strengths of servant/leadership is the potential for healing oneBs self and others.

growth of each individual within his or her institution. #trengths of the #ervant/:eadership philosophy. 1enefits essence& a way of being / that has the potential for creating positive change throughout society.

87

#ervant/leadership is often compared with transformational leadership approaches&

which also emphasiEe collaboration. >hile transformational leaders and servant/leaders both show concern for their followers& the overriding focus of the servant/leaders is on service to their followers. +ransformational leaders have a greater concern for getting followers to engage in and support organiEational objectives. -ompare$ "ppreciative InCuiry. +he e'tent to which the leader is able to shift the primary focus of this or her leadership from the organiEation to the follower is the distinguishing factor in determining whether the leader may be a transformational or servant/leader. :imitations of the #ervant/:eadership concept. Disadvantages O O It is not a Cuick/fi' approach. !or is it something that can be Cuickly instilled within an -an be perceived by some as rather BsoftB. :istening and empathiEing too much with institution. others may lead to indecisiveness or a lack of vision.

"ssumptions +he leader has responsibility for the followers. :eaders have a responsibility towards society and those who are disadvantaged. People who want to help others best do this by leading them. #tyle +he servant leader serves others& rather than others serving the leader. #erving others thus comes by helping them to achieve and improve. +here are two criteria of servant leadership$ O O +he people served grow as individuals& becoming Bhealthier& wiser& more autonomous +he e'tent to which the leadership benefits those who are least advantaged in society and more likely themselves to become servantsB *;reenleaf& 0@@F. *or at least does not disadvantage themF. Principles of servant leadership defined by the "lliance for #ervant :eadership are$ O O +ransformation as a vehicle for personal and institutional growth. Personal growth as a route to better serve others.

O O O O O O

3nabling environments that empower and encourage service. #ervice as a fundamental goals. +rusting relationships as a basic platform for collaboration and service. -reating commitment as a way to collaborative activity. -ommunity building as a way to create environments in which people can trust each !urturing the spirit as a way to provide joy and fulfilment in meaningful work.

other and work together. #pears *)77)F lists$ listening& empathy& healing& awareness& persuasion& conceptualiEation& foresight& stewardship& commitment to growth of people& and building community. "n e'cellent e'ample of a servant leader is 3rnest #hackleton& the early )7th century e'plorer who& after his ship became froEen in the "ntarctic life& brought every one of his )@ crew home alive& including an .77 mile journey in open boats across the winter "ntarctic seas. It took two years& but #hackletonBs sense of responsibility towards his men never wavered. Discussion ;reenleaf says that true leadership Gemerges from those whose primary motivation is a deep desire to help others.G #ervant leadership is a very moral position& putting the well/being of the followers before other goals. It is easy to dismiss servant leadership as soft and easy& though this is not necessarily so& as individual followers may be e'pected to make sacrifices for the good of the whole& in the way of the servant leader. +he focus on the less privileged in society shows the servant leader as serving not just their followers but also the whole of society. #ervant leadership is a natural model for working in the public sector. It reCuires more careful interpretation in the private sector lest the needs of the shareholders and customers and the rigors of market competition are lost. " challenge to servant leadership is in the assumption of the leader that the followers want to change. +here is also the Cuestion of what BbetterB is and who decides this. #ervant leadership aligns closely with religious morals and has been adopted by several -hristian organiEations.

8)

>hat is the :eadership -ontinuumM Description "ccording to the :eadership -ontinuum model of R. +annebaum and >.(. #chmidt * 0@8F an autocratic leader will likely make his own decisions. (e will not delegate to his subordinates. >hereas a more democratic leader *laisseE/faire managerF gives subordinates a greater degree of delegation in decision/making. In 08.& :ewin and :ippitt proposed classifications of leaders. +hese were based on how much In 08.& :ewin and :ippitt proposed classifications of leaders. +hese were based on how much

involvement leaders placed onto task and relationship needs. +hese types of leadership behavior were e'pressed in 0@8 along a continuum by +annebaum P #chmidt. +he spectrum ranges from boss/centered *taskF to subordinate/centered *relationshipF. 5orces to consider for :eaders +o choose the most appropriate style and use of authority& the leader should take into consideration$

88

. ). 8. o o o <.

5orces in the manager$ belief in team member participation and confidence in 5orces in the subordinate person$ subordinates who are independent& tolerant of 5orces in the situation$ the team has reCuisite knowledge. the team has organiEational values and traditions. the team works effectively. +ime pressure$ need for immediate decision under pressure. 9itigates against

capabilities of members. -ompare$ +heory of !eeds ambiguity& competent& identify with organiEational goals.

participation. "dvantages of the :eadership -ontinuum 9odel. 1enefits O O O O O model. :imitations of the :eadership -ontinuum. Disadvantages O O O O Involves only the initial step of assigning a task to someone& not the following "ssumes that the manager has sufficient information to determine the disposition to "ssumes GneutralG environment without social bonds or politics. #implifies comple' decisions towards a two/polar dimensionD more simple than the processes that may determine the effectiveness of the outcome. himself or to the team. ;ives managers a range of choices for involvement. Presents criteria for involvement and delegation. 5ocuses the decision maker on relevant criteria *e.g. forces P timeF. 3mphasiEes employee development and empowerment. Is heuristic. 3ncourages research to see how effective delegation may be under the

reality is.

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8=

COMPANY PROFILE

!"63R#,5+ has been delivering high/value and affordable application development& engineering -"D& and voice P non/voice based offshore support services. !"63R#,5+ has adeCuately met the test of time by providing clients with low/cost& high/Cuality& and e'ceptionally fle'ible solutions. Redefining ,ffshore +echnology #olutions !"63R#,5+ provides offshore technology solutions and services to industries and business globally. !"63R #,5+Ks technology solutions and services are simple& industry/specific& and affordable& and come with an assured guarantee of very less turn/around/time in completion of customerKs projects. >hat is uniCue about !"63R#,5+ is its wide and rich portfolio of reusable& modular frameworks that helps clients to jumpstart on their projects& continue to sustain progress& and thereby ensure total success of the project. 9ajor #ervice "reas P -ompetency -entre !"63R #,5+B s offer of application development services& engineering -"D services and voice P non/voice based services& are tested by a proven software development methodology that ensures low risk and a predictable path to success. !"63R#,5+Bs onshore and offshore presence is guaranteed by its competency centre at (yderabad& India& that allows for fle'ibility and speed in offering )</hour development environment to the clients& and ensuring 77 percent customer satisfaction& with increasing rates of repeat business coming from the clients. Reliability& #ecurity and #calability

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>hat really matters is the level of preparedness of !"63R#,5+ in/terms of the state/of/the/ art software competency centre at (yderabad& India with focus on world/class technology infrastructure that ensure reliability& security and scalability. !"63R#,5+ has a comprehensive physical security setup to ensure that all project documents& data and services are secure and protected at all times. "pplication Development #ervices !"63R#,5+ has evolved a well/defined and mature application development process that envelops the total #oftware Development :ife -ycle& which e'tends from individual business case analysis to warranty support of the application provided. +his process facilitates proper distribution of work responsibilities amongst teams& irrespective of the geographical location. !"63R #,5+B s application development methodology can be applied for /!ew application developments /3'isting application enhancements /"pplication consolidations /"pplication migrations "pplication 9aintenance #ervices !"63R #,5+ has an established procedure for application maintenance that allows for effective capture& and reporting of maintenance reCuests. !"63R #,5+B s follows a 8/level transformation plan that includes retire& consolidate and replacement. !"63R #,5+B s application maintenance offers benefits like / Reduction in total cost of ownership / 3fforts for continuous improvements in Cuality of services / >ork towards improving the stability of applications / 3nable clients to reduce support costs& thereby providing avenues investment in profitable business and strategic I+ initiatives

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3ngineering -"D #ervices !"63R#,5+ offers professional e'pertise in mechanical engineering and architectural -omputer "ided Design. !"63R#,5+ follows a proven and time/tested data security policy. In offer are the affordable and cost effective )D and 8D -"D services that include "rchitectural& 9echanical drafting and conversion of engineering drawings from Paper or microfilmed formats to -"D redrafting drawings to produce high Cuality electronic -"D files on a variety of platforms to produce full/scaled& layered -"D files micro film and fiche scanning& Defaulting and digitiEing the clientBs paper manuals and other tets to various full/te't searchable formats 4oice P !on/4oice based services !"63R#,5+ offers voice and non/voice based 1P, services through offline and online modes from its competency centre at (yderabad& India. !"63R#,5+Bs outbound online offering includes sales& collections& lead generation and market research. ,nline 4oice/based #ervices include -ustomer care -ustomer service +echnology helpdesk services ,ffline 4oice/based services include Auality assurance support !"63R#,5+Bs non voice/based services are technology intensive and provide for online and offline platforms of interaction. +he offered non voice/based services include& (R P payroll processing "ISION +o provide the best business process outsourcing solutions by leveraging on relevant technology delivered by most seasoned domain e'perts. MISSION

8.

+o achieve total customer satisfaction by offer of client/specific industry and business solutions& software development and administrative support services& engineering -"D services& and staffing P staff augmentation services. MANAGEMENT TEAM 9otivated +eam !"63R#,5+ brings together a highly motivated team of professionals from technology and business. +he cherished belief is in team spirit and team work& with acceptance of the fact that teams always win. +he management team at !"63R#,5+ has an unparalleled record of successful projects. PersonaliEed touch to market +he management team focuses on the issues and challenges of the comple' I+ market situation. !"63R#,5+ gauges the specific situations and constraints that I+ professionals face on a daily basis. +he management team ensures that I+ services and solutions are provided to the clients with a personaliEed touch& with due credence to security associated with each clientBs projects. ,ne/best practice methodology !"63R#,5+Bs management team includes e'pert analysts to develop one/best practice methodology for the most critical I+ issues. 1y applying these one/best practice methodology to each organiEationBs uniCue situation allows !"63R#,5+Bs team to assist clients in completing the comple' and specialiEed projects. METHODOLOGIES !"63R#,5+ follows methodologies that increase the probability of success& provides worth to the clientKs organiEation& and a well/thought out strategy of agenda& guidelines& and techniCues to direct the personnel and the workload towards project achievement. !"63R#,5+Ks project management methodology is comprehensive and complete. It includes -ost management Risk management #cope management Resource management 80

 -ommunications management Auality management +ime management Procurement management Integration management !"63R#,5+Ks project management methodology covers 1reakdown S (ow far the project can be broken down into smaller components for convenience of working& and delivery ,verview S Defining the purpose& objectives& deliverables and typical timeframes for each component "ctivities S Identifying the main activities Inputs and outputs S Identifying the needful inputs *pre/reCuisitesF and outputs *deliverablesF for each activity Instructions S Process by which each activity is carried out Participants S 9atching available skill/sets with activities #upporting materials S -ross/checking tools& checklists& and templates that contribute to promoting an activity A" S Identifying the one best way to manage Cuality& at either activity or phase level +iming S +aking an estimate of time for each activity ;overnance S :ooking into the needful approvals& rules and laws to be adhered& mandatory provision and sign/offs !"63R#,5+ follows certain proven and established methodologies& tailored to meet the specific and uniCue reCuirements of individual clients POLICIES !"63R#,5+ believes that information is an asset like other important business assets& and hence needs to be safeguarded and protected. !"63R#,5+ gauges the challenges of the e'isting I+ scenario where interconnectivity is indispensable for any business& e'posing the clientBs information to a wide variety of threats and vulnerabilities.

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!"63R#,5+Bs proven strategies for information security ensures business continuity& minimiEe business risk& and ma'imiEe return on investments& and business opportunities. !"63R#,5+ achieves information security by adopting time/tested policies& processes& procedures& organiEational structures and software and hardware functions. !"63R#,5+ takes all measures to establish& implement& monitor& review and improve the specific security and business objectives of the client business& done in conjunction with other business management processes. !"63R#,5+Bs has evolved a set of guidelines and general principles to initiate& implement& maintain& and improve the information security management in any business organiEation. !"63R#,5+Bs information security management is guided by policies concerning$ / / / / / #ecurity Project confidentiality Auality 4alues (uman resources

SER"ICES !"63R#,5+ specialiEes in offering premium and Cuality software application development services& administrative support services Tnon/voice basedU& voice/based support and -R9 services& engineering -"D services& and staffing P staff augmentation services. !"63R#,5+Bs outsourcing services are built on realiEing the !uances of the business world Diverse reCuirements of global customers !"63R#,5+ follows a strategic global model that means to deliver ace service and premium Cuality products to clients at affordable prices. !"63R#,5+ is committed to building lasting partnerships with global clients by ensuring total work satisfaction and projectBs success.

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COMPETENCY CENTRE !"63R#,5+Bs competency center offers dedicated& customiEed& and secure offshore development services and solutions for application development& engineering -"D services& and non/voice P voice based support. !"63R#,5+Bs facilitates the global customer to outsource software development and maintenance work for a mutually beneficial association. !"63R#,5+Bs competency centre provides the client with the needful control over the entire process and makes it possible to increase the Cuality of work while decreasing the amount of time& effort and in most cases reduces e'penses. !"63R#,5+Bs competency centre enables clients to achieve / 5ull operational control / 3stablished I+ Infrastructure / "ccess to the best manpower talent / 5ull intellectual property rights protection / Improved product release time / 5ocus on core I+ competencies / #ave on cost of "pplications Development / Immediate availability / Rapid scaling of operations / "void long/term investments / :ower business risks / Auick Return on Investment TR,IU "dded& !"63R #,5+B s offer of benefits galore for every customer envelops / Physically and technically secured environment / +eam/dedicated network and communication infrastructure / "bility to shift teamBs working hours to synchroniEe with your time Eone *differs with companyBs locationF

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/ Ready to use administrative resources& procedures and management / 5i'ed monthly cost& with no overheads / Possibility to start with just one dedicated specialist / "ccess to a large and diverse pool of human resources / Immediate replacement if any team member is unable to meet your e'pectations PROJECT MANAGEMENT !"63R#,5+ takes into consideration the customerBs e'pectations in delivery of Cuality end products in a timely manner and within the determined budget. +his involves managing schedules& budgets& people& and deadlines. !"63R#,5+ employs simple and clear project management methods that include defining& planning& control& and conclusion of a project. !"63R #,5+B s project management solutions cater to traditional organiEations aiming to adapt business changes with adoption of technology& and also technology organiEations that are already through dynamic technology/enabled business environment. !"63R#,5+Bs project management techniCues are based on proven processes and techniCues meant to achieve project goals. !otable has been !"63R#,5+ Bs methodology that increases the probability of success& provides worth to the clientKs organiEation& and a well/thought out strategy of agenda& guidelines& and techniCues to direct the personnel and the workload towards project achievement. !"63R#,5+B s project management tools consist of software& which uses project templates and estimating modules to assist planners formulate a successful project plan. !"63R#,5+ Ks project templates permit planners to be more productive& and assist them in standardiEing estimates for each project. +hese templates facilitate for data entry& such as estimating and scheduling. !"63R#,5+K s estimating modules are remarkable for planners& for they permit I+ majors to small firms to standardiEe planning and estimating through out their businesses.

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PRACTICAL ANALYSIS

OF LEADER SHIP STYLES

-rosstabs tabulation T&'% 1 +"1:3 $ -R,## +"1U:"+I,! ,5 ;3!D3R vs ";3 ";3 :3## +("! )? +, )= 87 ;3!D3 R +otal 9":3 539": 3 @ 7 @ 7 < < +otal

@ <

+he above table shows gender/ age wise classification. ,ut of respondents& @ were male and < were female. "lso& @ of the total respondents were in the age group of Q )= and < of the total respondents were in the age group of .)? to 87 +"1:3 ) $ -R,## +"1U:"+I,! ,5 ;3!D3R vs AU":I5I-"+I,!

