A

PROJECT STUDY REPORT

ON

“ASSESSMENT OF LEADER’S BEHAVIOUR BY HIS

SUBORDINATES AND PREDICTION OF SUBORDINATE
BEHAVIOR”

AT

PI INDUSTRY LTD.

Submitted in partial fulfillment for the award of degree of

Master of Business Administration

2007-2009

Submitted by: Submitted to:

DEV RANI CHUNDAWAT DR. HEMANT KOTHARI

MBA PART II
 PREFACE
“If you wish to plan for a year, sow seeds, if you wish
to plan for ten years, plant tree. If you wish to plan
for a lifetime, develop a man.”
The MBA curriculum is designed to impart the exposure of the
business world to the future managers live research project is an
integral part of Master of Business Administration (MBA). It gives an
opportunity to grab the apply knowledge of practical managerial
technique and strategy.

In this limited space and restricted standard a brief and comprehensive

account has been produced in the light of recent work and latest
information available from various sources.

It is my prosperity having under gone live research project at “PI

INDUSTRY LTD.”. During this duration I get to interact with leaders
and subordinates.

The project assigned to me was “Assessment of leader’s behavior by

subordinates”.

Dev Rani Chundawat

 ACKNOWLEDGEMENT

For any successful work it owes thanks to many. In this regard, I wish
to extend my gratitude to all those who helped me at various stages in
this research.

I am thankful to all those authors and writers who have made their
handwork easily available on internet resources and whose work has
inspired me to produce this stuff. All of them have proved to be of
immense help in preparing this work.

I am thankful to Dr. HEMANT KOTHARI, for his able guidance and

affectionate help during the course of research, whose inspiration and
encouragement gave me an impetus to complete this work.

I am extremely grateful to PROF. B.P. SHARMA Director, PACIFIC

INSTITUTE OF MANAGEMENT, UDAIPUR for providing the
necessary facilities during the course of study.

I wish to extend my in depth gratitude to the employees who have

helped me throughout the field study.

I must not forget to acknowledge the words of inspiration and constant

cooperation by MR. PRANVEER SINGH CHUNDAWAT, working as
business developer whose desire to see this task reach its destination.
Once again I express my sincere thanks to all those who have helped
and guided me in the completion of the research successfully.
However, I accept the sole responsibility for any possible error.

(DEV RANI CHUNDAWAT)

 CONTENTS
S.NO CONTENTS PAGE NO.

CHAPTER-1 INTRODUCTION
OF INDUSTRY &
ORGANIZATION

CHAPTER-2 CONCEPTUAL
FRAMEWORK

CHAPTER-3 RESEARCH
METHODOLOGY

CHAPTER-4 CONCLUSION

CHAPTER-5 SUGGESTIONS

BIBLIOGRAPHY

APPENDIX
 Chapter-1
Introduction
to Industry
 INTRODUCTION TO INDUSTRY

Pesticide industry
Pesticide industry committed to sustainable agriculture

The plant science industry, often referred to as the pesticide industry,

has as its primary goal to invent, develop, manufacture and sell
products and services designed to improve the global production of
food, feed and fiber in a sustainable way.

The pesticide industry is committed to sustainable agriculture through

innovative research and technology in the areas of crop protection, non-
agricultural pest control, seeds and plant biotechnology. They offer an
outstanding range of products and extensive service backup for modern,
sustainable agriculture and for non-agricultural applications.

As a global federation, Crop Life International represents research and

development-driven companies such as BASF, Bayer Crop Science, Dow
Agro sciences, DuPont, FMC, Monsanto, Sumitomo and Syngenta.

Back in 1999, these companies agreed on the following mission

statement.

Plant Science Industry (Pesticide industry) Mission Statement

The plant science industry (pesticide industry) invents, develops,

manufactures and sells products and services designed to improve the
global production of food, feed, fiber and other useful products in a
sustainable way.

The pesticide industry performs this mission through the use of

biology, chemistry, biotechnology, plant breeding and other techniques
while following the highest ethics and standards and providing
safeguards for human health and the environment.

The pesticide industry pursues transparency in its business activities

by addressing concerns of all stakeholders - including customers,
regulatory agencies and NGOs. The industry embraces the free and
open market philosophy supported by the international community.

