Leadership in Work Force

A STUDY ON THE ROLE OF
LEADERSHIP IN WORKFORCE
CHAPTER 1
INTRODUCTION
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1.1 INTRODUCTION
Business organization requires leaders-individual who would be instrumental in
guiding the efforts of group of workers to the achievement of goals and objectives.
The leader guides the actions of others in accomplishing their task.
Leadership is required for mobilizing people to handle challenging times. In a world

that has no challenges, things are fine and you don’t require leaders. In such a world,
you don’t need to mobilize people for handling any crisis. But unfortunately, in our
world, we a have huge number of challenges in the government, non-profit and
business sectors; we have many challenges in the developing and the developed
world. Hence, we require leadership in our world. The leader should step in to solve
customer problems; they should step in to solve internal company problems. The
number of people that we need to provide leadership is huge now Leadership is an
interactive conversation that pulls people toward becoming comfortable with the
language of personal responsibility and commitment.
Leadership is not just for people at the top. Everyone can learn to lead by discovering
the power that lies within each one of us to make a difference and being prepared
when the call to lead comes. Albert Einstein once said, "We should take care not to
make the intellect our god; it has, ofcourse, powerful muscles but no personality. It
cannot lead; it can only serve." Leaders know and science has discovered
emotionality's deeper purpose: the timeworn mechanisms of emotion allow two
human beings to receive the contents of each other's minds. Emotion is the messenger
of love; it is the vehicle that carries every signal from one brimming heart to another.
LEADERSHIP
Leadership is applicable to all facets of life: competencies that you can learn to
expand your perspective, set the context of a goal, understand the dynamics of human
behavior and take the initiative to be. The main purpose of leadership is to focus and
motivate a group to enable them to achieve their aims. It also involves being
accountable and responsible for the group as a whole.
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A leader should:
• provide continuity and momentum

• be flexible in allowing changes of direction
Skills Needed
Leaders must have a wide range of skills, techniques and strategies. These include:
• Planning
• Communication skills
• Organization
Awareness of the wider environment in which the team operates. One function that a
leader of a team must perform is holding the team together. A leader is responsible
for:
• ensuring project goals are met

• ensuring a full team effort
• keeping the team happy
Leadership, the ultimate creative skill, is rewarded with the premium compensation-
not to be confused with entitlement. A leader is a visionary whose creative effort
matches the test of enquiry and challenges from informed followers. Value-creating
and vision go hand in hand in successfully led companies.
Leaders require:
Technical competence: Knowledge is currency of future achievement
People competence: Two competencies are important to leaders, communication and
listening. Leaders should also understand the unspoken feelings of their colleagues.
Conceptual skills: The leader cuts to the heart of complex issues by integrating and
creating simplicity out of complexity. “I would not give a fig for the simplicity this
side of complexity”, said Justice Oliver Wendell Holmes, “But I would give my life
for a simplicity on the other side of complexity”.
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Participant – Observer: How we deal with trauma, the dislocations, anger and anxiety
prepares us for our role as participant-observer – that unique ability that enables us to
gain perspective on our own life. Leadership is all about creating a vision that creates
value.
Judgmental Skills: The crucible of real life is the class room for leadership learning.
Leaders learn by failure and mistakes. “ready, fire, aim, fire again” describes the way
leaders learn from acting and from correcting errors. Their entire life is a learning
experience.
Character: What the leader says, the leader must do. People must count on the leader
or they won’t take the risks the leader asks them to take. A clear strong point of view
is helpful, but leaders must stand for something different from consensus. The
successful company consists of high caliber talent, a shared vision and mission, open
and honest communication, and people who have power and freedom to act. Such a
culture is built on a foundation on high ethical standards that shape the reciprocity of
trust that binds follower to manager, manager to leader, leader to follower in a ring
that circulates the common goals.
Optimism: leaders are optimists and purveyors of hope. Leaders trust others and they
are trusted by their peers.
Balance: the need for self esteem, technical competence, people competence,
conceptual skills, judgmental skills, integrity, optimism and trust is vital to a leader.
But each want and need must be kept in balance so an individual does not tilt in one
direction and favour it at the diminution of another.
Leaders Believe: They not only have seen the new possibilities but they present them
to others at whatever risk might follow. Leaders not only are risk takers but believe in
change and facilitate change. Not only does the enterprise change, but the leader
changes and all of the followers change too.
By motivating disengaged workers to become engaged, leaders can greatly increase

productivity and profit. For example, since Toyota has about 10% more engaged
workers it runs one of the most productive operations.
As a leader going into the battle of business, you will only go as far as your team. No
matter your intelligence, your dedication, tenacity and expertise, without a supporting
team, you will not succeed. And without leaders in that supporting team, you will fail.
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One of the most important daily tasks of a leader is to develop leaders. Leader
development for many is a challenge. It requires you to trust others. It requires you to
allow others to perhaps fail in order to learn. Leadership, at the end of the day, boils
down to taking the right decision at the right time. A leader needs to set the direction,
get buy-in from the team, and then align the company to achieve the goals.
In addition to leading the team, it is important to have skills in change management,

have a more participative style of management and being able to build relationships at
all levels.
A leader should be able to identify and manage each team.
“Good leadership is a decision that builds on a combination of wisdom intelligence

and creativity synthesized”
INTRODUCTION TO WORKFORCE
Workforce is indispensable for organizations. Workforce is formed to achieve specific

goals. Goal attainment is the chief yardstick in the measurement of the effectiveness
of a workforce. So proper workforce planning is compulsory and necessary to achieve
the goal. Workforce planning is getting "the right number of people with the right
skills, experiences, and competencies in the right jobs at the right time." Many
organizations, both public and private, have developed models for workforce
planning.
All rely on an analysis of present workforce competencies; an identification of

competencies needed in the future; a comparison of the present workforce to future
needs to identify competency gaps and surpluses; the preparation of plans for building
the workforce needed in the future; and an evaluation process to assure that the
workforce competency model remains valid and that objectives are being met. This
process is simple in outline but depends on rigorous and comprehensive analysis of
the organization’s work, workforce, and strategic direction.
Workforce planning requires strong management leadership; clearly articulated

vision, mission, and strategic objectives; and cooperative supportive efforts of staff in
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several functional areas. Strategic planning (GPRA), budget, and human resources are
key players in workforce planning.
The "why" of workforce planning is grounded in the benefits to managers. Workforce

planning provides managers with a strategic basis for making human resource
decisions. It allows managers to anticipate change rather than being surprised by
events, as well as providing strategic methods for addressing present and anticipated
workforce issues.
Some components of workforce planning, such as workforce demographics,

retirement projections, and succession planning, are familiar to managers. Workforce
planning provides focus to these components, providing more refined information on
changes to be anticipated, the competencies that retirements and other uncontrollable
actions will take from the workforce and key positions that may need to be filled. This
in turn allows managers to plan replacements and changes in workforce competencies.
Workforce planning provides managers the means of identifying the competencies

needed in the workforce · not only in the present but also in the future · and then
selecting and developing that workforce. Workforce planning allows organizations to
address systematically issues that are driving workforce change.
A workforce plan must document the workforce analysis, competency assessments,

gap analysis, and workforce transition planning that makes up the planning process.
Human Resources offices are key players in implementing workforce transition plans.
Human resources staff can provide program offices and managers with the tools for
developing new competencies in the workforce, training employees, recruiting staff
with core competencies, performing workforce analysis, and developing succession
planning models when needed.
Workforce planning is an inclusive process, drawing together program management,

budget, strategic planning, human resources, and program staff and working in
partnership with unions. Workforce demographics and employment data are an
integral part of workforce planning.
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Competencies are a set of behaviors that encompass skills, knowledge, abilities, and
personal attributes that, taken together, are critical to successful work
accomplishment. If the individual competencies in the workforce are not in accord
with those needed by the organization, workforce planning will point out the gaps.
A competency model helps to bridge the gap between where an organization is now
and where it wants to be in the future. Workforce planning offers a means of
systematically aligning organizational and program priorities with the budgetary and
human resources needed to accomplish them. By beginning the planning process with
identified strategic objectives, managers and their organizations can develop
workforce plans that will help them accomplish those objectives.
To be successful, workforce planning requires the commitment and leadership of top

management. Senior-level managers must lead the planning process, must assure that
workforce plans are aligned with strategic direction, and must hold subordinate
managers accountable for carrying out workforce planning and for using its products.
Workforce planning requires all parties to step away from preconceived notions and
to seriously consider change. Workforce planning requires a vision of what is to be
accomplished, and what changes may be needed.
The concept of workforce analysis is one which needs to be fully understood in order
to appreciate the importance of sound analysis in the workforce planning process.
Workforce analysis frequently stops with the consideration of demographic
information: occupations, grade levels, skills and experience, age, retirement
eligibility, diversity, turnover rates, etc. This information is valid workforce analysis
and necessary to documenting the present workforce.
Workforce analysis should take into account other human resource processes such as
succession planning, employee development, career development, and organization
development. Each has a part to play in the identification of critical skills, forecasting
potential vacancies, and preparing both employees and organizations to meet future
needs.
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Just as workforce is indispensable for organization, leaders are indispensable for
workforce. The leadership provided to a workforce influences their effectiveness.
Workforce is inevitable in an organization and leadership are crucial to it.
TYPES OF LEADERSHIP STYLES
The role of leadership in management is largely determined by the organizational

culture of the company. It has been argued that managers' beliefs, values and
assumptions are of critical importance to the overall style of leadership that they
adopt.
There are several different leadership styles that can be identified within each of the
following Management techniques. Each technique has its own set of good and not-
so-good characteristics, and each uses leadership in a different way.
The autocrat
The laissez-faire manager
The democrat
The Autocrat
The autocratic leader dominates team-members, using unilateralism to achieve a