;3!D3 9":3 R 539": 3 +otal

AU":I5I-"+I,! graduatio Post Proffesion n graduation al < 8 7 7 < < 8 8

+otal @ <

+he above table shows gender/ Cualification wise classification. ,ut of respondents& @ were male and < were female. "lso& < of the total respondents with the Cualification of P; & < of them with the graduation and 8 of them are professionals.

<=

+"1:38$ -R,## +"1U:"+I,! ,5

;3!D3R vs I!-,93

;3!D3 9":3 R 539": 3 +otal

Q 7&777 ) 8

I!-,93 7777 / )7777 / )7777 87777 < 7 ) ?

R87777 7

+otal @ <

+he above table shows gender/ income wise classification. ,ut of respondents& @ were male and < were female. "lso& 8 of the total respondents with the income of Q 7777 & ? of the the respondents with the income of 7777/)7777& of the total respondents with the income of )7777/87777 we and of the the respondents with the income of R87777 +"1:3 <$ -R,## +"1U:"+I,! ,5 ;3!D3R V 3%P3RI3!-3

;3!D3 9":3 R 539": 3 +otal

3%P3RI3!-3 Q 8 yrs 8 / = yrs = / . yrs ) < 7 ) 8 ?

R . yrs 7

+otal @ <

+he above table shows gender/ e'perience wise classification. ,ut of respondents& @ were male and < were female. "lso& 8 of the total respondents with the e'perience of Q8 yrs & ? of the the respondents with the e'perience of 8/= yrs & of the total respondents with the e'perience of =/. yrs and of the the respondents with the e'perience of R . yrs. +"1:3 = $ -ross tabulation of ;3!D3R vs (e/she does not consider suggestions made by us as he/she does not have time for us (e/she does not consider suggestions made by us as he does not have time for us #trongly Disagre #trongly disagree e !eutral "gree agree 8 ) 7 <).0W )..?W <.8W .7W <.8W 7 7 7 ) ) .7W .7W .7W =7.7W =7.7W 8 ) ) 8 )@.8W ..)W 0. W ..)W )@.8W . +otal

;3!D3R 9":3 539":3 +otal

@ 77.7W < 77.7W 77.7W

<?

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members& )@.8W of the respondents strongly agree with it. "t the same time& )@.8W of the team members do not agree with the same. #o& we cannot say whether their team leader considers the suggestions or not. +"1:3 ?$ ;3!D3R 4# . projects "sks team members for ideas and input on upcoming plans and . "sks team members for ideas and input on upcoming plans and projects #trongly Disagree !eutral "gree agree 7 8 8 .7W <).0W <).0W <.8W ) 7 )=.7W =7.7W .7W )=.7W = 8 ) 0. W <=.=W )@.8W ..)W

+otal

;3!D3R

9":3 539":3

@ 77.7W < 77.7W 77.7W

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& "sks team members for ideas and input on upcoming plans and projects <= .=W of the respondents were not deciding that to agree with that or not . "t the same time& )@.8W of the team members agree with the same. #o& we cannot say whether their team leader "sks team members for ideas or not . X

+"1:3 @$ ;3!D3R V 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in our team& it must have the approval of each individual or the majority #trongly #trongly disagree Disagree !eutral "gree agree ) ) <.8W <.8W <.8W )..?W )..?W 7 7 7 8 .7W .7W .7W @=.7W )=.7W = 8 0. W 0. W 0. W <=.=W )@.8W +otal

;3!D3R

9":3 539":3

@ 77.7W < 77.7W 77.7W

+otal

<@

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in our team& it must have the approval of each individual or the majority <= .=W of the respondents were agree with that . "t the same time& )@.8W of the team members stronglyagree with the same. #o& we can say 5or a major decision to pass in their team& it must have the approval of each individual or the majority

+"1:3 .$;3!D3R V >hen someone makes a mistake& he tells us not to ever do that and make a note of it

;3!D3R

9":3 539":3

+otal

>hen someone makes a mistake& he tells us not to ever do that and make a note of it #trongly !eutral "gree agree 7 7 @ .7W .7W 77.7W 8 7 )=.7W @=.7W .7W 8 @ 0. W )@.8W ?8.?W

+otal

@ 77.7W < 77.7W 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells us not to ever do that and make a note of it ?8.?W of the respondents strongly agree with it. "t the same time& )@.8W of the team members do not agree with the same. #o& we can say that >hen someone makes a mistake& he tells them not to ever do that and make a note of it

<.

+"1:3 0$ ;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess +otal #trongly disagree Disagree < ) =@. W )..?W 7 .7W )=.7W < 8 8?.<W )@.8W !eutral <.8W 8 @=.7W < 8?.<W @ 77.7W < 77.7W 77.7W

;3!D3R

9":3 539":3

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess& 8?. <W of the respondents strongly dis agree with it. "t the same time& 8?.<W of the team members neutral with the same. #o& we canKt say that this thing happens in team or not +"1:3 7$;3!D3R V he/she allows team members to determining what has to be done and how to do it he/she allows team membersto determining what has to be done and how to do it #trongly disagree Disagree 8 < <).0W =@. W 8 )=.7W @=.7W < @ 8?.<W ?8.?W

+otal

;3!D3R

9":3 539":3

@ 77.7W < 77.7W 77.7W

+otal

>hen the team members of an organiEation were asked about their team leader regarding

<0

whether the team leader allows team members to determining what has to be done and how to do it .&?8.?W of the respondents dis agree with it. "t the same time& 8?.<W of the team members stronglyagree with the same. #o& we can say that he/she allows team members to determining what has to be done and how to do it

+"1:3 $;3!D3R V when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. +otal #trongly Disagree !eutral "gree agree ;3!D3R 9":3 7 8 8 @ .7W <).0W <).0W <.8W 77.7W 539":3 ) 7 < )=.7W =7.7W .7W )=.7W 77.7W +otal = 8 ) 0. W <=.=W )@.8W ..)W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader said to team when some thing goes wrong &he/she tells to team that a procedure is not working correcyly..<=.=W of the respondents neutral with it. "t the same time )@.8W of the team members agree with the same. #o& we can say that some times it would be done by the team leader

+able )$

;3!D3R V .

;3!D3R 9":3 539":3 +otal

(e/she allows employees to set priorities with his/her guidance. . (e/she allows employees to set priorities with his/her guidance. +otal #trongly Disagre #trongly disagree e !eutral "gree agree ) ) @ <.8W <.8W <.8W )..?W )..?W 77.7W 7 7 7 8 < .7W .7W .7W @=.7W )=.7W 77.7W = 8 0. W 0. W 0. W <=.=W )@.8W 77.7W

=7

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance ..<=.=W of the respondents agree with it. "t the same time )@.8W of the team members strongly agree with the same. #o& wecan say that he/she set priorities with his/her guidance. +"1:3 8$ ;3!D3R V delegates tasks in order to implement a new procedure or process

delegates tasks in order to implement a new procedure or process +otal #trongly disagree Disagree !eutral "gree ;3!D3R 9":3 < ) 7 @ <.8W =@. W )..?W .7W 77.7W 539":3 7 7 8 < .7W .7W )=.7W @=.7W 77.7W +otal < 8 8 0. W 8?.<W )@.8W )@.8W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or process..8?.<W of the respondents disagree with it. "t the same time )@.8W of the team members s agree with the same. #o& we can say that most of the times uses his/her leadership to share power with his/her subordinates

+"1:3 <$ ;3!D3R V (e/she closely monitors his team members to ensure they are performing correctly. (e/she closely monitors his team members to ensure they are performing correctly.

+otal

#trongly disagree Disagree ;3!D3R 9":3 8 < @ <).0W =@. W 77.7W 539":3 8 < )=.7W @=.7W 77.7W +otal < @ 8?.<W ?8.?W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing =

correctly or not ..?8.?W of the respondents strongly disagree with it. "t the same time 8?.<W of the team members disagree with the same. #o& we can say that the team leader does not monitor them +"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences. >hen there are differences in role e'pectations& he/she works with to resolve the differences. #trongly #trongly disagree Disagree !eutral "gree agree 8 <.8W <.8W <.8W <).0W <.8W 7 7 7 7 < .7W .7W .7W .7W 77.7W 8 = 0. W 0. W 0. W )@.8W <=.=W +otal

;3!D3R

9":3 539":3

@ 77.7W < 77.7W 77.7W

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader will do any thing <=.=W of the respondents strongly agree with it. "t the same time )@.8W of the team members agree with the same. #o& we can say that the team leader would help them in their role e'pectations

+"1:3 ?$

;3!D3R V

;3!D3R

9":3 539":3

+otal

3ach individual is responsible for defining their job 3ach individual is responsible for defining their job +otal #trongly !eutral "gree agree 7 7 @ @ .7W .7W 77.7W 77.7W 8 7 < )=.7W @=.7W .7W 77.7W 8 @ 0. W )@.8W ?8.?W 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that 3ach individual is responsible for defining their job or not ..?8.?W of the respondents strongly agree with it. "t the same time )@.8W of the team =)

members agree with the same. #o& we can say that in the team leader view 3ach individual is responsible for defining their job

+"1:3 @$ subordinates

;3!D3R V (e/she uses the power that his/her leadership position holds over (e/she uses the power that his/her leadership position holds over subordinates. #trongly disagree Disagree !eutral < ) =@. W )..?W <.8W 7 8 .7W )=.7W @=.7W < 8 < 8?.<W )@.8W 8?.<W

+otal

;3!D3R

9":3 539":3

@ 77.7W < 77.7W 77.7W

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that (e/she uses the power that his/her leadership position holds over subordinates or not ..8?.<W of the respondents strongly disagree with it. "t the same time 8?.<W of the team members neutral with the same. #o& we can say that some times (e/she uses the power that his/her leadership position holds over subordinates

+"1:3 .$ grow.

;3!D3R V .

(e/she uses his /her leadership power to help subordinates . (e/she uses his /her leadership power to help subordinates grow.

+otal

#trongly disagree Disagree ;3!D3R 9":3 8 < @ <).0W =@. W 77.7W 539":3 8 < )=.7W @=.7W 77.7W +otal < @ 8?.<W ?8.?W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his /her leadership power to help subordinates grow.8?.<W of =8

the respondents strongly disagree with it. "t the same time ?8.?W of the team members disagree with the same. #o& we can say that that team leader didnKt uses his /her leadership power to help subordinates grow +"1:3 0$ ;3!D3R V (e/she uses leadership to share power with his/her subordinates (e/she uses leadership to share power with his/her subordinates +otal #trongly !eutral "gree agree ;3!D3R 9":3 7 7 @ @ .7W .7W 77.7W 77.7W 539":3 8 7 < )=.7W @=.7W .7W 77.7W +otal 8 @ 0. W )@.8W ?8.?W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader ?8.8W of the respondents strongly agree with it. "t the same time )@.=W of the team members agree with the same. #o& we can say that that team leader uses his/her leadership to share power with his/her subordinates .-,!-:U#I,!$ 5rom the above analysis of the team we may conclude that for any decision making relating

to any projects team leader asks for ideas to the members and some other situations not. 1ut any decision pass in the team the team leader get the approval of the ever team .and if any mistake was happened in the team the leader told them to not ask for not to do it again and make a note of it .but he does not told to the members to what has to be done P how it is done and he does not creates any feasible environment to participate in the decision prosses by taking the owener ship to that >hen there are differences in role e'pectations& he/she works with to resolve the differences. 1ut he does not deligates the authority to them and does not monitors them.team leader shows that 3ach individual is responsible for defining their job and he didnKt not do any his /her leadership power to help subordinates grow. "s analyEing the things the team leader the most of the times following the "U+,-R"+I- :eader ship style T&'% 2

=<

-ross tabulations +"1:3 $ -R,## +"1U:"+I,! ,5 ";3 )? +, 87 ;3!D3 9":3 R 539": 3 +otal 7 8 +, 8? 8 ) = ) ;R3+3R +("! 8@ +otal = 8 . ;3!D3R vs ";3

+he above table shows gender/ age wise classification. ,ut of . respondents& = were male and 8 were female. "lso& of the total respondents were in the age group of )? to 87 & = of the total respondents were in the age group of .8 to 8? and ) of the total respondents were in the age group of greater than 8@ +"1:3)$ -R,## +"1U:"+I,! ,5 ;3!D3R vs AU":I5I-"+I,! AU":I5I-"+I,! graduatio Post Proffesion n graduation al ) ) ) 8 8

+otal = 8 .

;3!D3 9":3 R 539": 3 +otal

+he above table shows gender/ Cualification wise classification. ,ut of . respondents& = were male and 8 were female. "lso& 8 of the total respondents with the Cualification of P; & ) of them with the graduation and 8 of them are professionals. +"1:38$ -R,## +"1U:"+I,! ,5 ;3!D3R vs I!-,93

;3!D3 9":3 R 539": 3 +otal

I!-,93 7777 / )7777 / Q 7&777 )7777 87777 8 7 8 < 7 8

+otal = 8 .

==

+he above table shows gender/ income wise classification. ,ut of . respondents& = were male and 8 were female. "lso& of the total respondents with the income of Q 7777 & < of the the respondents with the income of 7777/)7777& and 8 of the total respondents with the income of )7777/87777 . +"1:3<$ -R,## +"1U:"+I,! ,5 ;3!D3R vs 3%P3RI3!-3 3%P3RI3!-3 Q 8 yrs 8 / = yrs = / . yrs +otal ;3!D3 9":3 8 = R 539": 7 8 7 8 3 +otal < 8 . +he above table shows gender/ e'perience wise classification. ,ut of . respondents& = were male and 8 were female. "lso& of the total respondents with the e'perience of Q8 yrs & < of the the respondents with the e'perience of 8/= yrs and 8 of the total respondents with the e'perience of =/. yrs . crosstabulations$ +"1:3 =$ ;3!D3R vs have time for us (e/she does not consider suggestions made by us as he does not (e/she does not consider suggestions made by us as he does not have time for us #trongly Disagree agree < )7.7W .7.7W 7 8 .7W 77.7W @ ).=W .@.=W .

+otal

;3!D3R

9":3 539":3

+otal

= 77.7W 8 77.7W . 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members& .@.=W of the respondents strongly agree with it. "t the same time& )@.8W of the team members do not agree with the same. #o& we can say that the team leader does not considers the suggestions of the team. +"1:3 ?$ ;3!D3R vs . "sks team members for ideas and input on upcoming plans =?

and projects . "sks team members for ideas and input on upcoming plans and projects #trongly #trongly disagree Disagree !eutral agree ) )7.7W <7.7W )7.7W )7.7W ) 7 7 ??.@W 88.8W .7W .7W 8 8 8@.=W 8@.=W ).=W ).=W +otal

;3!D3R

9":3 539":3

+otal

= 77.7W 8 77.7W . 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whethe the team leader& "sks team members for ideas and input on upcoming plans and projects or not&8@.=W of the respondents were not deciding that to agree with that or not . "t the same time& 8@.=W of the team members agree with the same. #o& we can say thet team leader "sks team members for ideas .