Plant Science Industry

The plant science industry’s primary goal is to invent, develop,

manufacture and sell products and services designed to improve the
global production of food, feed and fiber in a sustainable way.

The agribusiness companies are committed to sustainable agriculture

through innovative research and technology in the areas of crop
protection, non-agricultural pest control, seeds and plant biotechnology.
They offer an outstanding range of products and extensive service
backup for modern, sustainable agriculture and for non-agricultural
applications.

As a global federation, Crop Life International represents research and

development-driven companies such as BASF, Bayer Crop Science, and
Dow Agro sciences, DuPont, FMC, Monsanto, Sumitomo and Syngenta.

Back in 1999, these companies agreed on the following mission

statement.
Plant Science Industry Mission Statement

• The Plant Science Industry invents, develops, manufactures and sells

products and services designed to improve the global production of food,
feed, fibre and other useful products in a sustainable way.

• The industry performs this mission through the use of biology, chemistry,
biotechnology, plant breeding and other techniques while following the
highest ethics and standards and providing safeguards for human health
and the environment.

• The industry pursues transparency in its business activities by addressing

concerns of all stakeholders - including customers, regulatory agencies and
NGOs. The industry embraces the free and open market philosophy
supported by the international community.
 INTRODUCTION TO ORGANIZATION
PI INDUSTRIES LTD.

The Company was incorporated as “The Mewar Oil and General Mills Limited” vide
Registration No.21 1946 on 31st December, 1946 in Udaipur under the Mewar
Companies Act XX of 1942 and obtained Certificate for Commencement of Business
on 23rd March, 1947. The name of the Company was changed to “PESTICIDES
INDIA LIMITED” vide fresh certificate of incorporation dated 1 st January, 1990 vide
Company No. 017-0469 under the Companies Act, 1956. The Company further
changed its name to “PI INDUSTRIES LIMITED” vide fresh certificate of
incorporation dated 13th October, 1992. The Registered Office of the Company was
shifted from Chougan Square to Udaisagar Road, Udaipur vide the resolution
passed by the Board in its meeting held on 30th October, 1965 and approved by the
members in Annual General Meeting held on 31st January, 1966. The Corporate
Identification Number of the Company is L24211RJ1946PLC000469.

Business overview

The Company i.e. PI Industries Ltd. has its origin as the Public Limited Company
which was registered in erstwhile Mewar, now Udaipur in Rajasthan as The Mewar
Oil & General Mills Ltd. in 1946.

Its main business was the production of edible oils but due to the fluctuating nature
of the business, this business was closed. Subsequently in 1962 the then founder
of the Company decided to enter the business of pesticides formulations in India
when even the concept of Pesticides usage was hardly known.

This business was introduced in the name ‘Pesticides India’ in 1962.

Subsequently in 1990 the name of the Company was changed to ‘Pesticides India
Ltd.’. In 1992 the Company’s name was changed to ‘PI Industries Ltd.’ in order to
reflect its new varied businesses.

The Company now is a broad based diversified Company involved in the business
of agri inputs which includes crop protection chemicals (variously referred to as
agrochemicals / pesticides), plant nutrients and the like, fine chemicals, CRAMS
and polymer compounding. The Company operates its facilities out of three
locations as follows:

1) PI Industries Ltd., Udaisagar Road, Udaipur – 313001 (Rajasthan)

2) PI Industries Ltd., 237, GIC Panoli, Dist. Bharuch – 394116 (Gujarat)
3) PI Industries Ltd., Lane-IV, Bari Barhmana, Jammu, Jammu & Kashmir

The Udaipur facility houses the Research & Development Wing of the Company
where dedicated team of researchers handles custom synthesis assignments. The
Kilo Lab and Pilot Plant facilities provided in Udaipur help the Company to meet
the customer requirements from process evaluation, bench scale trials, kilo lab,
pilot plant and up to commercial manufacturing.

The Panoli facilities undertake commercial production of agrochemicals, fine

chemicals & intermediates required to be supplied under the Company’s contract
research and manufacturing agreements with its international customers.
The Panoli unit also has the formulation facilities to convert active ingredients into
formulations which are packed for use of farmers / consumers.

On a separate independent plot, within the Panoli premises, the polymer

compounding manufacturing facilities are housed.