singular objective. This approach to leadership generally results in passive resistance
from team-members and requires continual pressure and direction from the leader in
order to get things done. Generally, an authoritarian approach is not a good way to get
the best performance from a team.
The Laissez-Faire Manager
The Laissez-Faire manager exercises little control over his group, leaving them to sort
out their roles and tackle their work, without participating in this process himself. In
general, this approach leaves the team floundering with little direction or motivation.
The Laissez-Faire technique is usually only appropriate when leading a team of highly
motivated and skilled people, who have produced excellent work in the past.
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The Democrat
The democratic leader makes decisions by consulting his team, whilst still
maintaining control of the group. The democratic leader allows his team to decide
how the task will be tackled and who will perform which task.
The democratic leader can be seen in two lights:
A good democratic leader encourages participation and delegates wisely, but never
loses sight of the fact that he bears the crucial responsibility of leadership. He
motivates his team by empowering them to direct themselves, and guides them with a
loose reign.
If a leader has a workforce of widely differing levels of ability, confidence and

commitment, he/she may want to lead them each with a different style.
• Directing
A team member who has a lot of enthusiasm for the job but not much actual
ability, for example a new start, will need to be directed. The leader will not
need to spend much time giving encouragement or coaxing them along. He
will however have to tell them what to do next after they complete every task,
and how to do the tasks set.
• Coaching
After being in the group for a while, somebody might begin to lose confidence
and therefore motivation, as they still can't seem to do the work they want to
do. At this stage the leader will need to coach them along. The leader will still
need to tell them what to do at virtually every point along the way, while
taking care to encourage them and praise them at every turn.
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• Supporting
Gradually the team member's technical ability will increase until they are at a
stage where they can actually do everything required of them, however they
may still lack the confidence to actually do it off their own backs. The leader
should no longer have to tell them what to do, although they may think
otherwise. He should seek their opinions on the next stage, and be seen to take
notice of their ideas.
• Delegating
A technically competent person's confidence will gradually grow until they

feel able to work completely on their own. The leader should now be able to
delegate specific areas of work to them and feel little need to tell them either
what to do or to praise them as frequently for doing it. The time that you don't
have to spend "leading" these members of the group can be spent with the less
experienced group members, or on the work that leader need to do.
MODELS / THEORIES OF LEADERSHIP
The models/theories of leadership are
• Trait theory
• Behavioural theory
 Ohio state leadership style
• Fiedler's Contingency Model.
• Hersey-Blanchard Situational Theory.
• Path-Goal Theory.
• Vroom-Yetton Leadership Model
Trait theory
The earliest trait theory can be traced back to the ancient Greeks and Romans. They
concluded that leader is born not made. The characteristics or traits make a person a
leader.
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Behavioural theory
- Ohio state leadership style
The Ohio state university initiated various studies on leadership and interdisciplinary
team of researchers from psychology serology and economics. From the study they
developed Leader Behavior Description Questionnaire (LBDQ) to analyze leadership
in numerous types or groups and situations.
Leadership styles cannot be fully explained by behavioural models. The situation in

which the group is operating also determines the style of leadership which is adopted.
Several models exist which attempt to understand the relationship between style and
situation, four of which are described here:
• Fiedler's Contingency Model.

• Hersey-Blanchard Situational Theory.
• Path-Goal Theory.
• Vroom-Yetton Leadership Model
Fiedler's Contingency model
Fiedler's model assumes that group performance depends on:
• Leadership style, described in terms of task motivation and relationship

motivation.
• Situational favorableness, determined by three factors:
1. Leader-member relations - Degree to which a leader is accepted and

supported by the group members.
2. Task structure - Extent to which the task is structured and defined, with
clear goals and procedures.
3. Position power - The ability of a leader to control subordinates through

reward and punishment.
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High levels of these three factors give the most favorable situation, low levels, the
least favorable. Relationship-motivated leaders are most effective in moderately
favorable situations. Task-motivated leaders are most effective at either end of the
scale. Fiedler suggests that it may be easier for leaders to change their situation to
achieve effectiveness, rather than change their leadership style.
Hersey-Blanchard Situational Theory
This theory suggests that leadership style should be matched to the maturity of the
subordinates. Maturity is assessed in relation to a specific task and has two parts:
• Psychological maturity - Their self-confidence and ability and readiness to

accept responsibility.
• Job maturity - Their relevant skills and technical knowledge.
For four degrees of subordinate maturity, from highly mature to highly immature,
leadership can consist of:
• Delegating to subordinates.
• Participating with subordinates.
• Selling ideas to subordinates.
• Telling subordinates what to do
Path-Goal Theory
Evans and House suggest that the performance, satisfaction and motivation of a group
can be affected by the leader in a number of ways:
• Offering rewards for the achievement of performance goals.

• Clarifying paths towards these goals.
• Removing performance obstacles.
A person may do these by adopting a certain leadership style, according to the

situation:
• Directive leadership - Specific advice is given to the group and ground rules
are established.
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• Supportive leadership - Good relations exist with the group and sensitivity to
subordinates' needs is shown.
• Participative leadership - Decision making is based on group consultation and
information is shared with the group.
• Achievement-oriented leadership - Challenging goals are set and high
performance is encouraged while showing confidence in the groups' ability.
Vroom-Yetton Leadership Model
This model suggests the selection a leadership style for making a decision. There are
five decision making styles:
• Autocratic 1 - Problem is solved using information already available.

• Autocratic 2 - Additional information is obtained from group before leader
makes decision.
• Consultative 1 - Leader discusses problem with subordinates individually,
before making a decision.
• Consultative 2 - Problem is discussed with the group before deciding.
• Group 2 - Group decides upon problem, with leader simply acting as chair.
TOP LEADERS
Ed Becker, co-founder of Econotech Ltd., providing technical support for pulp and
paper companies.
His new foundation has better equipped my company and Ed Becker to compete in
North America and the world. First and most important, they now have a proper
foundation for personal and company ethics. According to him company has to be
100% ethical to survive. If you cheat a customer, they will not come back, and they
will tell others! If you are completely honest and trustworthy, they will also tell
others.
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Pat Gel singer (Youngest Vice-President of Intel)
When Intel offered him a job straight out of college, Pat jumped at the opportunity.
Hired as a technician, Pat was disappointed to learn his job basically involved being a
gopher for the engineers.
“The only career aspiration I had when I started at Intel was to be the engineer
telling the technician what to do as opposed to the other way around.”
Pat planned to achieve this goal through education. Two months after starting at Intel,
he began working on his bachelor’s degree in addition to his full-time job. He planned
to eventually finish his master’s and PhD as well.
As Pat’s family grew, his career also advanced. He even managed to finish his
master’s degree at Stanford and was offered a full scholarship to complete his PhD.
Not wanting to pass up the opportunity, Pat resigned from Intel. But Intel wasn’t
going to let him go that easily. They promised Pat that if he stayed at the company,
they would make it worth his while. True to their word, they made Pat design
manager of the 486 computer chip and, at age 32, named him as the youngest vice
president in Intel’s history.
Anne Holland, President and CEO of Mayco Oil
How does a little girl born into a poor, immigrant family in northern Canada wind up,
as a grown woman, running her own business trading and marketing domestic crude
oil, one of the most competitive, high stakes business arenas in the world?
Ed Bjurstrom, Vice President of Engineering for Amgen, the largest biotechnology

firm in the world
As the vice president of engineering for Amgen, the largest biotechnology firm in the
world, Ed Bjurstrom has reached the pinnacle of his career. When he started out at
Amgen a mere 15 years ago, the fledgling company was barely getting by from month
to month and Ed’s future there was shaky at best.
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But today, all that has changed. As the company has grown and prospered, so has Ed.
He is now responsible for overseeing Amgen’s construction projects around the world,
which, this year, means managing a budget of around $2.5 billion!
Peter Chung, President and CEO of the Eminata Group, a multi-million dollar
education-based company, headquartered in Vancouver, British Columbia.
. “The advice he give to young people is this: If you want to be successful, first of all
you have to figure out why you want to be successful… You have to search your soul
and discover why you want to go in that direction. You can’t just be doing it for the
sake of money, because money does not bring you happiness. You’ve got to
understand what happiness is first, and that can only be found in God.”
Karen Faith Heller, Co-owner of Cog Motion, a software technology firm.
Karen Faith Heller is the Co-Founder, and CEO of Cog Motion, Inc., a leading-edge
software technology startup, founded in Y2001, developing "Virtual Librarians" for
the effective use, management and collaboration of real-time information. Cog
Motion’s applications span Patent Management, Customer Support, Human
Resources, Research, and Marketing.
Ms. Heller founded WayCoolPeople, Inc., a Strategic Resource Planning, Executive

Placement and Executive Coaching enterprise specializing in the High Tech and
Telecom arenas in Y1999. Her background in sales, marketing, and organizational
development enabled her to establish WayCoolPeople as a strategic “talent”
consultant to emerging-growth companies. WayCoolPeople has placed entire “teams
at a time” into fast-growth companies to facilitate immediate productivity. Ms. Heller
works in partnership with client executives to create strategic resource plans and
identify ideally targeted Executives that bring high value to their enterprises. Ms.
Heller founded her WayCoolPeople business as a “leap of faith” and through her
success encourages other entrepreneurs and individuals to achieve their dreams by
identifying and following their business and career “passion." WayCoolPeople's
“Lead the Millennium” program teaches executives skill sets in connected leadership
to enable them to gain a competitive advantage.
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She holds five IBM “100% Club” awards, IBM Executive awards, two ARC “Super
Pro-Club” Awards, Las Colinas BPW “Young Careerist” award, and ABI's "Woman
of the Year" award in Y2002.
Scott and Vicki Gillis