+"1:3 @$ ;3!D3R V 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in our team& it must have the approval of each individual or the majority

+otal

#trongly Disagree agree ;3!D3R 9":3 ) 8 = <7.7W ?7.7W 77.7W 539":3 ) 8 ??.@W 88.8W 77.7W +otal < < . =7.7W =7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in your team& it must have the approval of each individual or the majority or not & =7W of the respondents were dis agree with that . "t the same time& =7W of the team members strongly agree with the same. #o& we can say that team leader 5or a major decision to pass in their team& he dint consider the team. +"1:3 .$ ;3!D3R V >hen someone makes a mistake& he tells us not to ever do that and =@

make a note of it >hen someone makes a mistake& he tells us not to ever do that and make a note of it #trongly disagree Disagree !eutral ) ) <7.7W )7.7W <7.7W 88.8W 8 8@.=W 88.8W ) )=.7W 88.8W 8 8@.=W +otal

;3!D3R

9":3 539":3

+otal

= 77.7W 8 77.7W . 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells us not to ever do that and make a note of it 8@.=W of the respondents strongly disagree with it. "t the same time& 8@.=W of the team members neutral with the same. #o& we can say that >hen sometimes he says to do that some times not +"1:3 0 $;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess +otal Disagree 7 .7W 88.8W +otal ).=W ).=W !eutral )7.7W 7 .7W "gree < .7.7W ) ??.@W ? @=.7W = 77.7W 8 77.7W . 77.7W

;3!D3R

9":3 539":3

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess& @=.7W of the respondents strongly agree with it. "t the same time& ).=W of the team members neutral with the same. #o& we can say that this will happens in most of the times

=.

+"1:3 7$ ;3!D3R V he/she allows team membersto determining what has to be done and how to do it he/she allows team membersto determining what has to be done and how to do it +otal #trongly disagree Disagree !eutral ;3!D3R 9":3 ) ) = <7.7W )7.7W <7.7W 77.7W 539":3 8 88.8W 88.8W 88.8W 77.7W +otal 8 ) 8 . 8@.=W )=.7W 8@.=W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows team members to determining what has to be done and how to do it &8@.=W of the respondents strongly disagree with it. "t the same time& 8@.=W of the team members neutral with the same. #o& we cannot say that weather this is done by the team leader or not +"1:3 $ ;3!D3R V when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. +otal #trongly #trongly disagree Disagree !eutral agree ;3!D3R 9":3 ) = )7.7W <7.7W )7.7W )7.7W 77.7W 539":3 ) 7 7 8 ??.@W 88.8W .7W .7W 77.7W +otal 8 8 . 8@.=W 8@.=W ).=W ).=W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader said to team when some thing goes wrong &he/she tells to team that a procedure is not working correcyly..8@.=W of the respondents strongly with it. "t the same time 8@.=W of the team members disagree with the same. #o& we can say that team leader did not establish the new things +"1:3 )$ guidance. ;3!D3R V . (e/she allows employees to set priorities with his/her

=0

(e/she allows employees to set priorities with his/her guidance.

+otal

#trongly Disagree agree ;3!D3R 9":3 ) 8 = <7.7W ?7.7W 77.7W 539":3 ) 8 ??.@W 88.8W 77.7W +otal < < . =7.7W =7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance ..=7W of the respondents agree with it. "t the same time =7W of the team members strongly agree with the same. #o& we cant say that weather he/she set priorities with his/her guidance or not. +"1:3 8$ ;3!D3R V delegates tasks in order to implement a new procedure or process delegates tasks in order to implement a new procedure or process +otal "gree ;3!D3R 9":3 539":3 +otal 8 ?7.7W 7 .7W 8 8@.=W #trongly agree ) <7.7W 8 77.7W = ?).=W

= 77.7W 8 77.7W . 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or process..?).=W of the respondents strongly agree with it. "t the same time 8@.=W of the team members agree with the same. #o& we can say that leader uses his/her leadership to share power with his/her subordinates

+"1:3 <$ ;3!D3R V (e/she closely monitors his team members to ensure they are

?7

performing correctly. (e/she closely monitors his team members to ensure they are performing correctly. #trongly disagree Disagree !eutral ) ) <7.7W )7.7W <7.7W 88.8W 8 8@.=W 88.8W ) )=.7W 88.8W 8 8@.=W +otal

;3!D3R

9":3 539":3

+otal

= 77.7W 8 77.7W . 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing correctly or not 8@.=W of the respondents strongly disagree with it. "t the same time 8@.=W of the team members neutral with the same. #o& we cant say that the team leader does it or not +"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences. >hen there are differences in role e'pectations& he/she works with to resolve the differences. +otal #trongly !eutral "gree agree ;3!D3R 9":3 ) ) = )7.7W <7.7W <7.7W 77.7W 539":3 7 8 7 8 .7W 77.7W .7W 77.7W +otal = ) . ).=W ?).=W )=.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader will do any thing )=.7W of the respondents strongly agree with it. "t the same time ?).=W of the team members agree with the same. #o& we can say that the team leader helps them in their role e'pectations

+"1:3 ?$ ;3!D3R V

3ach individual is responsible for defining their job

;3!D3R

9":3 539":3

3ach individual is responsible for defining their job #trongly disagree Disagree !eutral ) ) <7.7W )7.7W <7.7W 88.8W 8 8@.=W 88.8W ) )=.7W 88.8W 8 8@.=W

+otal

+otal

= 77.7W 8 77.7W . 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that 3ach individual is responsible for defining their job or not ..8@.=W of the respondents strongly disagree with it. "t the same time 8@.=W of the team members neutral with the same. #o& we canKt say that weather the team leader view 3ach individual is responsible for defining their job or not +"1:3 @$ ;3!D3R V (e/she uses the power that his/her leadership position holds over subordinates. (e/she uses the power that his/her leadership position holds over subordinates. +otal ;3!D3R 9":3 539":3 88.8W +otal ).=W ).=W Disagree 7 .7W !eutral )7.7W 7 .7W "gree < .7.7W ) ??.@W ? @=.7W = 77.7W 8 77.7W . 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows or not (e/she uses the power that his/her leadership position holds over subordinates. @=W of the respondents agree with it. "t the same time ).=W of the team members neutral with the same. #o& we can say that it would be done by the laeder

+"1:3 .$ ;3!D3R V .

(e/she uses his /her leadership power to help subordinates ?)

grow. . (e/she uses his /her leadership power to help subordinates grow. #trongly disagree Disagree !eutral ) ) <7.7W )7.7W <7.7W 88.8W 8 8@.=W 88.8W ) )=.7W 88.8W 8 8@.=W +otal

;3!D3R

9":3 539":3

+otal

= 77.7W 8 77.7W . 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his /her leadership power to help subordinates grow.8@.=W of the respondents strongly disagree with it. "t the same time 8@.=W of the team members neutral with the same. #o& we canKt say that that team leader uses his /her leadership power to help subordinates grow or not +"1:3 0$ ;3!D3R V (e/she uses his/her leadership to share power with his/her subordinates (e/she uses his/her leadership to share power with his/her subordinates +otal #trongly disagree Disagree !eutral ;3!D3R 9":3 ) ) = <7.7W )7.7W <7.7W 77.7W 539":3 8 88.8W 88.8W 88.8W 77.7W +otal 8 ) 8 . 8@.=W )=.7W 8@.=W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader 8@.=W of the respondents strongly disagree with it. "t the same time 8@.=W of the team members agree with the same. #o& we canKt say that that team leader uses his/her leadership to share power with his/her subordinates or not

#CONCLUSION:

?8

5rom the above analysis of the team ) we may conclude that for any decision making relating to any projects team leader dpes not asks for ideas to the members. 1ut any decision pass in the team the team leader get the approval of the ever team .and if any mistake was happened in the team the leader does not asks for not to do it again and make a note of it .but he does not told to the members to what has to be done P how it is done . and he creates an feasible environment to participate in the decision prosses by taking the owener ship to that . >hen there are differences in role e'pectations& he/she works with to resolve the differences. 1ut he delegates the authority to them and does not monitors them..team leader shows that 3ach individual is responsible for defining their job and he didnKt uses his leadership power to help subordinates grow. "nd he makes the environment friendly. "s analyEing the things the team leader the some times following the "U+,-R"+I:eader ship style .and some times D39,-R"+I- #+6:3 T&'% 3 -ross tabulations

+"1:3 $ -R,## +"1U:"+I,! ,5 ";3 )? +, 87 ;3!D3 9":3 R 539": 3 +otal 8 < 8 +, 8?

;3!D3R vs ";3

;R3+3R +("! 8@ < 7 =

+otal @ 8 7

+he above table shows gender/ age wise classification. ,ut of 7 respondents& @ were male and 8 were female. "lso& < of the total respondents were in the age group of )? to 87 and = of the total respondents were in the age group of 8 to 8? of the total respondents were in the age group of greater than 8@ .

?<

+"1:3 ) $ -R,## +"1U:"+I,! ,5

;3!D3R vs AU":I5I-"+I,!

;3!D3 9":3 R 539": 3 +otal

AU":I5I-"+I,! graduatio Post Proffesion n graduation al ) 7 = ) 8 ) 7 =

+otal @ 8 7

+he above table shows gender/ Cualification wise classification. ,ut of 7 respondents& @ were male and 8 were female. "lso& ) of the total respondents with the Cualification of P; & 8 of them with the graduation and = of them are professionals.

+"1:3 8 $ -R,## +"1U:"+I,! ,5

;3!D3R vs I!-,93

;3!D3 9":3 R 539": 3 +otal

I!-,93 7777 / )7777 / Q 7&777 )7777 87777 8 8 7 8 8 ? 7

+otal @ 8 7

+he above table shows gender/ income wise classification. ,ut of 7 respondents& @ were male and 8 were female. "lso& 8 of the total respondents with the income of Q 7777 & ? of the the respondents with the income of 7777/)7777& and of the total respondents with the income of )7777/87777. +"1:3 < $ -R,## +"1U:"+I,! ,5 ;3!D3R vs 3%P3RI3!-3 3%P3RI3!-3 Q 8 yrs 8 / = yrs = / . yrs +otal ;3!D3 9":3 8 8 @ R 539": 7 8 7 8 3 +otal 8 ? 7 +he above table shows gender/ e'perience wise classification. ,ut of 7 respondents& @ were male and 8 were female. "lso& 8 of the total respondents with the e'perience of Q8 yrs & ? of the the respondents with the e'perience of 8/= yrs and of the total respondents with the e'perience of =/. yrs

?=

-rosstabulations +"1:3 =$ ;3!D3R 4#. not have time for us (e/she does not consider suggestions made by us as he does

. (e/she does not consider suggestions made by us as he does not have time for us +otal #trongly !eutral "gree agree ;3!D3R 9":3 ) 8 ) @ )..?W <).0W )..?W 77.7W 539":3 ) 7 8 ??.@W .7W 88.8W 77.7W +otal < 8 8 7 <7.7W 87.7W 87.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members& 87.7Wof the respondents strongly agree with it. "t the same time& <7W of the team members neutral with the same. #o& we can consider that their team leader does not consider the suggestions of the members.

+"1:3 ?$ projects

;3!D3R vs

"sks team members for ideas and input on upcoming plans and . "sks team members for ideas and input on upcoming plans and projects #trongly !eutral "gree agree ) < <.8W )..?W =@. W 7 7 8 .7W .7W 77.7W ) @ 7.7W )7.7W @7.7W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& "sks team members for ideas and input on upcoming plans and projects or not @7W of the respondents were strongly agree with that . "t the same time& )7W of the team members agree with the same. #o& we can say that their team leader "sks team members for ideas .

??

+"1:3 @$ ;3!D3R V 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in +otal our team& it must have the approval of each individual or the majority #trongly !eutral "gree agree ;3!D3R 9":3 8 ) ) @ <).0W )..?W )..?W 77.7W 539":3 7 7 8 8 .7W .7W 77.7W 77.7W +otal 8 ) = 7 87.7W )7.7W =7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in our team& it must have the approval of each individual or the majority or not=7W of the respondents were strongly agree with that . "t the same time& )7W of the team members agree with the same. #o& we can say that 5or a major decision to pass in their team& team leader takes the approval of each individual or the majority +"1:3 .$ ;3!D3R V >hen someone makes a mistake& he tells us not to ever do that and make a note of it >hen someone makes a mistake& he tells us not to ever do that and make a note of it +otal Disagree ;3!D3R 9":3 539":3 +otal 7.7W <.8W 7 .7W !eutral 8 <).0W 7 .7W 8 87.7W "gree 8 <).0W 8 77.7W ? ?7.7W @ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells us not to ever do that and make a note of it ?7W of the respondents agree with it. "t the same time& 87 W of the team members neutral with the same. #o& we say that most of the times leader says >hen someone makes a mistake& he told them not to ever do that and make a note of it ?@

+"1:3 0$ ;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making process . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making process +otal

"gree ;3!D3R 9":3 539":3 +otal

#trongly agree ? <.8W .=.@W ) ??.@W 88.8W 8 @ 87.7W @7.7W

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take ownership of the project and allows us to participate in that decision making process& @7W of the respondents strongly agree with it. "t the same time& 87W of the team members agree with the same. #o& we can say that the team leader creates an environment where the team members take ownership of the projects.

+"1:3 7$ ;3!D3R vs he/she allows team members to determining what has to be done ?.

and how to do it he/she allows team members to determining what has to be done and how to do it #trongly !eutral "gree agree ) = 7 )..?W @ .<W .7W 7 ) .7W 88.8W ??.@W ) ? ) )7.7W ?7.7W )7.7W +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows team members to determining what has to be done and how to do it ?7W of the respondents agree with it. "t the same time& )7W of the team members strongly agree with the same. #o& we can say that the team leader allows team members to determining what has to be done and how to do it +"1:3 $ ;3!D3R V when some thing goes wrong &he/she tells to team that a procedure is not working correctlyP he asks to establish new one. when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. !eutral "gree

+otal

#trongly agree ;3!D3R 9":3 ) < @ <.8W )..?W =@. W 77.7W 539":3 7 7 8 8 .7W .7W 77.7W 77.7W +otal ) @ 7 7.7W )7.7W @7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader said to team when some thing goes wrong &he/she tells to team that a procedure is not working correcyly..@7W of the respondents neutral with it. "t the same time )7W of the team members agree with the same. #o& we can say that the team leader establish a new thing when a e'isting one is not correct.

+"1:3 )$

;3!D3R V .

(e/she allows employees to set priorities with his/her ?0

guidance. . (e/she allows employees to set priorities with his/her guidance. #trongly !eutral "gree agree 8 ) ) <).0W )..?W )..?W 7 7 8 .7W .7W 77.7W 8 ) = 87.7W )7.7W =7.7W +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance ..=7W of the respondents agree with it. "t the same time )7W of the team members strongly agree with the same. #o& we can say that he/she set priorities with his/her guidance. +"1:3 8$ ;3!D3R V delegates tasks in order to implement a new procedure or process

delegates tasks in order to implement a new procedure or process +otal #trongly !eutral "gree agree ;3!D3R 9":3 < ) @ <.8W =@. W )..?W 77.7W 539":3 8 7 7 8 77.7W .7W .7W 77.7W +otal < < ) 7 <7.7W <7.7W )7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or process..)7W of the respondents strongly agree with it. "t the same time <7W of the team members agree with the same. #o& we can say that most of the times team leader delegates tasks in order to implement a new procedure.