The Bari Brahmana (Jammu) facility has been established to undertake formulation
activities.

Pesticides and agri inputs:

The Company has been manufacturing and marketing a variety of pesticides for
more than 40 years with strong business associations with a number of leading
multinationals in India. The Company is ranked among the top ten Indian
agrochemical Companies. Its products are marketed through over 2,000
distributors with more than 20,000 retail points spread throughout India.

The Company has its own offices in 24 States and the business of marketing &
sales is supported by about 200 experienced and well trained staff. The Company
enjoys brand leadership of many of its products holding substantial market share.
The products include insecticides, fungicides, herbicides, specialty fertilizers and
plant nutrients. The Company has a strong reputation in the rural areas of India
because of its excellent track record in supplying consistent top quality products
and excellent farmer contacts and advisory services.

The Company also exports its products to several countries in Asia, Africa, and
Europe & Australia.
Fine Chemicals & Contract Research and Manufacturing (CRAMS)

The Fine Chemicals business of the Company is entirely export oriented. The
Company is a one-stop shop to meet all the customer requirements from the
process evaluation up to the commercial manufacturing stage.

Over the years the Company has created a very strong and committed R&D team
which supports the development of the fine chemical products which are then
manufactured to customer’s specifications.

The Company’s strength in the business lies in its ability to undertake multiple step
chemical processes involving a wide range of chemical reactions, continuous
process and operational improvements, a strong focus on environment and safety
and excellent customer relationship.

The Company enjoys an excellent track record with its present customers and the
ability to build on the strengths in the future.

The Company markets this business with a team of dedicated staff headed by a
technically qualified President.

Polymer Compounding:

In the polymer compounding business, the Company offers engineering

compounds of a large number of polymers and works closely with customers for
their application needs and develop customized grades like glass fiber, bead
mineral filled with frame retardant additives, and special grades like high resistance
and impact modified grades. The PI polymer compounds cater to the automobile,
electrical, electronic appliances and the white goods industry. The Company
provides knowledge and infrastructure support to the customer through the various
stages of cost effective product development including new application
requirements. The compounding products are marketed by a separate team, and
are distributed either through the Company’s C&F agents, or directly to certain key
customers.
The Company has obtained following the ISO and other accreditations:

Certificates / Certificate of Certificate / Date of Validity Object

Awards assessment / Award No. Certification
awarded by
ISO 9001:2000 Det Norske 04144-2006- 13. 07.2006 20.05.2009 For “Design, Development,
Veritas AQ-BOM- Manufacture and Supply of
Management RVA Organic Chemical and
System Certificate Intermediates for
Pharmaceutical and
Agrochemical Industry
OHSAS Det Norske 2176-2007- 19.02.2004 19.02.2010 For manufacture and supply of
18001:1999 Veritas AHSO-IND technical grade pesticides,
Management industrial chemical and
System Certificate pesticide formulations.
ISO 14001- Det Norske 2177-2007- 06.06.2001 18.02.2010 For manufacture and supply of
2004 Veritas AE-IND-RvA technical grade pesticides,
Management industrial chemical and
System Certificate pesticide formulations.
National Energy Ministry of Power - 14.12.2006 - In appreciation of the
Conservation company’s efforts in energy
Award conservational the chemical
sector
ISO/TS Det Norske CERT-11732- 07.12.2006 06.12.2009 For Design, Development
16949:2002 Veritas 2006-AQ- andManufacture of Engineering
HOU-IATF Plastics, Thermoplastic
Polyuethanes (TPU),
Polyurethane Adhesives and
PP Compounds.

Promoters
Mr. Salil Singhal, aged 62 years, is the Chairman and Managing Director of the
Company. Mr. Singhal is graduate from St. Xavier’s College, Mumbai and has
more than 40 years extensive, rich and varied experience in the fields of
Chemicals, Intermediate and Agrochemicals industries. Mr. Singhal has been
instrumental in bringing about technological and managerial excellence in the
Company’s operations. Mr. Singhal is currently on the Board of Wolkem India
Limited, Historic Resorts Hotels Private Limited., The Lake Palace Hotels and
Motels Private Limited, Secure Meters Limited, Somany Ceramics Limited, PILL
Finance and Investments Limited and Entity Holding PTE Limited.
Mr. Mayank Singhal, aged 35 years, an Engineering & Management Graduate
from the UK, joined the Board of the Company in 1998. He was appointed as
Whole Time Director of the Company in the year 2000 and further appointed as
Joint Managing Director in year 2004. As the CEO of the Company he has brought
about many changes in the policies, operations and systems of the Company to
handle rapid growth. He was instrumental in creating the IT culture in the
organization and has been at the forefront in broadening the customer base of the
Company in a short span of time. He is also a Director on the Boards of PI Life
Science Research Limited, PILL Finance and Investments Limited and Samaya
Investment and Trading Private Limited.