Scott holds a top level job with AIG Sun America,
Scott and his wife Vicki also run their own real estate company.
Considering that most people’s goal is to make as much money as possible so they
can retire as early as possible, Scott Gillis stands out as somewhat of an anomaly.
Even after making more money than he could ever hope to spend, not only does Scott
continue to hold down a top level job with AIG Sun America, he and his wife Vicki
also run their own real estate company on the side.
That was certainly true when Scott was just starting out in the accounting field. “My
focus was really to make a name for myself… rise to the top of the ladder,” Scott
says.
Scott continues to hold down his job with AIG Sun America in addition to all of his
other responsibilities. He manages approximately 250 people as well as the finances
for a company with over $250 billion in assets.
Jerry Caven, owner of the Half Moon Ranch, restaurant entrepreneur, real estate
developer
Jerry Caven says:, “If you are starting a business and want to be successful, one thing
I would tell you is to go to the Bible and read and understand the concepts that are put
forth there. Not only will these concepts help you to be successful in every way, in the
Bible, you will also encounter Jesus. And knowing Jesus will give you far more than
any business success ever could, namely, peace and hope.”
David Browne, CEO of Lens Crafters
At the tender age of 29, David Browne was living every entrepreneur’s dream. As
CEO and President of Lens Crafters, the multi-million dollar eyewear company he co-
founded, every sign indicated that his star would continue to rise.
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Ken Kolek, founder of Prototype Consulting Services
Ken Kolek, founder of Prototype Consulting Services, received a typical business

education. “You know, the business pyramid looks this way,” he says. “It gets smaller
at the top, because there’s less oxygen up there, and you have to be well conditioned,
tough. You have to learn how to throw everybody else off those upper floors.” But
Ken eventually realized helping other people succeed was not only more fulfilling, it
was also the best way to ensure his own company’s success.
S Truett Cathy: The Chick-fill-A success Story

Chick-fill-A is a fast food restaurant chain in the USA. It has over 1000 restaurants.
Truett Cathy’s career story belongs in a collection of biographies labeled “Christian

Business Leaders” or in the broader category of “Businesses Built on Religious
Principles.”
In 1967 Cathy founded the Chick-fill-A chain of fast food restaurants. In building the
1,000 store chain, he explicitly relied on his religious principles. At the age of 12
Truett was awarded a newspaper route of his own. From 1933 to the end of 1941 he
was a newspaper delivery boy. Truett was energized by the challenges of:
• signing up and keeping customers and

• Earning a profit.
Since he bought his papers at wholesale rates and sold at retail prices, he saw the
enterprise as an exercise in business management. Out of this early experience came a
vision of what he would do with his adult life. In his words.
“My success with the paper route convinced me that I would one day open a business
of my own, most likely a service station, grocery store or restaurant.”
Paul Lewan, owner of Lewan & Associates.
Most people would define a man who owns a company that did $100 million in sales
last year as a success. And Paul Lewan, founder of Denver-based Lewan &
Associates, would agree with them. However, throughout his career in office
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technology sales, Paul hasn’t seen success as something to be pursued. Rather, he
defines it as the by-product of doing other things right.
Although he has always had a head for business, Paul’s entrepreneurial ability didn’t
really come to the fore until his first employer, Marchant Calculators went under in
1972.
“I had a number of people working for me at the time, and five of them came to me
and said, ‘Paul, if you’ll start your own company, we’ll go to work for you.’”
Paul’s relationship with his employees that is perhaps most remarkable. Not only does
he send a personal card to employees on the anniversary of each year with the
company, he also phones them on their birthday! And that’s not all. While he
encourages them to work hard, he also strives to ensure his people have plenty of time
for family, friends, and, hopefully, faith.
John D. Beckett, CEO of the RW Beckett Corporation
Many people assume that the only way to succeed in business is by following the “not
so golden” rule: “Do unto others before they do unto you.”
Considering this, is it realistic to think a company can be successful by doing exactly

the opposite?
John D. Beckett, Chairman and CEO of the RW Beckett Corporation, thinks so.
Why? Because applying the “Golden Rule” and other biblical principles is exactly
how he built his Elyria, Ohio-based company into one of the leading manufacturers of
heating components in the world.
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1.2 SUBJECT BACKGROUND OF THE RESEARCH TOPIC
In this challenging scenario leadership are very important. Effective leadership is very
important for an effective work force. Business organization requires leaders –
individual who would be instrumental in guiding the efforts of group of workers to
the achievement of goals and objectives.
A good leader should always have the ability to lead his team towards the
achievement of organizational goals. Leaders must posses a wide range of skills,
techniques and strategies. A leader must be a visionary whose creative effort matches
the test of enquiry and challenges from informed followers.
For a team to work effectively there should be an efficient leader. Leaders require
technical competence, conceptual skills, participant- observer, judgment skills,
character, optimism and balance.
A work force is an inevitable part of every organization. They are necessary for
achieving the goals. Work force planning requires strong management leadership;
clearly articulated vision, mission and strategic objectives and cooperative supportive
efforts of staff in several functional areas. To be successful, work force planning
requires the commitment and leadership of the top management.
Work forces are inevitable to organization and leadership is crucial to it.
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1.3 NEED FOR THE STUDY
 Leadership is of great importance in the present world.
 The leadership provided to a work force influences their effectiveness.
 The productivity and profit can be increased by motivating disengaged

workers to become engaged.
 In order to align organizational goals with individual goals, leadership is very

essential.
 Good leadership is a decision that builds on a combination of wisdom,

intelligence and creativity.
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CHAPTER 2
RESEARCH DESIGN
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2.1 INTRODUCTION
Research Design is the basic frame work which provides the guidelines for research.
The research design specifies the method for data collection analysis. There are
mainly two methods of collecting data, primary and secondary data collection.
2.2 STATEMENT OF THE PROBLEM
The concept and need to share leadership and operate as leadership, teams are
becoming accepted widely at the top of the organizations, the focus of leadership
tends to be still very much on the individual. So the relationship between leadership
and work force assumes greater importance.
2.3 REVIEW OF LITERATURE
Leadership is an important and necessary skill for achieving individual and group
organizational performance. The role of leadership in management is largely
determined by the organizational culture of the company.
According to R. J. House, leadership is "the ability of an individual to influence,

motivate, and enable others to contribute toward the effectiveness and success of the
organizations of which they are members".A vision provides direction to the influence
process. A leader (or group of leaders) can have one or more visions of the future to
aid them to move a group successfully towards this goal. Warren Bennis (1989)
interestingly drew 12 distinctions between Leaders and Managers:
• Managers administer, leaders innovate

• Managers ask how and when, leaders ask what and why
• Managers focus on systems, leaders focus on people
• Managers do things right, leaders do the right things
• Managers maintain, leaders develop
• Managers rely on control, leaders inspire trust
• Managers have a short-term perspective, leaders have a longer-term
perspective
• Managers accept the status-quo, leaders challenge the status-quo
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• Managers have an eye on the bottom line, leaders have an eye on the horizon
• Managers imitate, leaders originate
• Managers emulate the classic good soldier, leaders are their own person
• Managers copy, leaders show originality
Leadership development is not an event. It is a process of participating

in respectful conversations where the leader recognizes his or her own feelings and
those of others in building safe and trusting relationships. Leaders mobilize people.
Their role is to undertake challenging goals that involve change. Leaders focus on
changing behavior, Leadership is important at times of change because most of the
time, the systems are not in place and leaders drive change and face challenges that
are humongous. In short, in the case of stable existing systems, you need managers,
while in the case of new turbulent situations that require a change, you need leaders.
Almost always, leadership produces change. Go back in history and read about the
people who were great leaders, and you will see that they were always focused on
change. Look at Mahatma Gandhi — he induced change in Indian society: he
mobilized Indians and changed the way they looked at their state of affairs.
Leaders must carry moral authority. Without moral authority, leadership is blind.
Surveys of business people around the world show that they rank characteristics such
as integrity at the top of the list of essential elements for leadership.
Churchill in World War II; sometimes, they must restore dignity as Abraham Lincoln
did in the struggle against slavery in the US; and, sometimes, they must take a
situation that seems impossible but use moral authority to turn it around, as Gandhiji
did in his fight against the British occupation of India.
Workforce and leadership
Workforce is one that sees itself as one unit, that is dear about where it is going, and
that shares the central qualities of work, power, skills, control, authority, and rewards.
25
Leaders have tried many things to try to get more empowerment into their workforce.
They are:
• Suggestion systems
• Employee of the month
• Training
• Team building
• Quality circles
• Motivational talks
• Job enrichment
Things that need to be shared in workforce:

• Ownership
• Responsibility
• Authority
• Power
• Rewards
• Energy
Decision making is the core process of working with your team. It is important
to understand that there are different levels of participation in decision making.
The lowest level of participation is telling people what you will do. One of the
highest levels are where everybody makes decisions together.
Elements of workforce
The job of today’s manager is to build an empowered team. To do this, some
important elements need to be developed. Managers and employees share in the
development of these elements. They are the foundation of the empowered decision-
making process:
• Respect Control Responsibility
• Information Decision-making Skills
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RESPECT
There is respect when people expect the best from each other, and when they assume
that others have constructive motivations. Each person has personal needs, agendas,
and preferences that must be negotiated. The organization can’t always come first.
INFORMATION
People who work together need complete information. The manager needs to inform
people clearly and completely and then let them make conclusions. Information
should flow freely not be hoarded or hidden from certain people or certain levels of
employees.
CONTROL AND DECISION MAKING

People want to make decisions about how they reach goals and the best way to get a
job done. Empowering managers don’t assume they know but ask people to work with
them to decide how to do things. This may take longer at the start, but it builds
complete agreement and higher commitment to getting the best results.
RESPONSIBILITY
Empowerment means that responsibility is not all on the manager’s shoulders. He or
she can count on help and will share the rewards and credit with everyone. When this
happens, the manager sleeps better and feels less helpless and deserted when there is a
crisis.
SKILLS
People need new skills, and they need to keep learning to keep up with the
organization’s needs. People need to have the opportunity to learn, so they can be true
partners. The capacity to do effective workforce planning will only be developed over
time; it is critical to begin carefully and to validate analysis at each step. Large
organizations should begin with a subset of the workforce and extend planning
through the remainder as skills and experience develops over time.
27
The workforce planning process will maintain links to program, budget, and strategic
planning to assure that the products of workforce planning meet program managers’
needs. Effective workforce planning is a critical element of effective strategic and
operational planning. Workplaces today are searching for quality, for continuous
improvement, fordoing more with less. The empowered work force recognizes that
the needed changes won’t come in the form of an edict from top management.
Many companies have quality-improvement programs. A quality program aims at

having people look at each of their work processes, discovering sources of difficulty,
defects, inefficiency, redundancy, variation, or confusion, and creating new ways to
do things better. A great discovery of the quality program is often that the people who
are doing a task are the best people to redesign it— not a team of outside engineers or
consultants.
BECOMING A LEADER AND THE ASPECT OF DIRECTING

WORKFORCE
BECOMING A LEADER
A leader may not always be a manager, and one day you may see an opportunity to
lead a project or team within your group.
Steps to Leading
1. Identify team members and resources willing to support your leadership.