+"1:3 <$ ;3!D3R V (e/she closely monitors his team members to ensure they are

@7

performing correctly. (e/she closely monitors his team members to ensure they are performing correctly. #trongly !eutral "gree agree ) = 7 )..?W @ .<W .7W 7 ) .7W 88.8W ??.@W ) ? ) )7.7W ?7.7W )7.7W +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing correctly or not .)7W of the respondents strongly agree with it. "t the same time ?7W of the team members agree with the same. #o& we can say that the team leader monitors them +"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences. >hen there are differences in role e'pectations& he/she works with to resolve the differences. +otal #trongly Disagree !eutral "gree agree ;3!D3R 9":3 7 8 8 @ .7W <).0W <).0W <.8W 77.7W 539":3 ) 7 7 8 ??.@W .7W .7W 88.8W 77.7W +otal ) 8 8 ) 7 )7.7W 87.7W 87.7W )7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader will do any things >hen there are differences in role e'pectations& he/she works with to resolve the differences& 87W of the respondents agree with it. "t the same time 87W of the team members neutral with the same. #o& we can say that the team leader some times help them in their role e'pectations

+"1:3 ?$

;3!D3R V

3ach individual is responsible for defining their job 3ach individual is responsible for defining their job +otal Disagree

!eutral "gree 8 8 @ <.8W <).0W <).0W 77.7W 539":3 7 7 8 8 .7W .7W 77.7W 77.7W +otal 8 ? 7 7.7W 87.7W ?7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that 3ach individual is responsible for defining their job or not ..?7W of the respondents agree with it. "t the same time 87W of the team members neutral with the same. #o& we consider that in the team leader shows that 3ach individual is responsible for defining their job ;3!D3R 9":3 +"1:3 @$ ;3!D3R V (e/she uses the power that his/her leadership position holds over subordinates. (e/she uses the power that his/her leadership position holds over subordinates. +otal #trongly "gree agree ? <.8W .=.@W ) ??.@W 88.8W 8 @ 87.7W @7.7W

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows the power that his/her leadership position holds over .@7W of the respondents strongly agree with it. "t the same time 87W of the team members agree with the same. #o& we can say that this thing will be done by the leader

+"1:3 .$

;3!D3R V .

(e/she uses his /her leadership power to help subordinates

@)

grow. . (e/she uses his /her leadership power to help subordinates grow. #trongly !eutral "gree agree ) = 7 )..?W @ .<W .7W 7 ) .7W 88.8W ??.@W ) ? ) )7.7W ?7.7W )7.7W +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his /her leadership power to help subordinates grow.?7W of the respondents strongly agree with it. "t the same time )7W of the team members strongly agree with the same. #o& we can say that that team leader uses his /her leadership power to help subordinates grow +"1:3 0$ ;3!D3R V (e/she uses his/her leadership to share power with his/her subordinates (e/she uses his/her leadership to share power with his/her subordinates +otal Disagree ;3!D3R 9":3 539":3 +otal 7.7W <.8W 7 .7W !eutral 8 <).0W 7 .7W 8 87.7W "gree 8 <).0W 8 77.7W ? ?7.7W @ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader his/her leadership to share power with his/her subordinates ?7W of the respondents agree with it. "t the same time 87W of the team members neutral with the same. #o& we can say that that team leader uses his/her leadership to share power with his/her subordinates

.CONCLUSION:

@8

5rom the above analysis of the team 8 we may conclude that for any decision making relating to any projects team leader asks for ideas to the members and some other situations (e does not.considers suggestions made by them 1ut any decision pass in the team the team leader get the approval of the ever team .and if any mistake was happened in the team the leader told them to not ask for not to do it again and make a note of it .but he told to the members to what has to be done P how it is done and he creates any feasible environment to participate in the decision prosses by taking the owener ship to that >hen there are differences in role e'pectations& he/she works with to resolve the differences. 1ut he delegates the authority to them and monitors them.team leader shows that 3ach individual is responsible for defining their job .and his /her leadership power to help subordinates grow. "s analyEing the things we concluded that the team leader the following the D39,-R"+I- :eader ship style . T&'% -rosstabulations +"1:3 $ -R,## +"1U:"+I,! ,5 ";3 :3## +("! )= @ . )? +, 87 < = ) 8 +, 8? +otal 0 ? = ;3!D3R vs ";3

;3!D3 9":3 R 539": 3 +otal

+he above table shows gender/ age wise classification. ,ut of = respondents& 0 were male and ? were female. "lso& . of the total respondents were in the age group of Q )= and = of the total respondents were in the age group of .)? to 87 and ) of the total respondents were in the age group of .8 to 8?

+"1:3) $ -R,## +"1U:"+I,! ,5

;3!D3R vs AU":I5I-"+I,!

@<

;3!D3 9":3 R 539": 3 +otal

AU":I5I-"+I,! graduatio Post Proffesion n graduation al = < 7 ) ? ? 8 8

+otal 0 ? =

+he above table shows gender/ Cualification wise classification. ,ut of = respondents& 0 were male and ? were female. "lso& ? of the total respondents with the Cualification of P; & ? of them with the graduation and 8 of them are professionals

+"1:38$ -R,## +"1U:"+I,! ,5

;3!D3R vs I!-,93

Q 7&777

;3!D3 9":3 0 R 539": ) ) ? 3 +otal 8 @ 8 ) = +he above table shows gender/ income wise classification. ,ut of = respondents& @ were male and ? were female. "lso& 8 of the total respondents with the income of Q 7777 & @ of the the respondents with the income of 7777/)7777& 8 of the total respondents with the income of )7777/87777 we and ) of the the respondents with the income of R87777

I!-,93 7777 / )7777 / )7777 87777 = )

R87777

+otal

+"1:3 < $ -R,## +"1U:"+I,! ,5 ;3!D3R vs 3%P3RI3!-3 3%P3RI3!-3 Q 8 yrs 8 / = yrs = / . yrs R . yrs +otal ;3!D3 9":3 = ) 0 R 539": ) ) ? 3 +otal 8 @ 8 ) = +he above table shows gender/ e'perience wise classification. ,ut of = respondents& 0 were @=

male and ? were female. "lso& 8 of the total respondents with the e'perience of Q8 yrs & @ of the the respondents with the e'perience of 8/= yrs & 8 of the total respondents with the e'perience of =/. yrs and ) of the the respondents with the e'perience of R . yrs. -rosstabulations +"1:3 =$ ;3!D3R V . not have time for us . (e/she does not consider suggestions made by us as he does (e/she does not consider suggestions made by us as he does not have time for us #trongly #trongly disagree Disagree !eutral "gree agree 8 ) 7 8 88.8W )).)W . W .7W 88.8W 7 7 ) 8 .7W ?.@W .7W 88.8W =7.7W 8 8 ) ? )7.7W )7.7W ?.@W 8.8W <7.7W +otal

;3!D3R

9":3 539":3

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members& <7.7Wof the respondents strongly agree with it. "t the same time& )7W of the team members strongly dis agree with the same. #o& we consider that in some situations their team leader does not considers the suggestions . +"1:3 ?$ ;3!D3R V . projects "sks team members for ideas and input on upcoming plans and . "sks team members for ideas and input on upcoming plans and projects #trongly Disagree !eutral "gree agree ) 8 8 )).)W 88.8W 88.8W . W ) ) 7 ) 88.8W 88.8W .7W 88.8W < = 8 8 )?.@W 88.8W )7.7W )7.7W +otal

;3!D3R

9":3 539":3

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& "sks team members for ideas and input on upcoming plans and projects &)?.@W of the respondents were dis agree with that . "t the same time& 88.8W of the team members neutral with the same. #o& we cannot say that weather all the time their team leader "sks team members for ideas or not .

@?

+"1:3 @$ ;3!D3R V 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in our team& it must have the approval of each individual or the majority +otal #trongly #trongly disagree Disagree !eutral "gree agree ;3!D3R 9":3 ) < 0 . W . W . W )).)W <<.<W 77.7W 539":3 7 7 7 < ) ? .7W .7W .7W ??.@W 88.8W 77.7W +otal ? ? = ?.@W ?.@W ?.@W <7.7W <7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in our team& it must have the approval of each individual or the majority <7W of the respondents were stronglyagree with that . "t the same time& <7W of the team members agree with the same. #o& we can say 5or a major decision to pass in their team& team leader takes the approval of each individual or the majority +"1:3 .$ ;3!D3R V >hen someone makes a mistake& he tells us not to ever do that and make a note of it >hen someone makes a mistake& he tells us not to ever do that and make a note of it #trongly #trongly disagree !eutral "gree agree ) 7 7 @ )).)W .7W .7W @@..W 8 ?.@W ?.@W =7.7W ?.@W 8 8 . )7.7W ?.@W )7.7W =8.8W +otal

;3!D3R

9":3 539":3

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells us not to ever do that and make a note of it =@.8W of the respondents stronglyagree with it. "t the same time& )7 W of the team members agree with the same. #o& we say that most of the times >hen someone makes a mistake& he told them not to ever do that and make a note of it +"1:3 0$ ;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making process @@

. he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making process #trongly disagree Disagree < ) <<.<W )).)W 7 ) .7W 88.8W < < )?.@W )?.@W !eutral ) )).)W < ??.@W ? <7.7W "gree . W 7 .7W ?.@W

+otal

;3!D3R

9":3 539":3

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take owner ship of the project and allows us to participate in that decision making process& )?.@W of the respondents strongly disagree with it. "t the same time& <7W of the team members agree with the same. #o& we can say that the team leader does not creates an environment where the team members take ownership of the projects.

+"1:3 7$ ;3!D3R V he/she allows team membersto determining what has to be done and how to do it he/she allows team membersto determining what has to be done and how to do it +otal #trongly #trongly disagree Disagree agree ;3!D3R 9":3 = < 7 0 ==.?W <<.<W .7W 77.7W 539":3 ) 8 ? 88.8W =7.7W ?.@W 77.7W +otal @ @ = <?.@W <?.@W ?.@W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows team members to determining what has to be done and how to do it <?.@W of the respondents disagree with it. "t the same time& <?.@W of the team members stronglydis agree with the same. #o& we say that the team leader does not allows team membersto determining what has to be done and how to do it +"1:3 $ ;3!D3R V when some thing goes wrong &he/she tells to team that a @.

procedure is not working correcylyP he asks to establish new one. when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. #trongly Disagree !eutral "gree agree ;3!D3R 9":3 ) 8 8 )).)W 88.8W 88.8W . W 539":3 ) ) 7 ) 88.8W 88.8W .7W 88.8W +otal < = 8 8 )?.@W 88.8W )7.7W )7.7W

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader said to team when some thing goes wrong &he/she tells to team that a procedure is not working correcyly..88.8W of the respondents neutral with it. "t the same time )?.@W of the team members neutral with the same. #o& we canKt say that weather the team leader establish anew thing when a e'isting one is not correct or not +"1:3 )$ ;3!D3R V . (e/she allows employees to set priorities with his/her guidance. .

(e/she allows employees to set priorities with his/her guidance. +otal #trongly #trongly disagree Disagree !eutral "gree agree ;3!D3R 9":3 ) < 0 . W . W . W )).)W <<.<W 77.7W 539":3 7 7 7 < ) ? .7W .7W .7W ??.@W 88.8W 77.7W +otal ? ? = ?.@W ?.@W ?.@W <7.7W <7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance ..<7W of the respondents agree with it. "t the same time <7W of the team members strongly agree with the same. #o& we say that he/she set priorities with his/her guidance.

+"1:3 8$

;3!D3R V delegates tasks in order to implement a new procedure or process

@0

;3!D3R

9":3 539":3

+otal

delegates tasks in order to implement a new procedure or process #trongly Disagree !eutral "gree #trongly disagree agree < ) . W <<.<W )).)W . W . W 7 8 .7W ?.@W ?.@W =7.7W ?.@W = 8 < ) ?.@W 88.8W )7.7W )?.@W 8.8W

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or process..88.8W of the respondents dis agree with it. "t the same time )?.@W of the team members agree with the same. #o& we canKt say that weather team leader delegates tasks in order to implement a new procedure or not.

"1:3 <$ ;3!D3R vs (e/she closely monitors his team members to ensure they are performing correctly. (e/she closely monitors his team members to ensure they are performing correctly. +otal #trongly #trongly disagree Disagree agree ;3!D3R 9":3 = < 7 0 ==.?W <<.<W .7W 77.7W 539":3 ) 8 ? 88.8W =7.7W ?.@W 77.7W +otal @ @ = <?.@W <?.@W ?.@W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing correctly or not ..)7W of the respondents strongly agree with it. "t the same time ?7W of the team members agree with the same. #o& we can say that the team leader monitors them

.7

+"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences. >hen there are differences in role e'pectations& he/she works with to resolve the differences. #trongly #trongly disagree Disagree !eutral "gree agree < ) . W . W . W <<.<W )).)W 7 7 < .7W ?.@W .7W ?.@W ??.@W ) = ? ?.@W 8.8W ?.@W 88.8W <7.7W +otal

;3!D3R

9":3 539":3

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader will do any things >hen there are differences in role e'pectations& he/she works with to resolve the differences& 88.8W of the respondents agree with it. "t the same time <7W of the team members strongly agree with the same. #o& we can say that the team leader some times help them in their role e'pectation +"1:3 ?$ ;3!D3R V 3ach individual is responsible for defining their job 3ach individual is responsible for defining their job +otal #trongly #trongly disagree !eutral "gree agree ) 7 7 @ 0 )).)W .7W .7W @@..W 77.7W 8 ? ?.@W ?.@W =7.7W ?.@W 77.7W 8 8 . = )7.7W ?.@W )7.7W =8.8W 77.7W

;3!D3R

9":3 539":3

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that 3ach individual is responsible for defining their job or not=8.8W of the respondents strongly agree with it. "t the same time )7W of the team members agree with the same. #o& we consider say that in the team leader shows that 3ach individual is responsible for defining their job

+"1:3 @$ ;3!D3R V (e/she uses the power that his/her leadership position holds over subordinates. (e/she uses the power that his/her leadership position holds over subordinates. +otal #trongly disagree Disagree !eutral "gree ;3!D3R 9":3 < ) ) 0 <<.<W )).)W )).)W . W 77.7W 539":3 7 ) < 7 ? .7W 88.8W ??.@W .7W 77.7W +otal < < ? = )?.@W )?.@W <7.7W ?.@W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader mistake& he tells us not to ever do that and make a note of it that.<7W of the respondents neutral with it. "t the same time )?.@W of the team members strongly disagree with the same. #o& we canKt say that this weather thing is done by the leader or not +"1:3 .$ ;3!D3R V . (e/she uses his /her leadership power to help subordinates grow. . (e/she uses his /her leadership power to help subordinates grow. #trongly #trongly disagree Disagree agree = < 7 ==.?W <<.<W .7W ) 8 88.8W =7.7W ?.@W @ @ <?.@W <?.@W ?.@W

+otal

;3!D3R

9":3 539":3

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his /her leadership power to help subordinates grow.<?.@W of the respondents strongly disagree with it. "t the same time <?.@W of the team members disagree with the same. #o& we can say that that team leader does not help them by using

.)

his /her leadership power +"1:3 0$ ;3!D3R V (e/she uses his/her leadership to share power with his/her subordinates (e/she uses his/her leadership to share power with his/her subordinates #trongly #trongly disagree !eutral "gree agree ) 7 7 @ )).)W .7W .7W @@..W 8 ?.@W ?.@W =7.7W ?.@W 8 8 . )7.7W ?.@W )7.7W =8.8W +otal

;3!D3R

9":3 539":3

+otal

0 77.7W ? 77.7W = 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his/her leadership to share power with his/her subordinates =8.=W of the respondents strongly agree with it. "t the same time )7W of the team members agreewith the same. #o& we can say that that team leader uses his/her leadership to share power with his/her subordinate CONCLUSION: 5rom the above analysis of the team < we may conclude that for any decision making relating to any projects team leader does not asks for ideas to the members and some other situations not. 1ut any decision pass in the team the team leader get the approval of the ever team .and if any mistake was happened in the team the leader told them to not to do it again and make a note of it .but he does not told to the members to what has to be done P how it is done and he does not creates any feasible environment to participate in the decision prosses by taking the owener ship to that >hen there are differences in role e'pectations& he/she works with to resolve the differences. 1ut he does not deligates the authority to them and does not monitors them.team leader shows that 3ach individual is responsible for defining their job and he didnKt not do any his /her leadership power to help subordinates grow. (e allows to set priorities with leader guidance. "s analyEing the things the team leader the most of the times following the "U+,-R"+I- :eader ship style .some times D39,-R"+I- leader ship style. T&'% ! .8

-rosstabulations +"1:3 $ -R,## +"1U:"+I,! ,5 ;3!D3R vs ";3 ";3 )? +, 87 ;3!D3R +otal 9":3 539":3 7 ? ) 8 +, 8? = ;R3"+3R +("! 8@ +otal @ ) 0

+he above table shows gender/ age wise classification. ,ut of 0 respondents& @ were male and ) were female. "lso& ? of the total respondents were in the age group of 8 /8? and ) were in the age group of greater than .)?