In 1961, Mewar Oil & General Mills Ltd. obtained an industrial licence from the
Government of India to enter into Pesticide business. Thus was formed the
Pesticides India as a formulating unit for various insecticides and fungicides. In
1974-75, this company ventured into the field of basic pesticides. Built on the
strong ideals and philosophies of Late Shri P.P. Singhal, this company today
enjoys envious position of being among the top 10 Pesticide Companies in India,
and is part of a highly reputed industrial group with diversified business interests in
the areas of mining and minerals processing, international trading, state-of-art
electronic metering systems, polymer compounding etc.

PI Industries Ltd. belongs to a diversified industrial group involved in the business

of crop protection and, fine chemicals, thermo plastics polyurethane and polymer
compounding. Its strength lies in strong management capabilities, its research
base, manufacturing infrastructure and marketing/distribution network all over
India.

PIIL has its origin from a public Limited company, Mewar Oil and General Mills Ltd,
which was set-up in 1946. Pesticides formulations were started as a division called
Pesticides India in 1961-2. In order to reflect its growing and varied business, the
company name was changed to PI Industries Ltd (PIIL) in 1992-93.

The years 1974-75 saw PIIL grow into a manufacturer of basic pesticides as well
as expand the selling of its products on all India basis. The 80”s witnessed
enhancement of its product range and agro marketing strengths.

PIIL is head quartered in Udaipur (Rajasthan), the picturesque city of lakes. The
company’s manufacturing facility is spread over two locations namely Udaipur and
in Panoli, District Bharuch (Gujarat).

The various departments of the company - Management, Finance and Accounts,

Purchase and Materials Management, Personnel, Business Development,
Engineering and Research & Development are located in Udaipur. PIIL also
manufactures two active ingredients and various formulations here. PIIL’s
Research & Development facilities are duly recognized by the department of
Science and Technology, Government of India since 1976.

During 2001-02, the company has expanded its R & D facility with state of the art
process development facility where the company is working with several well
known international companies for the commercial development of a variety of
commercial products. This is a fully integrated facility from bench scale to kilolab,
pilot and commercial production.
In 1993 PIIL commissioned its new and highly flexible chemical manufacturing
facility at Panoli in Gujrat where it is presently manufacturing three technical
grades pesticides besides carrying out a broad range of chemical reactions for the
manufacture of intermediates, fine chemicals and custom synthesis.

PI Polymer, another Division of PIIL is also located at Panoli where it manufactures

various grades of engineering plastic compounds which find uses in a variety of
industries like automobiles, household appliances, cables etc.
 Chapter-2
Conceptual
Framework

DEFINETION OF LEADERSHIP

According to Chester Bernard,”Leadership is the ability of a superior

to influence the behavior of his subordinate and persuade

them to follow a particular course of action.”
According to R.Tarry,”leadership is the activity of influencing people

to strive willingly for mutual objectives

NATURE AND IMPORTANCE OF LEADERSHIP

The conventional view of leadership says that leaders are those people who are at
the head of a group, either because they are most physically powerful, as in gang
leaders because they are appointed by those who have authority to do so or
because they are elected.

Leadership as a process shapes the goals of a group or organization motivates

behavior towards the achievement of goals and helps define group or
organizational culture. It is primarily a process of influence.

The word leadership refers to

1. those entity that perform one or more acts of leading
2. The ability to affect human behavior, so as to accomplish a mission.
3. Influencing a group of people, to move towards its goal setting or goal
achievement.

According to R.Tarry,”leadership is the activity of influencing people to

strive willingly for mutual objectives”

If we examine the term more minutely, it will be found that it has the following
implications:
1. Leadership involves an unequal distribution of power between leaders and
other group members.
2. Leadership involves other people. In the absence of the follower or
employees the whole idea of leadership does not make any sense.