2. A crucial step is to empathize with others and assess their understanding of the
situation. This will help you understand how to influence these people.
3. Now you should open a discussion which the members.
4. Having convinced the team of your leadership, encourage team
communication to build a team identity. The leader should also try to motivate
the team appropriately.
5. Plan and organize the team by setting realistic goals.
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6. When goals are achieved recognizes and rewards the team. Do not expect the
team to exceed them - this will undermine the leadership and the team will
lose trust in the leader.
A key aspect of leadership is delegation. Unless you delegate tasks to your

subordinates, your team will become inefficient and demoralized.
"I not only use all the brains I have, but all I can borrow." - Woodrow Wilson
Advantages of Delegation
Positive aspects of delegation include:
• Higher efficiency
• Increased motivation
• Develops the skills of your team
• Better distribution of work through the group
ASPECTS OF DIRECTING WORKFORCE
When directing a workforce it is important to structure the tasks to be performed.

Goals should be easily understood by everyone and tasks broken down so that they
appear achievable.
Breaking down the task

Goal analysis
Break down the task.
Nothing will be more demoralizing for the team than setting them a task which seems
impossible (the brick wall approach). Therefore it is important to define a task as a
series of small but significant steps which seem realistic. As the person performs these
broken-down steps he/she will still feel that something tangible has been
accomplished, and the next step toward finishing will become clear. The brick wall
approach will usually result in the task not being accomplished.
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Goal analysis
It is probable that as a team leader you will want to set goals for your team or project.
One such goal may be "to improve communications amongst the team". Clearly there
will be many different interpretations of this goal by different team members. Goal
analysis seeks to remove this ambiguity.
Goal analysis should define an abstract goal in terms of concrete criteria, which when
met will clearly demonstrate that the goal has been achieved. The criteria should be
expressed in terms of actions or results rather than abstractions (which may be
ambiguous). There are 5 steps:
1) Write down the goal.
2) Without editing or judging - describe the goal.
3) Sort.
4) State each action or result obtained from 3.
5) Test the statements.
The key to holding the work team together is motivation. To motivate is to:
"Cause (person) to act in a particular way; stimulate interest of (person in

activity)."1
6 Steps to Motivation
The following steps can be taken to help achieve and maintain group motivation:
• Provide opportunities for group members to become acquainted.

• Indicate the importance/value of the group.
• Make people feel they are important.
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• Clarify goals.
• Identify progress.
• Acknowledge achievements.
Compensation and benefits are key motivators for an effective work force.
KEYS OF EFFECTIVE LEADERSHIP
Transformational, adaptive, and enabling leadership are emphasized as keys to
effective leadership in the changing business environment. Leadership of e-businesses
and dot. com companies requires dynamic new vision, communication, and decision+
making capabilities to establish initiatives and respond to dynamic environments-
including the ups and downs of the stock market and highly competitive marketplace,
all of which add up to a vibrant economy. It also requires excellence in tried-and-true
business and management skills that are taxed more than ever to cope with
information overload and other stresses and demands brought about by new
technology.
Leaders have to recognize the value of new technologies, communicate why they are
needed, and convey enthusiasm for the initiatives while employees are asked to do
more work with fewer resources. Leaders need to ensure that sufficient resources are
devoted to educating employees about the new systems. This means more than simply
training employees on how to perform their specific functions using the new
technology, but on the ways their jobs and the technology fit within the overall flow
of work throughout the organization and between the organization and suppliers and
customers.
Leaders need to be able to communicate this enterprise-wide perspective and have the
patience and resources to ensure that employees have this comprehensive
understanding. Leadership is much more than setting direction and organizing and
monitoring work. It is a direct product of the development of new technologies,
shifting market demands, and the anticipation of continuous change.
Effective leadership and management communication is a key driver in employee

engagement. To support leaders and enable them to be effective in their
communication role we need to define their role, determine the skills they need and
provide the tools to support them. The senior leader’s role in creating a line of sight
31
for employees should include being responsible for setting the vision and bringing it
to life for employees, and building context around the vision.
To support this role, senior leaders often need further developments in skills such as
listening, recognition for desired behaviours and story telling that clearly
demonstrated why the business strategy is important to the organization. Leaders were
brought together in alignment session to agree on the behaviours and their role in
engaging employees in them.
Gaining input from leaders:

Leaders should be involved in developing a set of consistent messages around
business strategy. The input can be gained from these questions:
The business case: Why is this strategy the right one for our business?
The elevator speech: What will be our focus for the next twelve to eighteen months?
Cultural attributes: What does the culture need to look like for this strategy to
succeed?
Proof points: What are some stories you can tell now that demonstrate the success of
people contributing to the strategy.
The employee actions: What do people in your business need to be doing differently
to achieve the strategy.
The ability of a nation to be successful depends not only on the government but also
on the business and the corporate leaders to make things happen for their
organization.
Leadership characteristics are defined as personal factors and individual possess
which separate him or her as a leader from others. Five leadership characteristics to
measure the leadership qualities are: persistence, honesty, intelligence, self confidence
and vision. The five leadership characteristics were also selected as it represented the
common leadership characteristics highlighted by the most writers on leadership and
were easily understandable as well as quite applicable. Leaders do indeed possess
leadership characteristics. The corporate leaders produced an extensive list of
qualities they desired in future recruits, but almost none involved functional and
technical knowledge.
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The basics
There are three elements to global business capabilities:
Knowledge: The foundation of global business capabilities is Knowledge. Knowledge
can be defined as understanding gained through experience or study. Knowledge
covers the basic functional areas and each of the subject areas.
Skills: The second element to global capabilities is the acquisition of Skills. Skills are
practiced ability, the learning acquired through the repeated application of knowledge
and tent to be acquired during middle career period when people move into general
management roles.
Business is action oriented and skills are fundamental to effective management. The
skills required are global and complex, and required profession rather than adhoc
training.
Attributes: Attributes are individual qualities, characteristics or behaviors focused on

leadership. The attributes required for business leadership can be developed in a
business school at least to the same degree as business knowledge and skills can.
As Warren Bennis, observes in his book ‘On Becoming a Leader’, the next generation
of business leaders will be more broadly educated than their predecessors. They will
have to possess boundless curiosity, limitless enthusiasm, have faith in people and in
team work, have a willingness to take risks, remain devoted to long term growth
rather than short term profits, be committed to excellence, and display readiness,
virtue and vision.
The concept of entrepreneurial management leadership is considered as the essence of

management leadership which is maintained through successful contemporary
entrepreneurship. The practice of successful contemporary entrepreneurial
management leadership is thereby fulfilled with an array of exciting activities and
new creative developments.
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VARIOUS LEADERSHIP SKILLS
• The various leadership skills are:
• Transactional and Transformational leadership
• Adaptive
• Forceful and enabling
• Inspirational
• Principled leadership skills
Transactional and Transformational leadership

Transactional leadership works well when the organization needs clarity, structure,
communication, and focus on bottom-line performance, whereas transformational
leadership works well when the organization needs major change in response to
rapidly evolving markets and technologies. Transformational leaders develop people
through delegation and empowerment. They make them responsible and accountable
for corporate goals, and then get out of their way. They may introduce processes, such
as total quality management as a vehicle for encouraging employees at all levels and
functions of the organization to spearhead and/ or participate in identifying and
implementing improvements for enhanced organizational outcomes.
Transformational leadership is defined as the changing of associates to increase their

level of trust in the entrepreneur, perform best the achievement of the organizational
goals. As charismatic leaders, such entrepreneur also has a vision of how things could
be and clearly communicate this to associates through their excitement and
enthusiasm to motivate them for supporting the vision.
Transformational leaders evaluate employees’ potential, and envision what needs to
happen to expand their responsibilities. Instead of setting goals to achieve (the
transactional approach), the focus is on supporting a developmental process to help
34
individuals achieve higher levels of responsibility and favorable outcomes (the
transformational approach).
Transformational leaders develop people by motivating them, appealing to their sense

of morality, and empowering them to make decisions. They arouse needs for self-
actualization by presenting challenges, not resolving problems. They demonstrate the
organization’s moral values and encourage people to transcend their own self-
intefroerst the sake of the organization (e. g., moving people’s focus and attitudes
from an individualistic to a collectivistic orientation). In addition, they promote
people’s active engagement in the task by giving people a chance to exert initiative
and by rewarding self-starters.
Leaders have the power to set the tone for the entire organization. Leadership is tested
at the edge, sometimes as a result of disastrous situations.
Adaptive Leadership skill