+"1:3 ) $ -R,## +"1U:"+I,! ,5 ;3!D3R vs AU":I5I-"+I,! AU":I5I-"+I,! graduatio Post Proffesion n graduation al ) < 7 8 =

+otal @ ) 0

;3!D3 9":3 R 539": 3 +otal

+he above table shows gender/ Cualification wise classification. ,ut of 0 respondents& @ were male and ) were female. "lso& of the total respondents with the Cualification of P; & 8 of them with the graduation and = of them are professionals. +"1:38 $ -R,## +"1U:"+I,! ,5 ;3!D3R vs I!-,93

Q 7&777 ;3!D3 9":3 R 539": 3 +otal 7

I!-,93 7777 / )7777 / )7777 87777 < ) 7 = )

R87777 7

+otal @ ) 0

+he above table shows gender/ income wise classification. ,ut of 0 respondents& @ were male and ) were female. "lso& of the total respondents with the income of Q 7777 & = of the the

.<

respondents with the income of 7777/)7777& ) of the total respondents with the income of )7777/87777 we and of the the respondents with the income of R87777

+"1:3< $ -R,## +"1U:"+I,! ,5 ;3!D3R vs 3%P3RI3!-3 3%P3RI3!-3 Q 8 yrs 8 / = yrs = / . yrs R . yrs +otal ;3!D3 9":3 < ) 7 @ R 539": 7 7 ) 3 +otal = ) 0 +he above table shows gender/ e'perience wise classification. ,ut of 0 respondents& @ were male and ) were female. "lso& of the total respondents with the e'perience of Q8 yrs & = of the the respondents with the e'perience of 8/= yrs & ) of the total respondents with the e'perience of =/. yrs and of the the respondents with the e'perience of R . yrs.

+"1:3 =$ -ross tabulations ;3!D3R vs (e/she does not consider suggestions made by us as he does not have time for us . (e/she does not consider suggestions made by us as he does not have time for us +otal #trongly Disagree "gree agree ;3!D3R 9":3 8 8 @ <.8W <).0W <).0W 77.7W 539":3 7 7 ) ) .7W .7W 77.7W 77.7W +otal 8 = 0 . W 88.8W ==.?W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members& ==.?Wof the respondents strongly agree with it. "t the same time& 88.8W of the team members agree with the same. #o& we consider that their team leader does not considers the suggestions +"1:3 ?$ ;3!D3R V . projects "sks team members for ideas and input on upcoming plans and . "sks team members for ideas and input on upcoming plans and projects

+otal

.=

#trongly disagree ;3!D3R 9":3 539":3 +otal <.8W ) 77.7W 8 88.8W

!eutral <.8W 7 .7W . W

"gree ) )..?W 7 .7W ) )).)W

#trongly agree 8 <).0W 7 .7W 8 88.8W

@ 77.7W ) 77.7W 0 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& "sks team members for ideas and input on upcoming plans and projects 88.8W of the respondents were strongly agree with that . "t the same time& )).)W of the team members agree with the same. #o& we can say that their team leader "sks team members for ideas .

"1:3 @$ ;3!D3R V 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in our team& it must have the approval of each individual or the majority #trongly Disagree !eutral agree ) 8 ) )..?W <).0W )..?W ) 7 7 77.7W .7W .7W < 8 ) <<.<W 88.8W )).)W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W ) 77.7W 0 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in our team& it must have the approval of each individual or the majority )).)W of the respondents were strongly agree with that . "t the same time& <<.<W of the team members agree with the same. #o& we can say 5or a major decision to pass in their team& team leader does not takes the approval of each individual or the majority +"1:3 .$ ;3!D3R V >hen someone makes a mistake& he tells us not to ever do that and

.?

make a note of it >hen someone makes a mistake& he tells us not to ever do that and make a note of it ;3!D3R 9":3 539":3 +otal =7.7W 8 88.8W =7.7W = ==.?W Disagree ) )..?W !eutral < =@. W "gree <.8W 7 .7W . W @ 77.7W ) 77.7W 0 77.7W +otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells us not to ever do that and make a note of it 88W of the respondents disagree with it. "t the same time& ==.? W of the team members neutral with the same. #o& we cant say weather the leader says the same thing to them or not +"1:3 0$ ;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess +otal

#trongly agree ;3!D3R 9":3 8 < @ <).0W =@. W 77.7W 539":3 ) 7 ) 77.7W .7W 77.7W +otal = < 0 ==.?W <<.<W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take ownership of the project and allows us to participate in that decision making process& <<W of the respondents strongly agree with it. "t the same time& ==W of the team members agree with the same. #o& we say that the team leader creates an environment where the team members take ownership of the projects. "gree .@

+"1:3 7$ ;3!D3R V he/she allows team members to determining what has to be done and how to do it he/she allows team members to determining what has to be done and how to do it +otal Disagree ;3!D3R 9":3 <.8W 539":3 +otal =7.7W ) )).)W =7.7W < <<.<W !eutral 8 <).0W "gree 8 <).0W 7 .7W 8 88.8W @ 77.7W ) 77.7W 0 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows team members to determining what has to be done and how to do it 88.8W of the respondents agree with it. "t the same time& <<.<W of the team members neutral with the same. #o& we canKt say that weather all the time the team leader allows team members to determining what has to be done and how to do it or not

+"1:3 $ ;3!D3R V when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. +otal #trongly #trongly disagree !eutral "gree agree ;3!D3R 9":3 ) 8 @ <.8W <.8W )..?W <).0W 77.7W 539":3 ) 7 7 7 ) 77.7W .7W .7W .7W 77.7W +otal 8 ) 8 0 88.8W . W )).)W 88.8W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader said to team when some thing goes wrong &he/she tells to team that a procedure is not working correcyly..88.8W of the respondents strongly disagree with it. "t the same time 88.8W of the team members agree with the same. #o& we cannot say that the team leader establish anew thing when a e'isting one is not correct or not.

..

+"1:3 )$ ;3!D3R V .

(e/she allows employees to set priorities with his/her guidance. (e/she allows employees to set priorities with his/her guidance. #trongly Disagree !eutral agree ) 8 ) )..?W <).0W )..?W ) 7 7 77.7W .7W .7W < 8 ) <<.<W 88.8W )).)W .

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W ) 77.7W 0 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance or not ..<<.<W of the respondents dis agree with it. "t the same time 88.8W of the team members neutral with the same. #o& we canKt say that weathe he/she set priorities with his/her guidance or not.

+"1:3 8$ ;3!D3R vs delegates tasks in order to implement a new procedure or process delegates tasks in order to implement a new procedure or process "gree ;3!D3R 9":3 539":3 +otal = @ .<W 7 .7W = ==.?W #trongly agree ) )..?W ) 77.7W < <<.<W

+otal

@ 77.7W ) 77.7W 0 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or process or not <<.<W of the respondents strongly agree with it. "t the same time ==.?W of the team members agree with the same. #o& we can say that team leader delegates tasks in order to implement a new procedure.

.0

+"1:3 <$ ;3!D3R V (e/she closely monitors his team members to ensure they are performing correctly. (e/she closely monitors his team members to ensure they are performing correctly. Disagree ;3!D3R 9":3 <.8W 539":3 +otal =7.7W ) )).)W =7.7W < <<.<W !eutral 8 <).0W "gree 8 <).0W 7 .7W 8 88.8W @ 77.7W ) 77.7W 0 77.7W

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing correctly or not .)7W of the respondents strongly agree with it. "t the same time ?7W of the team members agree with the same. #o& we can say that the team leader monitors the +"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences. >hen there are differences in role e'pectations& he/she works with to resolve the differences. +otal #trongly !eutral "gree agree ;3!D3R 9":3 8 ) ) @ <).0W )..?W )..?W 77.7W 539":3 7 ) 7 ) .7W 77.7W .7W 77.7W +otal 8 < ) 0 88.8W <<.<W )).)W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader will do any things >hen there are differences in role e'pectations& he/she works with to resolve the differences& <<.<W of the respondents agree with it. "t the same time 88.8W of the team members neutral with the same. #o& we can say that the team leader most of the times help them in their role e'pectations

07

+"1:3 ?$ ;3!D3R V

3ach individual is responsible for defining their job 3ach individual is responsible for defining their job +otal

;3!D3R

9":3 539":3

Disagree ) )..?W =7.7W 8 88.8W

!eutral < =@. W =7.7W = ==.?W

"gree <.8W 7 .7W . W @ 77.7W ) 77.7W 0 77.7W

+otal

>hen the team members of an organiEation were asked about their team leader regarding wheather the team leader shows that 3ach individual is responsible for defining their job or not ==.?W of the respondents neutral with it. "t the same time 88.8W of the team members disagree with the same. #o& we canKt say that weather the team leader that 3ach individual is responsible for defining their job or not +"1:3 @$ ;3!D3R V (e/she uses the power that his/her leadership position holds over subordinates. (e/she uses the power that his/her leadership position holds over subordinates. +otal "gree ;3!D3R 9":3 539":3 +otal 8 <).0W ) 77.7W = ==.?W #trongly agree < =@. W 7 .7W < <<.<W

@ 77.7W ) 77.7W 0 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows the power that his/her leadership position holds over 77W of the respondents agree with it. #o& we can say that this thing is done by the leader

+"1:3 .$ ;3!D3R V . (e/she uses his /her leadership power to help subordinates grow. . (e/she uses his /her +otal leadership power to help subordinates grow. Disagree ;3!D3R 9":3 <.8W 539":3 +otal =7.7W ) )).)W =7.7W < <<.<W !eutral 8 <).0W "gree 8 <).0W 7 .7W 8 88.8W @ 77.7W ) 77.7W 0 77.7W

>hen the team members of an organiEation were asked about their team leader regarding wheather the team leader uses his /her leadership power to help subordinates grow.88.8W of the respondents agree with it. "t the same time <<.<W of the team members strongly agree with the same. #o& we can Yt say that that weather team leader uses his /her leadership power to help subordinates grow or not +"1:3 0$ ;3!D3R V (e/she uses his/her leadership to share power with subordinates (e/she uses his/her leadership to share power with subordinates ;3!D3R 9":3 539":3 +otal =7.7W 8 88.8W =7.7W = ==.?W Disagree ) )..?W !eutral < =@. W "gree <.8W 7 .7W . W @ 77.7W ) 77.7W 0 77.7W

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader his/her leadership to share power with subordinates ==.?W of the respondents neutral with it. "t the same time 88.8W of the team members dis agreewith the same. #o& we canKt say that weather that team leader uses his/her leadership to share power with his/her subordinatesor not

#CONCLUSION$

0)

5rom the above analysis of the team = we may conclude that for any decision making relating to any projects team leader dpes not asks for ideas to the members. 1ut any decision pass in the team the team leader did get the approval of the ever team .and if any mistake was happened in the team the leader does not asks for not to do it again and make a note of it .but he told to the members to what has to be done P how it is done . and he creates an feasible environment to participate in the decision prosses by taking the owener ship to that . >hen there are differences in role e'pectations& he/she works with to resolve the differences. 1ut he delegates the authority to them. "nd does not monitors them..team leader shows that 3ach individual is responsible for defining their job .and he didnKt uses his leadership power to help subordinates grow. "nd he uses his power to hold the sub ordinates "s analyEing the things the team leader the following the D39,-R"+I- #+6:3 T&'% = -rosstabulations +"1:3 $ -R,## +"1U:"+I,! ,5 :3## +("! )= = ) @ 8 ;3!D3R vs ";3 ";3 )? +, 87 ) 8 +, 8? ;R3+3R +("! 8@ 7 7 +otal @ = )

;3!D3 9":3 R 539": 3 +otal

+he above table shows gender/ age wise classification. ,ut of ) respondents& @ were male and = were female. "lso& @ of the total respondents were in the age group of Q )= and 8 of the total respondents were in the age group of .)? to 87 & of the total respondents were in the age group of 8 /8? and of the total respondents were in the age group of greater than 8@

+"1:3)$ -R,## +"1U:"+I,! ,5

;3!D3R vs AU":I5I-"+I,!

;3!D3 9":3

AU":I5I-"+I,! graduatio Post Proffesion n graduation al < ) 08

+otal @

R +otal

539": 3

8 @

) 8

7 )

= )

+he above table shows gender/ Cualification wise classification. ,ut of ) respondents& @ were male and = were female. "lso& 8 of the total respondents with the Cualification of P; & @ of them with the graduation and ) of them are professionals.

+"1:38 $ -R,## +"1U:"+I,! ,5

;3!D3R vs I!-,93

;3!D3 9":3 R 539": 3 +otal

I!-,93 7777 / )7777 / Q 7&777 )7777 87777 ) 8 ) ) < ) = 8

+otal @ = )

+he above table shows gender/ income wise classification. ,ut of ) respondents& @ were male and = were female. "lso& < of the total respondents with the income of Q 7777 & = of the the respondents with the income of 7777/)7777 and 8 of the total respondents with the income of )7777/87777

+"1:3<$ -R,## +"1U:"+I,! ,5 ;3!D3R vs 3%P3RI3!-3 3%P3RI3!-3 Q 8 yrs 8 / = yrs = / . yrs +otal ;3!D3 9":3 ) 8 ) @ R 539": ) ) = 3 +otal < = 8 ) +he above table shows gender/ e'perience wise classification. ,ut of ) respondents& @ were male and = were female. "lso& < of the total respondents with the e'perience of Q8 yrs & = of the the respondents with the e'perience of 8/= yrs and 8 of the total respondents with the e'perience of =/. yrs -ross tabulations

0<

+"1:3 =$ ;3!D3R V . have time for us

(e/she does not consider suggestions made by us. as he does not . (e/she does not consider suggestions made by us as he does not have time for us #trongly Disagre #trongly disagree e !eutral agree ) ) ) )..?W )..?W )..?W <.8W 7 ) ) .7W <7.7W <7.7W )7.7W ) < < ) ?.@W 88.8W 88.8W ?.@W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members& 88.8Wof the respondents disagree with it. "t the same time& 88.8W of the team members neutral with the same. #o& we canKt say that weather their team leader does considers the suggestions or not. +"1:3 ?$ ;3!D3R V . and projects "sks team members for ideas and input on upcoming plans

;3!D3R

9":3 539":3

+otal

. "sks team members for ideas and input on upcoming plans and projects #trongly !eutral "gree agree 8 8 <.8W <).0W <).0W 7 7 = .7W .7W 77.7W 8 . ..8W )=.7W ??.@W

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& "sks team members for ideas and input on upcoming plans and projects ??.@W of the respondents were strongly agree with that . "t the same time& )=W of the team members agree with the same. #o& we can say that their team leader "sks team members for ideas .