Another approach to leadership that is closely tied to a transformational approach
stems from the idea that leaders need to be flexible in the styles of behavior they
adopt. The complexity of organizations and differences between people with whom
the leader interacts and depends necessitate behaving differently in different
situations. This is contingency management, or adaptive leadership.
Organizations are adaptive systems in complex environments, rather than
mechanistic, standardized systems that operate by fixed rules and predictable
situations. Adaptive leaders concentrate on adding value and producing outcomes, not
doing activities. Adaptive leaders have intentionally broad-based job descriptions to
allow them flexibility. Also, adaptive leaders recognize that one activity may
substitute for another. Adaptive leaders are proactive, envisioning opportunities and
finding resources and then taking advantage of them. They develop their
organization’s capacities to learn and evolve.
New leadership strategies and modes operating are needed to respond to shifts in
societies, markets, and technologies.
Heifetz and Lauder (1997) offered six principles for adaptive leadership: (a)Work
hard while maintaining a perspective on the whole situation. Do not get swept up in
the press of daily work. Be able to identify conflicts about values and power.
Recognize procrastination and work avoidance. Look for other positive and negative
35
reactions to change. (b) Identify the adaptive challenge, that is, what needs to be
changed. (c) Regulate distress. Do not let it get out of hand. Yet let people feel stress.
One way to achieve this balance is to place people in a “holding environment” a
temporary place, such as an off-site workshop, where managers with different views
can discuss real problems and develop ideas for strategic and operational change. (d)
Maintain disciplined focus to the challenges at hand. Counteract distractions that arise
because people resist change (e. g., finger pointing about who’s to blame or
arguments over who should do what). (e) Delegate the work back to the people who
know how to do it. Involve them in the process of change. Trust them to respond
appropriately.
Adaptive leadership is not like solving a technical problem by driving to solution and
convincing others to get on board (Heifetz & Lauder, 1997). Adaptive leaders do not
provide the solutions. They engage others in the process of learning and allow others
to take responsibility for solving problems. They recognize that adaptive change is
distressing and this distress needs to be experienced and managed. Adaptive leaders
give others credit for being emotionally mature and able to step up to the plate when it
comes to ambiguity, conflict, and responding to a shifting environment.
Forceful and Enabling Leadership
Similar to the concept of adaptive leadership, Kaiser and Kaplan (2000) viewed
leadership as a function of versatility-the ability to adapt to competing demands.
Effective leaders need to able to apply at least two types of leadership: Sometimes
they need to be assertive and forceful. Other times, they need to be supportive and
enabling. The need to adapt leadership style to changing demands is all the more
important in a constantly changing business environment (e. g., a shifting global
economy, rapid technological innovation, and demographic diversity). This requires
leaders to be behaviorally complex. However, executives tend to be aggressive and
self-assertive or relational and enabling.
Kaiser and Kaplan (2000) characterized the personalities of forceful leaders as

aggressive, competitive, critical, dominant, intense, outspoken, and self-assertive.
36
They described enabling leaders as appreciative, cautious, caring, compassionate,
gentle, mildly responsive to others, and understanding.
Inspirational Leadership
Another approach to leadership is based on the leader’s charismatic personality.
Patricia Wallington, former chief information officer of Xerox Corp., captured this
idea in the concept of inspirational leadership (Wallington, 2000). She described a
leader she remembered as inspirational as a person who always made time for her,
never solved her problems but provided guidance in the form of principles that could
be used in different situation (e. g., “Kill your enemy with kindness”), and encouraged
by praising her strengths. He made her feel she could accomplish anything, and to her,
that was inspiration. More generally, she outlined the following eight characteristics
that draw people to a leader and a project, inspiring energy and involvement:
1. Passion and vision: Inspirational leaders have a deep interest their work, and they
find the words to capture others’ imagination.
2. Will and determination: They are intent on accomplishing their goals.
3. Courage: They take on the “big idea” without worrying “what’s in it for me.”
4. Confidence: They welcome reasonable risks and learn from failure.
5. Caring: They empathize with others, understand their motivations, and meet their
needs.
6. Charisma: They are social, extroverted personalities who draw people to them, or
they have low key personalities that build rapport and inspire devotion.
7. Authenticity: They mean what they say.
8. Connectedness with people: They listen intently with open minds and learn from
everyone.
Inspirational leaders take on risky projects because they are passionate about the
possibilities and the potential positive outcomes. They create a mystique around the
project, helping others to see it as a chance of a lifetime. As a result, people stand in
line to volunteer and participate actively with real commitment.
Principled Leadership:
A Style that Transcends Situation
37
Principled, diplomatic leadership is the ideal, yet practical, leadership style. It extends
the transformational, adaptive, enabling leadership styles, recognizing the realities of
today’s world combined with the need for treating people sensitively and behaving
ethically as the foundation for effective leaderships.
Complex environments and resulting organizational change demand transformational
and inspirational leadership that creates and communicates a clear vision, engenders
commitment, and empowers participation. Today’s leaders create and lead new,
adaptive organizational structures that rely on teams and have a global, multicultural
perspective. Moreover, leaders need to maintain a principled, diplomatic stance,
particularly in dealing with difficult situations.
STRATEGIES OF A LEADER
A strong leader is always thinking ahead - anticipating - ready with solutions when
problems arise. S/he has a finger on the pulse of staff and customers alike and uses
that information to grow the department/company.
Here are 7 leadership strategies.
Strategy #1: Effective leaders master their time
Effective leaders are relentless about clearing items off their to do list. What's more, it
helps them control their time.
Strategy #2: Three questions to boost productivity

As the number of knowledge workers continues to grow, it becomes increasingly
urgent for managers and leaders to find ways to measure and boost their productivity.
Ask your knowledge workers 3 questions:
** What tasks do you perform?
** What do you believe you should contribute to the organization?
** What prevents you from getting your work done?
Strategy #3: Work/life balance -- a leadership issue

In times of uncertainty, employees often put in long, long hours. That leads to
burnout. Workers suffer and so does their work.
To ensure that employees' personal time remains personal, take these anti-burnout
measures:
38
** Limit or do away with Friday meetings. Allow your employees to enter weekends
free of work-related responsibilities.
** Alter travel weekends. Limit employees' nights away from home.
** Limit technological "tethers."
Strategy #4: Silence is golden
You might be surprised to learn that many leaders' most harmful behavior is adding
too much value. This behavior is triggered the moment an executive comes to the
senior leader with an idea that s/he thinks is really good. "Great idea!" the leader
enthusiastically agrees. But because s/he can't resist, the leader gives "input" about
executing the idea.
Strategy #5: Put together a great problem-solving team

To meet the demands of one city's recycling plan, engineers designed a new truck
with a hydraulic arm on the right side to pick up and empty specially designed trash
barrels. But when the real experts - the drivers - saw the expensive new trucks, they
immediately pointed out that they were useless for picking up trash on the left-hand
side of the one-way streets!
Problem-solving teams often bring together all kinds of people to create a solution
except the solution's ultimate users.
Strategy #6: Solve problems with the right question

A good strategy to finding the right answer to a problem is to start with a solution-
oriented question that requires a simple "yes" or "no" answer.
Strategy #7: Smart leaders build bench strength

Develop great bench strength by sticking to two simple rules:
**Insist that every supervisor have his/her own replacement trained and ready to
move up.
** Defer salary increases and promotions for anyone who has not done #1.
”Whenever you see a successful business, someone once made a courageous
39
decision.”
- Peter Drucker
CHARACTERISTICS OF SUCCESSFUL LEADERS.
The Characteristics are:
1. Track record: Most people who were promoted to the executive suite had a strong
record of success, at least a consistent record of positive bottom-line results.
2. Brilliance: Successful executives were perceived to be uncommonly bright in a

technical or functional specialty or in a general skill such as the ability to solve
difficult problems or analyze complex situations.
3. Commitment: Successful executives were seen as loyal to their company. This is

evident in a willingness to work long hours and accept whatever assignments come
along.
4. Charisma: Successful executives were likely to be highly affable. Often, this is

especially evident in their behavior with people at higher levels in the organization.
5. Ambition: Successful executives showed hard driving ambition. They wanted to be

an executive, and they were willing to do whatever it took to make it happen.
Successful leadership requires one more element — wisdom. You can be creatively,
analytically and practically intelligent. You can be creative and intelligent, but if you
are not wise, then it goes sour. Wisdom emphasizes the positive use of knowledge and
skills.
The leaders who possess and reflect in their leadership roles that are the greatest
combination of joy, hope, charity and peace. Successful entrepreneurial leaders are
40
value-based visionaries and communicators, going from a position of a trust and
confidence.
The fulfillment and satisfaction derived from the hard work, the frustrations and the
challenges, the success and, eventually, seeing your team and institution grow and
create a broad impact, is tremendous. Being a leader in tough, challenging situations
brings out the best in me.
2.4 OBJECTIVES OF THE STUDY
 To study the role of leadership in work force.
 To study the role of leadership in work force with reference to software

industry.
 To find out the relationship between leadership and work force in Human
Resource Management.
 To explore the relationship between work force and innovative behavior,

they demonstrate from socio-technical perspective.
2.5. SCOPE OF THE STUDY
Leadership is the action or influence necessary for the direction or organization of

effort to a group undertaking. To lead others successfully, one must first learn how to
lead oneself effectively.
This study is confined to Bangalore City. The results cannot be generalized.
2.6 HYPOTHESIS
H0: There is no role for leadership in work force.
H1: There is a role for leadership in work force.
2.7 RESEARCH METHODOLOGY.
This study entitled ‘A study on the role of leadership in work force’ is done with
reference to software industry. On behalf of the IT companies INSZOOM and
NANDI POWERTRONICS are selected. The data are collected by using
questionnaire. This purpose of this study was to uncover and describe the role of
41
leadership in workforce. This inquiry led toward understanding the influences of
organizational and individual values on the performance, relationships, and
effectiveness of leader’s relationship with workforce. The particular focus was
oriented towards leadership qualities, since conflicts expose differing within a context
of working with different teams.
2.8 SAMPLING
2.8.1 Population:
In this study, there is a population of 250 experienced persons.
2.8.2 Sample Size
Samples of 60 experienced persons from the two companies are being taken for the
study.
2.8.3 Statistical tools
The following statistical tools are used for analysis:

T- Test.
SPSS package is used for performing all the above said analysis
2.9 DATA COLLECTION METHOD
Primary Data: Primary data are useful for current studies as well as future studies.
These data are collected for the first time by the researcher. The primary data for this
study is collected by using questionnaire.
Secondary Data: Secondary data are those which are collected from journals,
magazines, government publications, annual reports of companies etc…….. The
secondary data for this study is collected from journals, magazines, internet, books
and reports from companies.
2.10 FIELD WORK