0=

+"1:3 @$ ;3!D3R V 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in our team& it must have the approval of each individual or the majority +otal #trongly #trongly disagree Disagree !eutral "gree agree ;3!D3R 9":3 8 @ <.8W <.8W <.8W <).0W <.8W 77.7W 539":3 7 7 8 = .7W )7.7W .7W )7.7W ?7.7W 77.7W +otal ) < < ) ..8W ?.@W ..8W 88.8W 88.8W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in our team& it must have the approval of each individual or the majority 88.8W of the respondents were strongly agree with that . "t the same time& 88.8W of the team members agree with the same. #o& we can say 5or a major decision to pass in their team& team leader takes the approval of each individual or the majority +"1:3 .$ ;3!D3R vs >hen someone makes a mistake& he tells us not to ever do that and make a note of it >hen someone makes a mistake& he tells us not to ever do that and make a note of it "gree ;3!D3R 9":3 539":3 +otal ) )..?W 8 ?7.7W = < .@W #trongly agree = @ .<W ) <7.7W @ =..8W

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells us not to ever do that and make a note of it =..8W of the respondents strongly agree with it. "t the same time& < .@W of the team members agree with the same. #o& we can say that leader says >hen someone makes a mistake& he told them not to ever do that and make a

0?

+"1:3 0$ ;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess . he/she creates an environment where the team +otal members take ownership of the project and allows us to participate in that decision making proceess #trongly #trongly disagree Disagree !eutral "gree agree ;3!D3R 9":3 < 7 7 ) @ =@. W <.8W .7W .7W )..?W 77.7W 539":3 7 7 8 = .7W .7W )7.7W ?7.7W )7.7W 77.7W +otal < 8 8 ) 88.8W ..8W ..8W )=.7W )=.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take ownership of the project and allows us to participate in that decision making process& 88.8W of the respondents strongly disagree with it. "t the same time& )=W of the team members agree with the same. #o& we canKt say that the team leader creates an environment where the team members take ownership of the projects or not. +"1:3 7$ ;3!D3R V he/she allows team members to determining what has to be done and how to do it he/she allows team members to determining what has to be done and how to do it #trongly #trongly disagree Disagree "gree agree 8 ) ) 7 <).0W )..?W )..?W .7W 7 7 < .7W .7W )7.7W .7.7W 8 ) 8 < )=.7W ?.@W )=.7W 88.8W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows team members to determining what has to be done and how to do it 88.8W of the respondents strongly agree with it. "t the same time& )=W of the team members agree with the same. #o& we can say that the team leader allows team members to determining what has to be done and how to do it

0@

+"1:3 $ ;3!D3R V when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. +otal #trongly !eutral "gree agree ;3!D3R 9":3 8 ) @ <.8W <).0W <.8W )..?W 77.7W 539":3 7 7 = 7 = .7W .7W 77.7W .7W 77.7W +otal 8 ? ) ) ..8W )=.7W =7.7W ?.@W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader says to team when some thing goes wrong &he/she tells to team that a procedure is not working correcyly..=7W of the respondents strongly agree with it. "t the same time )=.=W of the team members agree with the same. #o& we say that the team leader establish anew thing when a e'isting one is not correct.

+"1:3 )$ ;3!D3R V .

(e/she allows employees to set priorities with his/her guidance. (e/she allows employees to set priorities with his/her guidance. #trongly #trongly disagree Disagree !eutral "gree agree 8 <.8W <.8W <.8W <).0W <.8W 7 7 8 .7W )7.7W .7W )7.7W ?7.7W ) < < ..8W ?.@W ..8W 88.8W 88.8W . +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance ..88.8W of the respondents agree with it. "t the same time 88.8W of the team members strongly agree with the same. #o& we say that he/she set priorities with his/her guidance.

0.

+"1:3 8$ ;3!D3R vs delegates tasks in order to implement a new procedure or process delegates tasks in order to implement a new procedure or process #trongly #trongly disagree Disagree !eutral agree < <.8W =@. W <.8W <.8W 7 ) 8 7 .7W <7.7W ?7.7W .7W ? < ..8W =7.7W 88.8W ..8W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or process..=7W of the respondents disagree with it. "t the same time 88.8W of the team members agree with the same. #o& we canKt say that weather team leader delegates tasks in order to implement a new procedure or not.

+"1:3 <$ ;3!D3R V (e/she closely monitors his team members to ensure they are performing correctly. (e/she closely monitors his team members to ensure they are performing correctly. #trongly #trongly disagree Disagree "gree agree 8 ) ) 7 <).0W )..?W )..?W .7W 7 7 < .7W .7W )7.7W .7.7W 8 ) 8 < )=.7W ?.@W )=.7W 88.8W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing correctly or not .88.8W of the respondents strongly agree with it. "t the same time )=W of the team members strongly disagree with the same. #o& we canKt say that most of the times the team leader monitors them 00

+"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences. >hen there are differences in role e'pectations& he/she works with to resolve the differences or not. +otal #trongly #trongly disagree Disagree !eutral "gree agree ;3!D3R 9":3 8 @ <.8W <.8W <.8W <).0W <.8W 77.7W 539":3 7 < 7 7 = .7W .7.7W .7W .7W )7.7W 77.7W +otal = 8 ) ) ..8W < .@W ..8W )=.7W ?.@W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader will do any things >hen there are differences in role e'pectations& he/she works with to resolve the differences& < .@W of the respondents disagree with it. "t the same time )=W of the team members agree with the same. #o& we can say that most of the times the team leader does not help them in their role e'pectations +"1:3 ?$ ;3!D3R V 3ach individual is responsible for defining their job

;3!D3R

9":3 539":3

+otal

3ach individual is responsible for defining their job #trongly "gree agree ) = )..?W @ .<W 8 ) ?7.7W <7.7W = @ < .@W =..8W

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that 3ach individual is responsible for defining their job or not =..8W of the respondents strongly agree with it. "t the same time < .@W of the team members agree with the same. #o& we consider say that in the team leader shows that 3ach individual is responsible for defining their job

77

+"1:3 @$ ;3!D3R V (e/she uses the power that his/her leadership position holds over subordinates. (e/she uses the power that his/her leadership position holds over subordinates. #trongly #trongly disagree Disagree !eutral "gree agree < 7 7 ) =@. W <.8W .7W .7W )..?W 7 7 8 .7W .7W )7.7W ?7.7W )7.7W < 8 8 88.8W ..8W ..8W )=.7W )=.7W +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows the power that his/her leadership position holds over subordinates 88.8W of the respondents strongly disagree with it. "t the same time )=W of the team members strongly agree with the same. #o& we canKt say that weather this thing is done by the leader or not +"1:3 .$ ;3!D3R V . grow. . (e/she uses his /her leadership power to help subordinates (e/she uses his /her leadership power to help subordinates grow. #trongly #trongly disagree Disagree "gree agree 8 ) ) 7 <).0W )..?W )..?W .7W 7 7 < .7W .7W )7.7W .7.7W 8 ) 8 < )=.7W ?.@W )=.7W 88.8W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his /her leadership power to help subordinates grow.88.8W of the respondents strongly agree with it. "t the same time )=W of the team members strongly disagree with the same. #o& we can say that that team leader most of the times uses his /her leadership power to help subordinates grow

+"1:3 0$ ;3!D3R V (e/she uses his/her leadership to share power with his/her subordinates (e/she uses his/her leadership to share power with his/her subordinates +otal "gree ;3!D3R 9":3 539":3 +otal ) )..?W 8 ?7.7W = < .@W #trongly agree = @ .<W ) <7.7W @ =..8W

@ 77.7W = 77.7W ) 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader his/her leadership to share power with his/her subordinates =..8W of the respondents stronglyagree with it. "t the same time < .@W of the team members agreewith the same. #o& we can say that that team leader uses his/her leadership to share power with his/her subordinates CONCLUSION: 5rom the above analysis of the team ? we may conclude that for any decision making relating to any projects team leader asks for ideas to the members and some other situations not. 1ut any decision pass in the team the team leader get the approval of the ever team .and if any mistake was happened in the team the leader told them to not ask for not to do it again and make a note of it .but he does not told to the members to what has to be done P how it is done and he creates any feasible environment to participate in the decision prosses by taking the owener ship to that. >hen there are differences in role e'pectations& he/she works with to resolve the differences. 1ut he does not deligates the authority to them and monitors them.team leader shows that 3ach individual is responsible for defining their job .and he uses his /her leadership power to help subordinates grow. "s analyEing the things the team ?eader the most of the times following the D39,-R"+I- :eader ship style .and some times 5R33 +6P3 TEAM > -rosstabulations 7)

+"1:3 $ -R,## +"1U:"+I,! ,5 ";3 :3## +("! )= ) 7 ) )? +, 87 < =

;3!D3R vs ";3

+otal 8 < @

;3!D3 9":3 R 539": 3 +otal

+he above table shows gender/ age wise classification. ,ut of @ respondents& 8 were male and < were female. "lso& ) of the total respondents were in the age group of Q )= and = of the total respondents were in the age group of )? to 87 +"1:3)$ -R,## +"1U:"+I,! ,5 ;3!D3R vs AU":I5I-"+I,!

;3!D3 9":3 R 539": 3 +otal

AU":I5I-"+I,! Post Proffesion graduation al 8 7 8 < 8

+otal 8 < @

+he above table shows gender/ Cualification wise classification. ,ut of @ respondents& 8 were male and < were female. "lso& < of the total respondents with the Cualification of P; and 8 of them are professionals. +"1:38 $ -R,## +"1U:"+I,! ,5 7777 / )7777 8 ) = I!-,93 )7777 / 87777 7 ;3!D3R vs I!-,93

;3!D3 9":3 R 539": 3 +otal

R87777 7

+otal 8 < @

+he above table shows gender/ income wise classification. ,ut of @ respondents& 8 were male and < were female. "lso = of the the respondents with the income of 7777/)7777&

78

of the total respondents with the income of )7777/87777 we and with the income of R87777

of the the respondents

+"1:3< $ -R,## +"1U:"+I,! ,5 ;3!D3R vs 3%P3RI3!-3 3%P3RI3!-3 8 / = yrs = / . yrs R . yrs +otal ;3!D3 9":3 8 7 7 8 R 539": ) < 3 +otal = @ +he above table shows gender/ e'perience wise classification. ,ut of @ respondents& 8 were male and < were female. "lso& = of the the respondents with the e'perience of 8/= yrs & of the total respondents with the e'perience of =/. yrs and of the the respondents with the e'perience -rosstabulations

+"1:3 =$ ;3!D3R V . have time for us .

(e/she does not consider suggestions made by us as he does not

. (e/she does not consider suggestions made by us as he does not have time for us +otal #trongly #trongly disagree !eutral "gree agree ;3!D3R 9":3 7 8 88.8W 88.8W .7W 88.8W 77.7W 539":3 7 7 ) ) < .7W .7W =7.7W =7.7W 77.7W +otal ) 8 @ <.8W <.8W )..?W <).0W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members& <).0Wof the respondents strongly agree with it. "t the same time& )..?W of the team members with the same. #o& we consider that their team leader does not considers the suggestions .

+"1:3 ?$ ;3!D3R V . projects

"sks team members for ideas and input on upcoming plans and

7<

;3!D3R

9":3 539":3

+otal

. "sks team members for ideas and input on upcoming plans and projects #trongly Disagree !eutral agree ) 7 88.8W ??.@W .7W ) )=.7W =7.7W )=.7W ) < )..?W =@. W <.8W

+otal

8 77.7W < 77.7W @ 77.7W

whether the team leader& "sks team members for ideas and input on upcoming plans and projects =@. W of the respondents were neutral with that . "t the same time& )..?W of the team members disagree with the same. #o& we canKt say that weather their team leader "sks team members for ideas or not .

+"1:3 @$ ;3!D3R vs 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in our team& it must have the approval of each individual or the majority +otal "gree ;3!D3R 9":3 539":3 +otal #trongly agree ) 88.8W ??.@W 8 @=.7W )=.7W < 8 =@. W <).0W

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in our team& it must have the approval of each individual or the majority <).0W of the respondents were strongly agree with that . "t the same time& =@. W of the team members agree with the same. #o& we can say 5or a major decision to pass in their team& team leader takes the approval of each individual or the majority 7=

+"1:3 .$ ;3!D3R V >hen someone makes a mistake& he tells us not to ever do that and make a note of it >hen someone makes a mistake& he tells us not to ever do that and make a note of it #trongly #trongly disagree !eutral "gree agree 7 7 ) 88.8W .7W .7W ??.@W 7 8 7 .7W )=.7W @=.7W .7W 8 ) <.8W <.8W <).0W )..?W +otal

;3!D3R

9":3 539":3

+otal

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells us not to ever do that and make a note of it <).0W of the respondents agree with it. "t the same time& )..? W of the team members strongly agree with the same. #o& we can say that the >hen someone makes a mistake& he/she told them not to ever do that and make a note of it

+"1:3 0$ ;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess

7?

he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess

+otal

Disagree ;3!D3R 9":3 88.8W 539":3 +otal )=.7W ) )..?W

!eutral ) ??.@W 8 @=.7W = @ .<W

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take ownership of the project and allows us to participate in that decision making process or not& @ .<W of the respondents not deciding weather it happens or not with it or not. "t the same time& 87W of the team members agree with the same. #o& we canKt say that weather the team leader creates an environment where the team members take ownership of the projects or not.

+"1:3 7$ ;3!D3R V he/she allows team membersto determining what has to be done and how to do it

7@

he/she allows team membersto determining what has to be done and how to do it #trongly disagree ;3!D3R 9":3 88.8W 539":3 +otal )=.7W ) )..?W Disagree ) ??.@W 8 @=.7W = @ .<W

+otal

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows team members to determining what has to be done and how to do it @ .<W of the respondents disagree with it. "t the same time& )..?W of the team members strongly disagree with the same. #o& we can say that the team leader does not allows team members to determining what has to be done and how to do it

+"1:3 $ ;3!D3R V when some thing goes wrong &he/she tells to team that a procedure is not working correctlyP he asks to establish new one. when some thing goes wrong &he/she tells to team that a procedure is not working correctlyP he asks to establish new one. Disagree ;3!D3R 9":3 88.8W 539":3 +otal )=.7W ) )..?W !eutral ) ??.@W ) =7.7W < =@. W #trongly agree 7 .7W )=.7W <.8W

+otal

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding 7.

whether the team leader said to team when some thing goes wrong &he/she tells to team that a procedure is not working correcyly..=@. W of the respondents neutral with it. "t the same time )..?W of the team members disagree with the same. #o& we canKt say that the team leader establish anew thing when a e'isting one is not correct or not. +"1:3 )$ ;3!D3R V . (e/she allows employees to set priorities with his/her guidance. . (e/she allows employees to set priorities with his/her guidance. +otal "gree ;3!D3R 9":3 539":3 +otal #trongly agree ) 88.8W ??.@W 8 @=.7W )=.7W < 8 =@. W <).0W

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance ..=@. W of the respondents agree with it. "t the same time <).0W of the team members strongly agree with the same. #o& we can say that he/she set priorities with his/her guidance +"1:3 8$ ;3!D3R V delegates tasks in order to implement a new procedure or process delegates tasks in order to implement a new procedure or process !eutral ) ??.@W )=.7W 8 <).0W "gree 88.8W 8 @=.7W < =@. W 8 77.7W < 77.7W @ 77.7W

+otal

;3!D3R

9":3 539":3

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or 70

process..=@. W of the respondents agree with it. "t the same time <).0W of the team members neutral with the same. #o& we can say that some of the times team leader delegates tasks in order to implement a new procedure.

+"1:3 <$ ;3!D3R V (e/she closely monitors his team members to ensure they are performing correctly. (e/she closely monitors his team members to ensure they are performing correctly. #trongly disagree ;3!D3R 9":3 88.8W 539":3 +otal )=.7W ) )..?W Disagree ) ??.@W 8 @=.7W = @ .<W

+otal

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing correctly or not .)..?W of the respondents strongly disagree with it. "t the same time @ .<W of the team members disagree with the same. #o& we can say that the team leader does not monitors them

+"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences.

>hen there are differences in role e'pectations& he/she works with to resolve the differences. "gree ;3!D3R 9":3 539":3 +otal ) ??.@W 7 .7W ) )..?W #trongly agree 88.8W < 77.7W = @ .<W

+otal

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader will do any things >hen there are differences in role e'pectations& he/she works with to resolve the differences& @ .<W of the respondents strongly agree with it. "t the same time )..?W of the team members agree with the same. #o& we can say that the team leader help them in their role e'pectations +"1:3 ?$ ;3!D3R V 3ach individual is responsible for defining their job 3ach individual is responsible for defining their job +otal #trongly #trongly disagree !eutral "gree agree 7 7 ) 8 88.8W .7W .7W ??.@W 77.7W 7 8 7 < .7W )=.7W @=.7W .7W 77.7W 8 ) @ <.8W <.8W <).0W )..?W 77.7W

;3!D3R

9":3 539":3

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that 3ach individual is responsible for defining their job or not ..<).0W of the respondents agree with it. "t the same time )..?W of the team members strongly agree with the same. #o& we consider that in the team leader shows that 3ach individual is responsible for defining their job

+"1:3 @$ ;3!D3R V (e/she uses the power that his/her leadership position holds over subordinates.

(e/she uses the power that his/her leadership position holds over subordinates. Disagree ;3!D3R 9":3 88.8W 539":3 +otal )=.7W ) )..?W !eutral ) ??.@W 8 @=.7W = @ .<W

+otal

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows the power that his/her leadership position holds over team members or not @ .<W of the respondents neutral with it. "t the same time )..?W of the team members disagree with the same. #o& we canKt say that the leader uses the power that his/her leadership position holds over subordinates

+"1:3 .$ ;3!D3R V . grow.

(e/she uses his /her leadership power to help subordinates

+otal

;3!D3R

9":3 539":3

+otal

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his /her leadership power to help subordinates grow.)..?W of the respondents strongly disagree with it. "t the same time @ .<W of the team members disagree with the same. #o& we can say that that team leader does uses his /her leadership power to help subordinates grow +"1:3 0$ ;3!D3R V (e/she uses his/her leadership to share power with his/her subordinates )

;3!D3R

9":3 539":3

+otal

(e/she uses his/her leadership to share power with his/her subordinates #trongly #trongly disagree !eutral "gree agree 7 7 ) 88.8W .7W .7W ??.@W 7 8 7 .7W )=.7W @=.7W .7W 8 ) <.8W <.8W <).0W )..?W

+otal

8 77.7W < 77.7W @ 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader his/her leadership to share power with his/her subordinates <).0W of the respondents agree with it. "t the same time )..?W of the team members strongly agreewith the same. #o& we can say that that team leader uses his/her leadership to share power with his/her subordinates

CONCLUSION: 5rom the above analysis of the team @ we may conclude that for any decision making relating to any projects team leader asks for ideas to the members and some other situations not. 1ut any decision pass in the team the team leader get the approval of the ever team .and if any mistake was happened in the team the leader told them to not ask for not to do it again and make a note of it .but he does not told to the members to what has to be done P how it is done and he does not creates any feasible environment to participate in the decision prosses by taking the owener ship to that >hen there are differences in role e'pectations& he/she works with to resolve the differences. 1ut he does not deligates the authority to them and does not monitors them.team leader shows that 3ach individual is responsible for defining their job and he didnKt not do any his /her leadership power to help subordinates grow. +he team leader allows employees to set priorities with his /her guidance. "s analyEing the things the team leader the most of the times following the "U+,-R"+I- :eader ship style and also some times D39,-R"+I- #+6:3

TEAM ? 8

-rosstabulations

+"1:3

$ -R,## +"1U:"+I,! ,5 ";3 )? +, 87 8 +, 8? = 7 ) @

;3!D3R vs ";3 ;R3+3R +("! 8@

+otal @ 8

;3!D3 9":3 R 539": 3 +otal

+he above table shows gender/ age wise classification. ,ut of 7 respondents& @ were male and 8 were female. "lso& of the total respondents was in the age group of )? to 87 and @ of the total respondents were in the age group of 8 to 8? and ) of the total respondents were in the age group of R 8@ +"1:3 ) $ -R,## +"1U:"+I,! ,5 ;3!D3R vs AU":I5I-"+I,!

;3!D3 9":3 R 539": 3 +otal

AU":I5I-"+I,! graduatio Post Proffesion n graduation al 8 8 < ) <

+otal @ 8 7

+he above table shows gender/ Cualification wise classification. ,ut of 7 respondents& @ were male and 8 were female. "lso& ) of the total respondents with the Cualification of P; & < of them with the graduation and < of them are professionals. +"1:3 8 $ -R,## +"1U:"+I,! ,5 ;3!D3R vs I!-,93

Q 7&777 ;3!D3 9":3 R 539": 3 +otal

I!-,93 7777 / )7777 / )7777 87777 < 7 ) 8 <

R87777 7

+otal @ 8 7

<

+he above table shows gender/ income wise classification. ,ut of 7 respondents& @ were male and 8 were female. "lso& ) of the total respondents with the income of Q 7777 & < of the the respondents with the income of 7777/)7777& 8 of the total respondents with the income of )7777/87777 we and of the the respondents with the income of R87777

+"1:3 <$ -R,## +"1U:"+I,! ,5 ;3!D3R vs 3%P3RI3!-3 3%P3RI3!-3 Q 8 yrs 8 / = yrs = / . yrs R . yrs +otal ;3!D3 9":3 < @ R 539": 7 ) 7 8 3 +otal ) < 8 7 +he above table shows gender/ e'perience wise classification. ,ut of 7 respondents& @ were male and 8 were female. "lso& ) of the total respondents with the e'perience of Q8 yrs & < of the the respondents with the e'perience of 8/= yrs & 8 of the total respondents with the e'perience of =/. yrs and of the the respondents with the e'perience of R . yrs. +"1:3 =$ ;3!D3R V . have time for us (e/she does not consider suggestions made by us as he does not . (e/she does not consider suggestions made by us as he does not have time for us #trongly Disagree "gree agree ) < <.8W )..?W =@. W 7 7 8 .7W .7W 77.7W ) @ 7.7W )7.7W @7.7W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members& @7.7Wof the respondents strongly agree with it. "t the same time& )7W of the team members agree with the same. #o& we consider that their team leader does not considers the suggestions

+"1:3 ?$ projects

;3!D3R V .

"sks team members for ideas and input on upcoming plans and "sks team members for ideas and input on upcoming plans and projects #trongly #trongly disagree Disagree !eutral "gree agree ) ) <.8W <.8W <.8W )..?W )..?W ) 7 7 7 ??.@W 88.8W .7W .7W .7W 8 ) ) ) 87.7W )7.7W 7.7W )7.7W )7.7W .

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& "sks team members for ideas and input on upcoming plans and projects 87W of the respondents were strongly disagree with that . "t the same time& )7W of the team members agree with the same. #o& we canKt say that weather their team leader "sks team members for ideas or not . +"1:3 @$ ;3!D3R V 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in our team& it must have the approval of each individual or the majority +otal #trongly Disagree !eutral agree ;3!D3R 9":3 ) 8 ) @ )..?W <).0W )..?W 77.7W 539":3 ) 7 8 ??.@W .7W 88.8W 77.7W +otal < 8 8 7 <7.7W 87.7W 87.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in our team& it must have the approval of each individual or the majority <7W of the respondents were disagree with that . "t the same time& 87W of the team members agree with the same. #o& we can say that 5or a major decision to pass in their team& some times the team leader takes the approval of each individual or the majority

+"1:3 .$ ;3!D3R V >hen someone makes a mistake& he tells us not to ever do that and

make a note of it >hen someone makes a mistake& he tells us not to ever do that and make a note of it #trongly disagree Disagree !eutral ) < <.8W )..?W =@. W 88.8W ) )7.7W 88.8W 8 87.7W 88.8W = =7.7W +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells team members not to ever do that and make a note of it =7W of the respondents neutral with it. "t the same time& 87 W of the team members disagree with the same. #o& we canKt say that >hen someone makes a mistake& he told them not to ever do that and make a note of it o +"1:3 0$ ;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making process . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess Disagree 7 .7W 88.8W +otal 7.7W "gree < =@. W ) ??.@W ? ?7.7W #trongly agree 8 <).0W 7 .7W 8 87.7W

+otal

;3!D3R

9":3 539":3

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take ownership of the project and allows us to participate in that decision making process& 87W of the respondents strongly agree with it. "t the same time& ?7W of the team members agree with the

same. #o& we say that the team leader creates an environment where the team members take ownership of the projects.

+"1:3 7$ ;3!D3R V he/she allows team membersto determining what has to be done and how to do it he/she allows team membersto determining what has to be done and how to do it +otal #trongly disagree Disagree !eutral "gree ;3!D3R 9":3 8 ) @ <.8W <.8W <).0W )..?W 77.7W 539":3 7 8 88.8W 88.8W 88.8W .7W 77.7W +otal ) ) < ) 7 )7.7W )7.7W <7.7W )7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows team members to determining what has to be done and how to do it <7W of the respondents with it. "t the same time& )7W of the team members strongly disagree with the same. #o& we can say that the team leader does not allows team membersto determining what has to be done and how to do it

+"1:3 $ ;3!D3R V when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one. #trongly #trongly disagree Disagree !eutral "gree agree ) ) <.8W <.8W <.8W )..?W )..?W ) 7 7 7 ??.@W 88.8W .7W .7W .7W 8 ) ) ) 87.7W )7.7W 7.7W )7.7W )7.7W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader said to team when some thing goes wrong &he/she tells to team that a procedure is not working correcyly..87W of the respondents stronglydisagree with it. "t the same time )7W of the team members agree with the same. #o& we can say that in some

situations the team leader establish anew thing when ae'isting one is not correct.

+"1:3 )$ ;3!D3R V .

(e/she allows employees to set priorities with his/her guidance. (e/she allows employees to set priorities with his/her guidance. #trongly Disagree !eutral agree ) 8 ) )..?W <).0W )..?W ) 7 ??.@W .7W 88.8W < 8 8 <7.7W 87.7W 87.7W .

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance ..<7W of the respondents disagree with it. "t the same time 87W of the team members strongly agree with the same. #o& we can say that some times he/she set priorities with his/her guidance. +"1:3 8$ ;3!D3R V delegates tasks in order to implement a new procedure or process delegates tasks in order to implement a new procedure or process "gree ;3!D3R 9":3 539":3 +otal = @ .<W 7 .7W = =7.7W #trongly agree ) )..?W 8 77.7W = =7.7W

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or process..=7W of the respondents strongly agree with it. "t the same time =7W of the team members agree with the same. #o& we can say that most of the times team leader delegates tasks in order to implement a new procedure.

+"1:3 <$ ;3!D3R V (e/she closely monitors his team members to ensure they are performing correctly. (e/she closely monitors his team members to ensure they are performing correctly. +otal #trongly disagree Disagree !eutral "gree ;3!D3R 9":3 8 ) @ <.8W <.8W <).0W )..?W 77.7W 539":3 7 8 88.8W 88.8W 88.8W .7W 77.7W +otal ) ) < ) 7 )7.7W )7.7W <7.7W )7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing correctly or not .<7W of the respondents neutral with it. "t the same time )7W of the team members strongly disagree with the same. #o& we can say that the team leader most of the times does not monitors them +"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences. >hen there are differences in role e'pectations& he/she works with to resolve the differences. +otal #trongly !eutral "gree agree ;3!D3R 9":3 8 8 @ <).0W <).0W <.8W 77.7W 539":3 7 8 7 8 .7W 77.7W .7W 77.7W +otal 8 ? 7 87.7W ?7.7W 7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader will do any things >hen there are differences in role e'pectations & he/she works with to resolve the differences or not& ?7W of the respondents agree with it. "t the same time 87W of the team members neutral with the same. #o& we can say that the team leader most of the times help them in their role e'pectations

)7

+"1:3 ?$ ;3!D3R V

3ach individual is responsible for defining their job 3ach individual is responsible for defining their job #trongly disagree Disagree !eutral ) < <.8W )..?W =@. W 88.8W ) )7.7W 88.8W 8 87.7W 88.8W = =7.7W +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that 3ach individual is responsible for defining their job or not ..=7W of the respondents neutral with it. "t the same time 87W of the team members disagree with the same. #o& we consider that in the team leader does not shows that 3ach individual is responsible for defining their job +"1:3 @$ ;3!D3R V (e/she uses the power that his/her leadership position holds over subordinates. (e/she uses the power that his/her leadership position holds over subordinates. #trongly Disagree "gree agree 7 < 8 .7W =@. W <).0W ) 7 88.8W ??.@W .7W ? 8 7.7W ?7.7W 87.7W

+otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows the power that his/her leadership position holds over .?7W of the respondents strongly agree with it. "t the same time 87W of the team members agree with the same. #o& we can say that this thing is done by the leader

+"1:3 .$ ;3!D3R V . .

(e/she uses his /her leadership power to help subordinates grow (e/she uses his /her leadership power to help subordinates grow. #trongly disagree Disagree !eutral "gree 8 ) <.8W <.8W <).0W )..?W 7 88.8W 88.8W 88.8W .7W ) ) < ) )7.7W )7.7W <7.7W )7.7W +otal

;3!D3R

9":3 539":3

+otal

@ 77.7W 8 77.7W 7 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his /her leadership power to help subordinates grow.<7W of the respondents with it. "t the same time )7W of the team members strongly disagree with the same. #o& we canKt say that weather team leader uses his /her leadership power to help subordinates grow or not

+"1:3 0$ ;3!D3R V (e/she uses his/her leadership to share power with his/her subordinates (e/she uses his/her leadership to share power with his/her subordinates +otal #trongly disagree Disagree !eutral ;3!D3R 9":3 ) < @ <.8W )..?W =@. W 77.7W 539":3 8 88.8W 88.8W 88.8W 77.7W +otal ) 8 = 7 )7.7W 87.7W =7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader his/her leadership to share power with his/her subordinates ?7W of the respondents agree with it. "t the same time 87W of the team members neutral with the same. #o& we can say that that team leader uses his/her leadership to share power with his/her subordinates

))

CONCLUSION$ 5rom the above analysis of the team . we may conclude that for any decision making relating to any projects team leader does not asks for ideas to the members and some other situations not. 1ut any decision pass in the team the team leader did not get the approval of the every team member .and if any mistake was happened in the team the leader did not ask for not to do it again and make a note of it .but he told to the members to what has to be done P how it is done and creates any feasible environment to participate in the decision process by taking the owner ship to that >hen there are differences in role e'pectations& he/she works with to resolve the differences. 1ut he delegates the authority to them and does not monitors them.team leader shows that 3ach individual is responsible for defining their job and he didnKt not do any his /her leadership power to help subordinates grow. +he team leader allows employees to set priorities with his /her guidance. "s analyEing the things the team leader the most of the times following the D39,-R"+I- :eader ship style some times 5R33 R3I;! #+6:3

-rosstabulations

TEAM @ +"1:3 $ -R,## +"1U:"+I,! ,5 :3## +("! )= 7 8 8 ;3!D3R vs ";3 ";3 )? +, 87 < ) ? ) 8 8 +, 8? ;R3+3R +("! 8@ 7 ) ) +otal = 0 <

;3!D3 9":3 R 539": 3 +otal

+he above table shows gender/ age wise classification. ,ut of < respondents& = were male and 0 were female. "lso& 8 of the total respondents were in the age group of Q )= and ? of the total respondents were in the age group of .)? to 87 8 of the total respondents were in the age group of 8 to 8? and ) of the total respondents were in the age group of .R 8@ )8

+"1:3 ) $ -R,## +"1U:"+I,! ,5

;3!D3R vs AU":I5I-"+I,!