My Dissertation study is concentrated mainly on Software Industry. INSZOOM and
NANDI POWERTRONICS were the two companies where my study is conducted.
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2.11 METHOD OF ANALYSIS
Percentage
Average
Graphs
2.12 LIMITATIONS OF THE STUDY
The major limitations of this study are:
 Time constraints
 Geographical constraints
 This study is confined to Software Industry, so it may not be applicable to
other industry.
 This study is limited to only two companies.
2.13 CHAPTER SCHEME
Chapter 1: Introduction deals with introduction to the subject, introduction to

leadership and workforce; it also consists of subject background of the research topic
and need for the study.
Chapter 2: Research Design deals with statement of the problem, review of literature,
objectives, scope, Hypothesis, methodology used and tools for data collection.
Chapter 3: Company Profile deals with the introduction to software industry, profiles
of software companies namely INSZoom and Nandipowertronics.
Chapter 4: Analysis and Interpretation of Data gives the detailed explanation towards
the questionnaire used for the study. It also gives the analysis of the questionnaire
using SPSS package.
Chapter 5: Summary of Findings, Suggestions and Conclusion
43
CHAPTER 3
PROFILE OF COMPANIES
44
3.1 INTRODUCTION TO SOFTWARE INDUSTRY
The Indian software industry truly symbolizes India’s strength in the knowledge
based economy. Highly skilled human resources coupled with low wage structure and
world class quality have transformed India into a global powerhouse in the
Information Technology (IT) software services and solutions sectors.
The Indian IT industry has grown from US$ 0.8 billion in 1994-95 to US$ 10.1 billion
in 2001-02. The figure below illustrates the growth of the Indian IT sector. Software
and services exports are expected to account for more than 50 per cent of the sector
turnover in 2001-2002.
• Despite a slowing global economy, Indian Software exports grew by 23

percent in 2001-02, while overall exports fell down by 2 per cent.
• India currently exports software to around 95 countries around the globe and
more than 250 Fortune 500 companies have outsourced some part of their
software requirements from India. North America and Europe accounted for
86% of Indian exports in 2000-2001.
• The growth of India as a software hub has also been facilitated by the
initiatives taken by the Union and State Governments. Many State
Governments have set up Hi-Tech Parks and implemented e-governance
projects.
• Many global software majors have set-up operations in India. They include
Microsoft, Oracle, and Adobe among others.
• The government has also announced incentives for adhering to Quality

Standards such as ISO 9000, SEI CMM by providing import duty concessions.
45
Similarly, Exam bank subsidizes the cost of acquiring the quality standard by
around 50%.
• The growth of the sector has also been enhanced by a flourishing venture
capital (VC) industry. The VC industry was estimated to be worth around US$
408 million in 2000 and is expected to grow to US$ 10 billion by 2008. This
shows a CAGR of around 50 per cent.
Information Technology, as defined by the Information Technology Association of

America is: “the study, design, development, implementation, support or management
of computer – based information systems, particularly software applications and
computer hardware.”
Information can usually be replaced by the term ‘data’ without loss of meaning. IT
deals with the use of electronic computers and computer software to convert, store,
protect, process, transmit and retrieve information securely.
Today software industry has ballooned to encompass many aspects of computing and
technology, and the term is more recognizable than ever before. The software industry
umbrella can be quite large, covering many fields. Software professionals perform a
variety of duties that arrange from installing applications to designing complex
computer networks and information data bases.
46
3.2 COMPANY PROFILES
3.2.1 INSZoom
INSZoom is the world’s largest immigration software company – the leader in the
global mobility and immigration software industries. The company provides
comprehensive, open commerce platforms that electronically enable their clients to
share valuable information online, process immigration petitions faster, stay
compliant and effectively managed the global mobility workforce. ISSS is now using
an online software program called INSZoom which will allow departments to go on-
line to initiate requests for H-1B petitions for UMN employees. Much of the data
about the employee and the position can be submitted to ISSS via on-line
questionnaires. Of course, USCIS still requires that paper documents will have to be
submitted, and employing departments will continue to be responsible for gathering
and submitting all paper documents to ISSS. Using INSZoom is a quicker and more
efficient way to process H-1B applications for all the concerned parties.
3.2.2 NANDIPOWERTRONICS
Nandi POWERTRONICS is the company established in the year 1996, started by the
professionals with rich experience and strength in the field of Planning,
Design, Engineering, and Manufacturing & Management. The company
management is on the principles of TQM culture and process oriented
thinking. Company engaged in manufacture of:
 Interfacing accessories (Providing Interfacing

Solutions) for PLC and CNC systems in the field
of machine tools automation.
 Interfacing accessories for DCS and PLC’s in the
47
field of Process automation.
 Manufacturing Jigs and fixtures for PLC based
testing through Jigs and fixtures.
 Manufacturing of control panels, PLC based
system, MCC’s and PCC’s.
 Assembly of cable for all types of interfacing
accessories for PLC, DCS & CNC System.
Nandi POWERTRONICS (both factory and office premises) is situated in a work area
of 3200 Sq. feet. and located in the Industrial area of Kamakshipalya, Bangalore,
which is easily accessible and also nearer to Peenya Industrial Area (Asia's largest
Industrial area) and other Industrial Areas of Bangalore.
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CHAPTER 4
ANALYSIS AND INTERPRETATION OF DATA
49
4.1 ANALYSIS OF QUESTIONNAIRE FOR MANAGERS
4.1.1 Table showing the extent to which the respondent acts as the spokes person of
the group.
Valid Cumulative
Frequency Percent
Percent Percent
frequently 15 25.0 25.0 25.0
always 45 75.0 75.0 100.0
Total 60 100.0 100.0
spokesperson
frequently
15.00 / 25.0%
always
45.00 / 75.0%
In the above chart mentioned 75% of managers said always like act as spoke person
of the group and 25% frequently like act as a spoke person.
4.1.2 Table showing extent to which the respondents encourage overtime.
Valid Cumulative
Frequency Percent
Percent Percent
Occasionally 49 81.7 81.7 81.7
Frequently 9 15.0 15.0 96.7
Always 2 3.3 3.3 100.0
Total 60 100.0 100.0
OVERTIME
alw ays
2.00 / 3.3%
frequently
9.00 / 15.0%
50
occasionally
49.00 / 81.7%
In the above chart mentioned majority of the managers encouraged overtime
4.1.3 Table showing the extent to which respondents allow members complex
freedom in their work.
Valid Cumulative
Frequency Percent
Percent Percent
Never 11 18.3 18.3 18.3
Seldom 44 73.3 73.3 91.7
occasionally 5 8.3 8.3 100.0
Total 60 100.0 100.0
complex freedom
occasionally
never
5.00 / 8.3%
11.00 / 18.3%
seldom
44.00 / 73.3%
In the above chart mentioned 73.3%of managers seldom allow complex freedom in
their .work, 18.3% never allow and 8.3% occasionally allow.
4.1.4 Table showing the extent to which the respondent encourages the use of
uniform procedures.
Frequen Percent Valid Cumulative
51
cy Percent Percent
never 59 98.3 98.3 98.3
always 1 1.7 1.7 100.0
Total 60 100.0 100.0
uniform procedures
alw ays
1.00 / 1.7%
never
59.00 / 98.3%
In the above chart mentioned 98.3% managers never encourager the use of uniform
procedures and 1.7% always encourage.
4.1.5 Table showing the extent to which the respondent permits the members to use
their own judgment in solving problems.
Cumulative
Frequency Percent Valid Percent
Percent
Never 2 3.3 3.3 3.3
frequently 28 46.7 46.7 100.0
Total 60 100.0 100.0
0wn judgement
frequently
28.00 / 46.7%
never
2.00 / 3.3%
occasionally
30.00 / 50.0%
52
In the above chart mentioned 50% of managers occasionally permit the members to
use their own judgment in solving problems, 46.7% permit frequently and 3.3% never
permit.
4.1.6 Table showing the extent to which the respondents try out their own idea in the
group.
Cumulative
Percent
frequently 24 40.0 40.0 66.7
always 20 33.3 33.3 100.0
Total 60 100.0 100.0
IDEA
alw ays
20.00 / 33.3%
occasionally
16.00 / 26.7%
frequently
24.00 / 40.0%
In the above mentioned chart 40% of managers frequently try out their idea in the
group, 33.3% always and 26.7% occasionally.
4.1.7. Table showing the extent to which the leader would tell the members to do their
work in the way they think best.
Cumulative
Percent
seldom 4 6.7 6.7 6.7
53
frequently 6 10.0 10.0 85.0
always 9 15.0 15.0 100.0
Total 60 100.0 100.0
think best
alw ays
9.00 / 15.0%
frequently
6.00 / 10.0%
seldom
4.00 / 6.7%
occasionally
41.00 / 68.3%
In the above chart shows 68.3% of managers occasionally tell their members to do
their work in the way they think best, 15% always, 10% frequently, 6.7% seldom.
4.1.8. Table showing the extent to which the respondent working hard for a
promotion.
Cumulative
Percent
never 60 100.0 100.0 100.0
promotion
never
60.00 / 100.0%
54
In the above charts shows 100% of managers never work hard for a promotion
4.1.9. Table showing the extent to which the respondent tolerates postponement and
uncertainty.
Cumulative
Percent
never 60 100.0 100.0 100.0
postponement and uncertainity
never
60.00 / 100.0%
In the above chart shows 100% of managers never tolerate the postponement and
uncertainty.
4.1.10. Table showing the extent to which respondent keeps the work moving at rapid
pace.
Cumulative
Percent
frequently 22 36.7 36.7 36.7
always 38 63.3 63.3 100.0
Total 60 100.0 100.0
55
rapid pace
frequently
22.00 / 36.7%
alw ays
38.00 / 63.3%
In the above charts shows 63.3% of managers always keep the work moving at a rapid
pace, 36.7% responds frequently.
4.1.11. Table showing the extent to which the respondent turn the members loose on a
job and let them go for it
Cumulative
Percent
never 60 100.0 100.0 100.0
let them go for it
never
60.00 / 100.0%
4.1.12. Table showing the degree to which the respondents feel that the things usually
turn out as they predicted.
Cumulative
Percent
frequently 28 46.7 46.7 100.0
Total 60 100.0 100.0
predication
f requently
28.00 / 46.7%
occasionally
32.00 / 53.3%
56
In the above chart shows 53.3% of managers occasionally feel the things turned out as
they predicated and 46.7% says frequently.
4.1.13. Table showing the extent to which the respondents allow the group a high
degree of initiatives.
Cumulative
Percent
Valid occasionally 11 18.3 18.3 18.3
frequently 24 40.0 40.0 58.3
always 25 41.7 41.7 100.0
Total 60 100.0 100.0
initiative
alw ays
25.00 / 41.7%
occasionally
11.00 / 18.3%
frequently
24.00 / 40.0%
In the above charts shows 41.7% of managers always allow the group a high degree of
imitative, 40% says frequently and 18.3% says occasionally.
57
4.1.14. Table showing the degree to which the respondent is willing to make change.
Frequency Percent Valid Percent Cumulative Percent