;3!D3 9":3 R 539": 3 +otal

AU":I5I-"+I,! graduatio Post Proffesion n graduation al 7 7 = = = < < 7 =

+otal = 0 <

+he above table shows gender/ Cualification wise classification. ,ut of < respondents& = were male and 0 were female. "lso& < of the total respondents with the Cualification of P; & < of them with the graduation and = of them are professionals. +"1:3 8$ -R,## +"1U:"+I,! ,5 ;3!D3R vs I!-,93

Q 7&777

;3!D3 9":3 = R 539": ) < ) 0 3 +otal 8 @ 8 < +he above table shows gender/ income wise classification. ,ut of < respondents& = were male and 0 were female. "lso& 8 of the total respondents with the income of Q 7777 & @ of the the respondents with the income of 7777/)7777& 8 of the total respondents with the income of )7777/87777 we and of the the respondents with the income ofR 87777 +"1:3 <$ -R,## +"1U:"+I,! ,5 ;3!D3R vs 3%P3RI3!-3 3%P3RI3!-3 Q 8 yrs 8 / = yrs = / . yrs R . yrs +otal ;3!D3 9":3 8 7 = R 539": ) < ) 0 3 +otal 8 @ 8 <

I!-,93 7777 / )7777 / )7777 87777 8

R87777 7

+otal

+"1:3 =$ ;3!D3R V .

(e/she does not consider suggestions made by us as he does not )<

have time for us . (e/she does not consider suggestions made by us as he does not have time for us #trongly Disagree !eutral "gree agree 7 < 7 .7W .7.7W )7.7W .7W 8 < 7 ) 88.8W <<.<W .7W )).)W 8 . ) ) .<W =@. W @. W <.8W +otal

;3!D3R

9":3 539":3

+otal

= 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader considers the suggestions given by the team members or not& =@. W of the respondents neutral with it. "t the same time& ) .<W of the team members disagree with the same. #o& we can Yt say weather their team leader does not considers the suggestions or not . +"1:3 ?$ ;3!D3R V . "sks team members for ideas and input on upcoming plans and projects . "sks team member s for ideas and input on upcomin g plans and projects #trongly agree = 77.7W 0 77.7W < 77.7W

+otal

;3!D3R

9":3 539":3

+otal

= 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader& "sks team members for ideas and input on upcoming plans and projects or not & 77W of the respondents were strongly agree with that .. #o& we can say that their team leader "sks team members for ideas .

)=

+"1:3 @$ ;3!D3R V 5or a major decision to pass in our team& it must have the approval of each individual or the majority 5or a major decision to pass in our team& it must have the approval of each individual or the majority +otal #trongly Disagree "gree agree ;3!D3R 9":3 7 < = .7W .7.7W )7.7W 77.7W 539":3 ) ? 0 )).)W . W ??.@W 77.7W +otal ) = @ < <.8W 8=.@W =7.7W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader& 5or a major decision to pass in our team& it must have the approval of each individual or the majority =7W of the respondents were strongly agree with that . "t the same time& 8=.@W of the team members agree with the same. #o& we can say 5or a major decision to pass in their team& team leader takes the approval of each individual or the majority

+"1:3 .$ ;3!D3R V >hen someone makes a mistake& he tells us not to ever do that and make a note of it >hen someone makes a mistake& he tells us not to ever do that and make a note of it +otal "gree ;3!D3R 9":3 539":3 +otal @..?W = 77.7W ? ??.@W #trongly agree 7 .7W 8 88.8W 8 ) .<W

= 77.7W 0 77.7W < 77.7W

)?

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader gives any order to team members >hen someone makes a mistake& he tells us not to ever do that and make a note of it @..?W of the respondents agree with it. "t the same time& ) .< W of the team members strongly agree with the same. #o& we can say that >hen someone makes a mistake& he told them not to ever do that and make a note of it

+"1:3 0$ ;3!D3R V . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess . he/she creates an environment where the team members take ownership of the project and allows us to participate in that decision making proceess !eutral 7 .7W . W +otal @. W "gree 7 .7W ? ??.@W ? <).0W #trongly agree = 77.7W ) )).)W @ =7.7W

+otal

;3!D3R

9":3 539":3

= 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader creates an environment where the team members take ownership of the project and allows us to participate in that decision making process& =7W of the respondents strongly agree with it. "t the same time& <).0W of the team members agree with the same. #o& we say that the team leader creates an environment where the team members take ownership of the projects. +"1:3 7$ ;3!D3R V he/she allows team members to determining what has to be done and how to do it he/she allows team members to determining what has to be done and how to do it +otal "gree ;3!D3R 9":3 #trongly agree = 7 )@

539":3 +otal

77.7W ) )).)W @ =7.7W

.7W @ @@..W @ =7.7W

77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows team members to determining what has to be done and how to do it =7W of the respondents agree with it. "t the same time& =7W of the team members strongly agree with the same. #o& we say that the team leader allows team members to determining what has to be done and how to do i

+"1:3 $ ;3!D3R V when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one.

+otal

#trongly agree ;3!D3R 9":3 539":3 +otal = 77.7W 0 77.7W < 77.7W = 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader said to team when some thing goes wrong &he/she tells to team that a ).

procedure is not working correcyly.. 77W of the respondents stronglyagree with it. . #o& we can say that the team leader establish anew thing when a e'isting one is not correct. +"1:3 )$ ;3!D3R V . (e/she allows employees to set priorities with his/her guidance . (e/she allows employees to set priorities with his/her guidance. +otal #trongly Disagree "gree agree 7 < = .7W .7.7W )7.7W 77.7W ) ? 0 )).)W . W ??.@W 77.7W ) = @ < <.8W 8=.@W =7.7W 77.7W

;3!D3R

9":3 539":3

+otal

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader allows employees to set priorities with his/her guidance ..=7W of the respondents strongly agree with it. "t the same time 8=.@W of the team members agree with the same. #o& we can say that he/she set priorities with his/her guidance.

+"1:3 8$ ;3!D3R V delegates tasks in order to implement a new procedure or process delegates tasks in order to implement a new procedure or process +otal #trongly Disagree !eutral agree ;3!D3R 9":3 7 ) 8 = .7W <7.7W ?7.7W 77.7W 539":3 8 ? 7 0 88.8W ??.@W .7W 77.7W +otal 8 . 8 < ) .<W =@. W ) .<W 77.7W >hen the team members of an organiEation were asked about their team leader regarding whether the team leader delegates tasks in order to implement a new procedure or process..) .<W of the respondents strongly agree with it. "t the same time ) .<W of the team members dis agreewith the same.so we canKt say that weather the team leader delegates tasks in order to implement a new procedure or process or not

)0

+"1:3 <$ ;3!D3R V (e/she closely monitors his team members to ensure they are performing correctly. (e/she closely monitors his team members to ensure they are performing correctly. "gree ;3!D3R 9":3 539":3 +otal = 77.7W ) )).)W @ =7.7W #trongly agree 7 .7W @ @@..W @ =7.7W

+otal

= 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader closely monitors his team members to ensure they are performing correctly or not .=7W of the respondents strongly agree with it. "t the same time =7W of the team members agree with the same. #o& we can say that the team leader monitors them

+"1:3 =$ ;3!D3R V >hen there are differences in role e'pectations& he/she works with to resolve the differences >hen there are differences in role e'pectations& he/she works with to resolve the differences. #trongly Disagree "gree agree 7 < .7W .7.7W )7.7W @ 7 ) @@..W .7W )).)W @ < 8 =7.7W )..?W ) .<W

+otal

;3!D3R

9":3 539":3

+otal

= 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding

87

whether the team leader will do any things >hen there are differences in role e'pectations& he/she works with to resolve the differences or not& =7W of the respondents disagree with it. "t the same time )..?W of the team members neutral with the same. #o& we can say that the team leader does not help them in their role e'pectations

+"1:3 ?$ ;3!D3R V

3ach individual is responsible for defining their job 3ach individual is responsible for defining their job #trongly "gree agree = 7 77.7W .7W ? 8 ??.@W 88.8W 8 @..?W ) .<W

+otal

;3!D3R

9":3 539":3

+otal

= 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader shows that 3ach individual is responsible for defining their job or not ..@..?W of the respondents agree with it. "t the same time ) .<W of the team members agreel with the same. #o& we can say that in the team the leader shows that 3ach individual is responsible for defining their job +"1:3 @$ ;3!D3R V (e/she uses the power that his/her leadership position holds over subordinates. (e/she uses the power that his/her leadership position holds over subordinates. #trongly !eutral "gree agree 7 7 = .7W .7W 77.7W ? ) . W ??.@W )).)W ? @ @. W <).0W =7.7W

+otal

;3!D3R

9":3 539":3

+otal

= 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding 8

whether the team leader shows the power that his/her leadership position holds over .=7W of the respondents strongly agree with it. "t the same time <).0W of the team members agree with the same. #o& we can say that (e/she uses the power that his/her leadership position holds over subordinates. +"1:3 .$ ;3!D3R V . grow. (e/she uses his /her leadership power to help subordinates . (e/she uses his /her leadership power to help subordinates grow. "gree ;3!D3R 9":3 539":3 +otal = 77.7W ) )).)W @ =7.7W #trongly agree 7 .7W @ @@..W @ =7.7W

+otal

= 77.7W 0 77.7W < 77.7W

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader uses his /her leadership power to help subordinates grow.=7W of the respondents strongly agree with it. "t the same time =7W of the team members agree with the same. #o& we can say that that team leader uses his /her leadership power to help subordinates grow +"1:3 0$ ;3!D3R V (e/she uses his/her leadership to share power with his/her subordinates (e/she uses his/her leadership to share power with his/her subordinates "gree ;3!D3R 9":3 539":3 +otal @..?W = 77.7W ? ??.@W #trongly agree 7 .7W 8 88.8W 8 ) .<W

+otal

= 77.7W 0 77.7W < 77.7W

8)

>hen the team members of an organiEation were asked about their team leader regarding whether the team leader his/her leadership to share power with his/her subordinates @..?W of the respondents agree with it. "t the same time ) .<W of the team members strongly agree with the same. #o& we can say that that team leader uses his/her leadership to share power with his/her subordinates

CONCLUSION: 5rom the above analysis of the team 0 we may conclude that for any decision making relating to any projects team leader asks for ideas to the members and some other situations not. 1ut any decision pass in the team the team leader get the approval of the every team member .and if any mistake was happened in the team the leader ask for not to do it again and make a note of it .but he told to the members to what has to be done P how it is done and creates any feasible environment to participate in the decision process by taking the owner ship to that >hen there are differences in role e'pectations& he/she does not works with to resolve the differences. 1ut he delegates the authority to them and monitors them.team leader shows that 3ach individual is responsible for defining their job and he didnKt any his /her leadership power to help subordinates grow. +he team leader allows employees to set priorities with his /her guidance. "s analyEing the things the team leader the most of the times following the D3:I;"+I43

88

FINDINGS:
8<

1y considering the whole 0 teamKs team memberKs perception regarding their team leader >e concluded that the team leader of every team was not following the constant type of leader ship style. +eam leader following democratic style& +eam )&<&@ leaders are following democratic Pautocratic style &+eam ?P. leaders are following democraticP democratic +eam 8P= leaders are following democratic style +eam 0 leader following free reign type leader ship styles . B; '0'2;A/08 +1& 41$2& +&'% %&%,&*( -&*.&-+/$0( *&2'+/08 +$ +1&/* +&'% 2&'3&* ,&1':/$* +1& 6$22$4/08 +1/08( 4&*& 6/03 $)+: 9ost of the team leaders were not considering the suggestions of team members #ome of the team leaders not allowing the team members to contribute their ides to the particular projects. 5or a major decision to pass in their team& it must have the approval of each individual or the majority. >hen some one makes the mistake the leaders asking them to note down it and not ever do it 1ut most of the leaders not creating an environment where the team members take ownership of the project and allows us to participate in that decision making process but some were doing. 9ost of the team leaders were allowing team members to determining what has to be done and how to do it some team members are not allowing .9ost of the team leaders were delegating tasks in order to implement a new procedure or project. #ome team leaders were closely monitors the team members to ensure they are performing correctly some team leaders were not. "ll of the team leaders were working >hen there are differences in role e'pectations& with to resolve the differences .in most of team leaders view each individual is responsible for defining their job. #ome of the leaders using the leadership power to position hold over subordinates. Z+hey are not sharing the data with +eam members[.

SUGGESTIONS:

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. +he organiEation needs to put efforts on building a leadership style which is suitable for increasing productivity& reduces the abnormal attrition rate which is prevalent in software development industry. ). +he organiEation should promote a participatory culture in which every member in the organiEation should have a chance to e'press his suggestions. 8. +he members should be encouraged to give suggestions& as it would give a chance of generating new ideas for the e'isting problems. < .the leaders have to creates an feasible environment where the team members take ownership of the project and allow them to participate in that decision making process to contribute their ideas. =. the team leader should give a chance to team members to determine what has to be done and how to do it.. it will helps them to enhance the performance of the team members ? .the team leaders have to delegates tasks to the team member by considering their particular domain of the knowledge in order to implement a new procedure or project . team leaders need closely monitors @. the team members to ensure they are performing correctly to or not and along with this the team leader has to give them proper feed back to enhance the performance of the employees. .. the team leaders did not use their leadership power to position holds over subordinates they have to create an feasible type environment where employees get a chance to prove them selves in their domain. +hese are the suggestions will help to the organiEation to achieve their goals.

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ANEXURE 1

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D&%$8*'-1/. I06$*%'+/$0 F "ge )F ;ender 8F Aualification F Q )7 F 9ale )F )7 S )= )F 5emale F ;raduation )F Post ;raduation )F 8 S = yrs 8F = S . yrs 8F Professional <F R . yrs 8F )7&777 S 87&777 <F R 87&777 8F )= S 87 <F 87 S 8= =F R8=

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?$ (e/she does not consider suggestions made by us as he does not have time for us . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

@$ .

"sks team members for ideas and input on upcoming plans and projects

. #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

.$ 5or a major decision to pass in our team& it must have the approval of each individual or the majority . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

0$ >hen someone makes a mistake& he tells us not to ever do that and make a note of it . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

80

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he/she creates an environment where the team members take ownership of the project

and allows us to participate in that decision making process . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

$ he/she allows team members to determining what has to be done and how to do it . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

)$ when some thing goes wrong &he/she tells to team that a procedure is not working correcylyP he asks to establish new one . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

8$ (e/she allows employees to set priorities with his/her guidance . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

< Delegates tasks in order to implement a new procedure or process . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

=$ (e/she closely monitors his team members to ensure they are performing correctly. . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

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>hen there are differences in role e'pectations& he/she works with to resolve the

differences

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. #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

@$ 3ach individual is responsible for defining their job . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

. (e/she uses the power that his/her leadership position holds over subordinates. . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

(e/she uses his /her leadership power to help subordinates grow.

. #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

)7 (e/she uses his/her leadership to share power with his/her subordinates . #trongly Disagree& ) . Disagree 8 .!eutral& <."gree& = . #trongly "gree.

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