frequently 30 50.0 50.0 88.3
always 7 11.7 11.7 100.0
Total 60 100.0 100.0
CHANGE
alw ays
7.00 / 11.7%
occasionally
23.00 / 38.3%
frequently
30.00 / 50.0%
In the above charts shows50% of managers frequently willing to make change, 38.3%
says occasionally and 11.7% says always.
4.1.15. Table showing the degree to which the respondents asks the members to work
harder.
Cumulative
Percent
frequently 32 53.3 53.3 98.3
always 1 1.7 1.7 100.0
Total 60 100.0 100.0
work harder
alw ays
1.00 / 1.7%
occasionally
27.00 / 45.0%
frequently
32.00 / 53.3%
58
In the above charts shows 53.3% of managers frequently ask their team
members to work harder, 45% says occasionally and 1.7% says always.
4.1.16. Table showing the extent to which the respondents refuse to explain his action
Cumulative
Percent
Valid never 59 98.3 98.3 98.3
seldom 1 1.7 1.7 100.0
Total 60 100.0 100.0
ACTION
seldom
1.00 / 1.7%
never
59.00 / 98.3%
In the above chart shows 98.3% of managers never refuse to explain his action and
1.7% says seldom
4.1.17. Table showing the degree to which the respondents schedule the work to be
done
Cumulative
Percent
Valid frequently 28 46.7 46.7 46.7
always 32 53.3 53.3 00.0
Total 60 100.0 100.0
work to be done
frequently
28.00 / 46.7%
alw ays
32.00 / 53.3%
59
In the above chart shows 53.3% of managers always schedule the work to be done and
46.7% says frequently.
4.1.18. Table showing the degree to which the respondents persuade others that his
ideas are their advantage.
Cumulative
Percent
frequently 33 55.0 55.0 98.3
always 1 1.7 1.7 100.0
Total 60 100.0 100.0
advantage
alw ays
1.00 / 1.7%
occasionally
26.00 / 43.3%
frequently
33.00 / 55.0%
The above chart shows 55% of managers frequently persuade others that his ideas are
their advantage, 43.3% says occasionally and 1.7% says always.
4.1.19. Table showing the extent to which the respondents permit the group to set its
own pace
Cumulative
Percent
Valid never 60 100.0 100.0 100.0
60
OWN_PACE
never
60.00 / 100.0%
The above chart shows 100% of managers never permit the group to sets its own pace.
4.1.20. Table showing the degree to which the respondents urge the group to beat its
previous record
Cumulative
Percent
Valid frequently 6 10.0 10.0 10.0
always 54 90.0 90.0 100.0
Total 60 100.0 100.0
previous record
frequently
6.00 / 10.0%
alw ays
54.00 / 90.0%
61
The above chart shows 90% of managers always urge the group to beat its previous
record and 10% says frequently.
4.1.21. Table showing the degree to which the respondents act without the consulting
the group.
Cumulative
Percent
Valid never 6 10.0 10.0 10.0
seldom 11 18.3 18.3 28.3
occasionally 43 71.7 71.7 100.0
Total 60 100.0 100.0
consulting the group
never
6.00 / 10.0%
seldom
11.00 / 18.3%
occasionally
43.00 / 71.7%
The above chart shows 71.7% of managers occasionally act without consulting
the group, 18.3% says seldom and 10% says never.
4.1.22. Table showing the degree to which the respondents asks the group members to
follow the standard rules and regulations.
Valid Cumulative
Frequency Percent
Percent Percent
frequently 1 1.7 1.7 23.3
62
always 46 76.7 76.7 100.0
Total 60 100.0 100.0
rules and regulations
occasionally
13.00 / 21.7%
frequently
1.00 / 1.7%
alw ays
46.00 / 76.7%
4.2 T - TEST FOR MANAGERS
4.2.1. T- Test. showing the extent to which the respondent acts as the spokes person
of the group?
In order to choose, Independent t sample variance test. We have to see Levine’s test
for equality of variances to choose between equal or unequal variance of t test.
Levine’s Test for Equality of

t-test for Equality of Means
Variances
F Sig. t df Sig. (2-tailed)
Equal
spokesper
variances 38.839 .000 -2.812 58 .007
son
assumed
Equal
variances not -2.812 48.068 .007
assumed
Ho: the given variance is equal
Ha: the given variance is unequal
Since pvalue is .000 which is less than .05(alpha). Reject Ho, and accept Ha. It
shows the given variance is unequal.
Ho: There is no difference between INSZoom and Nandipowertronics on the

perception of spokesperson of the group
63
Ha: There is some difference between INSZoom and Nandipowertronics on the
perception of spokesperson of the group
INTERPRETATION:
Since pvalue is.007 which is less than .05 (alpha), we reject Ho, and accept
Ha. It shows that the perception of spokesperson of the group of INSZoom
manager is better than Nandipowertronics manager.
4.2.2. T – Test for showing the extent to which the respondents try out their own idea
in the group.
In order to choose, Independent t sample variance test. We have to see Levene’s test
for equality of variances to choose between equal or unequal variance of t test
Independent Samples Test

Levene's Test for t-test for Equality of
Equality of Variances Means
Sig. (2-
F Sig. T df
tailed)
Equal variances
IDEA 3.198 .079 -9.415 58 .000
assumed
Equal
variances not -9.415 57.815 .000
assumed
Since pvalue is .079 which is greater than .05(alpha). Accept Ho, and reject Ha. It
shows the given variance is equal.

perception of trying employees own idea
Ha: There is some difference between INSZoom and Nandipowertronics on the

perception of trying employees own idea
INTERPRETATION
64
Since pvalue is.000 which is less than .05 (alpha), we reject Ho, and accept Ha.
It shows that the perception of trying own idea of INSZoom employees is better
than Nandipowertronics employees.
4.2.3. T –Test for showing the extent to which respondent keep the work moving at
rapid pace.
for equality of variances to choose between equal or unequal variance of t test.

Levene's Test for Equality t-test for Equality of
of Variances Means
Equal
rapid pace variances 104.163 .000 -8.930 58 .000
assumed
Equal
variances
-8.930 29.000 .000
not
assumed
Since pvalue is .000 which is less than .05(alpha). Reject Ho, and accept Ha. It
65
perception of keep work moving on rapid pace?
Ha: INSZoom is better than Nandipowertronics
INTERPRETATION
It shows that the perception of keeping rapid pace on work of
Nandipowertronics manager is better than INSZoom manager.
4.2.4. T –Test showing the degree to which the respondents feel that the things
usually turn out as they predicted.
for equality of variances to choose between equal or unequal variance of t test

Levene's Test for
t-test for Equality of Means
Equality of Variances
Equal
predication variances 1.069 .305 -2.112 58 .039
assumed
Equal
variances
-2.112 57.914 .039
not
assumed
66
Since pvalue is .305 which is greater than .05(alpha). Accept Ho, and reject Ha. It

perception of prediction?
H1: There is some difference between INSZoom and Nandipowertronics on the

perception of prediction?
INTERPRETATION
It shows that the perception of prediction of INSZoom manager is better than
Nandipowertronics manager.
4.3 ANALAYSIS FOR EMPLOYEES
4.3.1 Table showing the degree to which the respondent feels that the atmosphere
is comfortable.
COMPANY comfortable Total
No Yes
INSZoom 9 21 30
NandiPowertronics 3 27 30
Total 12 48 60
INTERPRETATION
This table shows employees of NandiPowertronics feels the atmosphere is comfortable

than the employees of INSZoom
4.3.2 Table showing the degree to which the respondents feel that the
atmosphere is relaxed.
67
COMPANY Atmosphere is relaxed Total
No Yes
INSZoom 9 20 29
Total 12 46 58
INTERPRETATION
This table shows that NandiPowertronics employees feel the atmosphere is relaxed than
the employees of INSZoom.
4.3.3 Table showing the degree to which the employees feel that the group
discussion is always pertinent to the task at hand.
COMPANY Group discussion Total
No Yes
INSZoom 8 22 30
Total 12 48 60
INTERPRETATION
This table shows that employees of INSZoom feel that the group discussion is
always pertinent to the task at hand than the employees of NandiPowertronics.
4.3.4 Table showing the degree to which the respondents listen to each others
suggestions and ideas.
68
COMPANY suggestions and ideas Total
No Yes
INSZoom 30 30
Total 2 58 60
INTERPRETATION
The table shows that the employees of INSZoom listen to each other’s suggestions
and ideas than the employees of INSZoom.
4.3.5 Table showing the degree to which the respondent feels that the
disagreement is tolerated.
Disagreement are
COMPANY Total
tolerated
No
INSZoom 30 30
NandiPowertronics 30 30
Total 60 60
INTERPRETATION
This table shows that both the companies are not tolerating disagreement at all.
4.3.6 Table showing the extent to which the respondents feel that the supervisor
gives importance to their suggestion work.
COMPANY regarding work Total
69
Yes
INSZoom 30 30
60
Total 60
INTERPRETATION
The table shows that both company employees feel that the supervisor gives
importance to their work.
4.3.7 Table showing to which the respondents feel that there is a high degree of
trust between the leader and the subordinate.
high degree of
COMPANY Total
trust
No Yes
INSZoom 3 27 30
Total 11 49 60
INTRPRETATION
This table shows that the employees of INSZoom feel a high degree of trust
between the leader and subordinates than the employees of INSZoom.
4.3.8 Table showing the degree to which the respondents feel that the members
of the group strive hard to help the group achieve its goal.
70
COMPANY achieve its goals Total
No Yes
INSZoom 2 28 30
Total 2 58 60
INTRPRETATION
The table employees of NandiPowertronics feels that members of the group strive
hard to help the group achieve its goal more than the INSZoom employees.
4.3.9. The table showing the degree to which the respondents feel that there is co
operative rather than competitive relationship among group members.
COMPANY group members Total
No Yes
INSZoom 3 27 30
Total 11 49 60
INTERPRETATION
The table shows the employees of INSZoom has higher co operation among the
group than the employees of NandiPowertronics
4.3.10. Table showing the extent to which the respondents feel that the leaders had a
high opinion of the group capabilities.
COMPANY group capabilities Total
71
No Yes
INSZoom 2 28 30
Total 9 51 60
INTERPRETATION
The table shows that the employees of INSZoom feel that the leaders had a high
opinion of the group capabilities.
CHAPTER 5
SUMMARY OF
FINDINGS, CONCLUSIONS AND
SUGGESTIONS
72
5.1 FINDINGS
• From the study it is clear that there is role for leadership in workforce.
• The leaders are always likely to act as the spokes person of the group.
• The role of leadership in workforce is more in INZOOM, when compared to
NANDIPOWERTRONICS.
• The leaders expose their team to new challenges for better results.
• The study shows that majority of the employees opined that the atmosphere is
relaxed and comfortable.
• Majority responded that they listen to each others suggestions and ideas.
• Majority opined that disagreements are tolerated and they try to solve them.
• There is a high degree of trust and confidence among the leaders and the
subordinates.
• There is cooperative relationship among members.
73
• Majority of the employee’s response was that the leaders were well suited for
the job.
• Most of the leaders opined that they let their members to do their work they
think best.
• The respondents opined that they would keep the work moving at rapid pace.
• Majority opined that they would never persuade.
• Most of the respondents are of the opinion that they never act without
consulting the group.
5.2 CONCLUSION
Leadership is required for mobilizing people to handle challenging times. It

is an interactive conversation that pulls people toward becoming comfortable with the
language of personal responsibility and commitment. Good leadership is a decision
that builds on a combination of wisdom, intelligence and creativity synthesized.
Along with leadership, work force is indispensable for organizations. To be
successful, work force planning requires the commitment and leadership of top
74
management. The leadership provided to a work force influences their effectiveness.
Work force is inevitable in an organization and leadership is crucial to it.
5.3 SUGGESTIONS
• In organizations, the leaders should encourage the team members to use their
own judgment skills in solving problems.
• A leader should be a person who is always willing to make changes.
• A leader should always consult with the group before initiating action.
• The organizations should provide a comfortable and relaxed atmosphere to
their employees, so that they can work without much stress.
• The leader should encourage the members of the group to strive hard to help
the group in achieving their goals.
• There should be a high degree of trust and mutual understanding between the
leader and team members.
• The leader should be always with his team in achieving the goals.
• The organizations should initiate group discussion to take decision
regarding the task.
75
• More participation between the employees and the leaders should be
created through joint consultation and meetings.
• Steps should be taken to make the leaders work for particular groups
through developing effective interpersonal skills and knowledge regarding
the job.
• The leader should influence the group members to do overtime and thus
increase the organization’s effectiveness.
• The leader should allow employees in solving their problems so that their
decision making skills be developed.
• The leader should believe in their group members and influence them to
work harder through various techniques of motivation.
• The work should be scheduled by the leader by developing work chart.
BIBLIOGRAPHY
76
Books:
• C Goodworth, ‘The Secrets of Successful leadership and People Management,
Heinman Profession publishing, 1998.
• C Molander, Human Resource Management, Chart Well- Bratt
• D Jacques, Learning in Groups, Kogan Page Ltd, Second Edition, 1991
• Dennis Jaffe T, Empowerment, A Practice Guide for Success, Menlopark, CA,
USA, Course Technology Crisp, 1991.
• Fenton, 101 ways to boost your business performance, Mandaran Business,
1990
• Hattwick E Richard, Steps to Success.
• Miller Kevin, Success is a by product of doing things right.
• Pascale Richard, Managing on the Edge, Penguin book, 1990
• R F Mayer, Goal Analysis, Kogan Page Company, 1991
• R P Veccio, Organizational Behaviour, The Dryden Press, 1988
• Vennis Warren, Leadership Paradox, 2004
77
• W Roberts, Leadership Secrets of the Attila the hun, Bantam Press Ltd, 1989
Journals:
• A Proper Foundation for a Successful Business and Personal life – Part1, Ed
Becker Dr.
• Six steps to effective delegation, G Culpand A Smith, The Journal of
Management in Engineering, Jan.1997
• Smart Manager, Dec.2004-Jan2005, Vol 1
• Predpall F Daniel, Developing quality improvement Process in consulting
engineering firms, Journal of Management in Engineering, May – June, 1994
• SCMS Journal of Indian Management, Oct-Nov, 2006, Vol.3, No.4
• Leadership Excellence, December 2006, India Edition
• HRM Review, March 2007
• SCM, Strategic Communication Management, Vol.XI, issue 1, Dec- Jan, 2007
Websites:
www.INSZoom.com
www.Nandipowertronics.com
ANNEXURES
78
QUESTIONNAIRE FOR MANAGERS
1) I would most likely act as the spokes person of the group?

always () frequently () occasionally () seldom () never ()
2) I would encourage over time?

3) I would allow members complex freedom in their work?

4) I would encourage the use of uniform procedures?

5) I would permit the members to use their own judgment in solving problems?
79
6) I would try out my idea in the group?
7) I would tell the members do their work the way they think best?
8) I would be working hard for a promotion?

9) I would tolerate postponement and uncertainty?

10) I would keep the work moving at a rapid pace?

11) I would turn the members loose on a job and let them go for it?
12) Things usually turn out as I predicated?

13) I would allow the group a high degree of initiative?

14) I would be willing to make change?

15) I would ask members to work harder?

16) I would refuse to explain my action?

17) I would schedule the work to be done?

18) I would persuade others that my ideas are to their advantage?

80
19) I would permit the group to set its own pace?
20) I would urge the group to beat its previous record?

21) I would act without consulting the group?

22) I would ask that group members follow standard rules and regulations?
Thank you
QUESTIONNAIRE TO EMPLOYEES
1) The atmosphere is comfortable?

Yes () No ()
2) The atmosphere is relaxed?

Yes () No ()
3) Group discussion is usually pertinent to the task at hand?

Yes () No ()
4) People listen to each others suggestions and ideas?

Yes () No ()
5) Disagreement is tolerated?
Yes () No ()
6) Does your supervisor give importance to any of your suggestion regarding

work?
Yes () No ()
81
7) There is a high degree of trust between the leader and subordinate?
Yes () No ()
8) The members of the group strive hard to help the group achieve its goals?
Yes () No ()
9) There is a cooperative rather than a competitive relationship among group

members?
Yes () No ()
10) The leaders had a high opinion of the group capabilities?

Yes () No ()
11) The members had a high opinion of the group capabilities?

Yes () No ()
12) People are kept busy and not over loaded?

Yes () No ()
Thank you
82

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A STUDY ON THE ROLE OF

Leadership is required for mobilizing people to handle challenging times. In a world

• provide continuity and momentum

• ensuring project goals are met

By motivating disengaged workers to become engaged, leaders can greatly increase

In addition to leading the team, it is important to have skills in change management,

A leader should be able to identify and manage each team.

“Good leadership is a decision that builds on a combination of wisdom intelligence

Workforce is indispensable for organizations. Workforce is formed to achieve specific

All rely on an analysis of present workforce competencies; an identification of

Workforce planning requires strong management leadership; clearly articulated

The "why" of workforce planning is grounded in the benefits to managers. Workforce

Some components of workforce planning, such as workforce demographics,

Workforce planning provides managers the means of identifying the competencies

A workforce plan must document the workforce analysis, competency assessments,

Workforce planning is an inclusive process, drawing together program management,

To be successful, workforce planning requires the commitment and leadership of top

TYPES OF LEADERSHIP STYLES

The role of leadership in management is largely determined by the organizational

The laissez-faire manager

The autocratic leader dominates team-members, using unilateralism to achieve a

The Laissez-Faire Manager

The democratic leader can be seen in two lights:

If a leader has a workforce of widely differing levels of ability, confidence and

A technically competent person's confidence will gradually grow until they

MODELS / THEORIES OF LEADERSHIP

The models/theories of leadership are

- Ohio state leadership style

Leadership styles cannot be fully explained by behavioural models. The situation in

• Fiedler's Contingency Model.

Fiedler's Contingency model

Fiedler's model assumes that group performance depends on:

• Leadership style, described in terms of task motivation and relationship

1. Leader-member relations - Degree to which a leader is accepted and

3. Position power - The ability of a leader to control subordinates through

Hersey-Blanchard Situational Theory

• Psychological maturity - Their self-confidence and ability and readiness to

• Offering rewards for the achievement of performance goals.

A person may do these by adopting a certain leadership style, according to the

Vroom-Yetton Leadership Model

• Autocratic 1 - Problem is solved using information already available.

Anne Holland, President and CEO of Mayco Oil

Ed Bjurstrom, Vice President of Engineering for Amgen, the largest biotechnology

Karen Faith Heller, Co-owner of Cog Motion, a software technology firm.

Ms. Heller founded WayCoolPeople, Inc., a Strategic Resource Planning, Executive

Scott and Vicki Gillis

David Browne, CEO of Lens Crafters

Ken Kolek, founder of Prototype Consulting Services, received a typical business

S Truett Cathy: The Chick-fill-A success Story

Truett Cathy’s career story belongs in a collection of biographies labeled “Christian

• signing up and keeping customers and

Paul Lewan, owner of Lewan & Associates.

John D. Beckett, CEO of the RW Beckett Corporation

Considering this, is it realistic to think a company can be successful by doing exactly

Work forces are inevitable to organization and leadership is crucial to it.

 Leadership is of great importance in the present world.

 The leadership provided to a work force influences their effectiveness.

 The productivity and profit can be increased by motivating disengaged

 In order to align organizational goals with individual goals, leadership is very

 Good leadership is a decision that builds on a combination of wisdom,

2.2 STATEMENT OF THE PROBLEM

2.3 REVIEW OF LITERATURE

According to R. J. House, leadership is "the ability of an individual to influence,