Components of Leadership

Flowing are the components of leadership:

1. Follower: Difficult people require different styles of leadership.

2. Leader: there must be an honest understanding of who you are, what you
know and what you can do. Also, note that it is the followers, note the leader
who determine if a leader is successful. If they do not trust or lack confidence in
their leader, then they will be uninspired. To be successful leader have to
convince his followers that they are worthy of being followed.

3. Communication: He leads through three-way communication. Much of it is

nonverbal. For instance when he said the example that communicates to his
people that would not asked them to perform any thing. What and how he
communicates either bills or harms the relationship between leader and his
employers

4. Situation: All are different. That they do in one situation will not always work
in another. They must use there judgment to decide the best course of action
and the leadership style needed for each situation.
 Characteristics of Leadership

An analysis of the above definitions of leadership reveals that it has the

following characteristics:

1. Leadership is a Process of Influence: Leadership is a process whose

important ingredient is the influence exercised by the leader on group
members. A person is said to have an influence over others when they are
willing to carry out his wishes and accept his advice, guidance and direction.
Successful leaders are able to influence the behavior, attitudes and beliefs
of their followers.

2. Leadership is Related to a situation: When we talk of leadership, it is

always related to a particular situation, at a given point of time and under a
specific set of circumstances.

3. Leadership is the Function of Stimulation: Leadership is the function of

motivating people to strive willingly to attain organizational objectives.
Leaders are considered successful when they are able to subordinate the
individuals’ interest of the employees to the general interest of the
organization.

4. Leadership Gives an Experience of Helping Attain the Common

Objectives: Under successful leadership, every person in the organization
feels that his operation, however minor it may be, is vital to the attainment of
organizational objectives. It happens when the manager feels the
importance of individuals gives them recognition and tells them about the
importance of activities performed by them.
5. Employees Must be Satisfied with the type of Leadership Provided:
Only short-term productivity of employees can be increased by pressure
and punishment. This approach is not in the long-term interests of the
organization. Force generates counter-force which results in a decreased
long-term productivity. Long-term interests of the organization are best
served when managers allow subordinates to influence their behavior,
particularly when subordinates are knowledgeable and competent.

6. There must be followers: A leadership cannot exist without followers. If a

leader does not have followers, he cannot exercise his authority. Leadership
exists both in formal and informal organizations.

7. Working Relationship between Leader and Followers: There must be a

working relationship between the leader and his followers. It means that the
leader should present him in a place where the work is actually going on.
Besides, the leader should be a dynamic person of the concerned group. If
he is not so. He cannot get things done.

8. Community of interests: There must be community of interests between

the leader and his followers. A leader has his own objectives. The follower
have own objectives. They are moving in different directions in the
absences of community of interests. It is not advisable. It is the leader who
should try to reconcile the different objectives and compromise the
individual interests with organization interests.

The above characteristics of leadership functions hold good in any organization

whether it be a political, religious, business or any other organization.
 Skills of Leadership

The three broad types of skills leaders use are technical, human, and
conceptual. Although these skills are interrelated in practice, they can be
considered separately.

1. Technical Skills: Technical Skill refers to a person’s knowledge of and

ability in any type of process or technique. Examples are the skills learned
by accountants, engineers, word processing operators, and toolmakers.
Technical skills is the distinguishing feature of job performance at the
operating and professional levels, but as employees are promoted to
leadership responsibilities, their technical skills become proportionately less
important, as shown in figure below. As managers, they increasingly depend
on the technical skills of their subordinates, in many cases they have never
practiced some of the technical skills that they supervise.

2. Human Skill: Human skill is the ability to work effectively with people- and
to build teamwork. No leader at any organizational level escapes the
requirement for effective human skill.
i) Personal Skills: Personal skills include developing awareness, managing
stress and solving problems creatively.
a) Developing Self-Awareness includes:
• Determining values and priorities
• Identifying cognitive style
• Assessing attitude towards change
b) Managing Stress includes:
 • Coping with stressors
• Managing time
• Delegating
c) Solving Problems creatively includes:
• Using the rational approach
• Using the creative approach
• Fostering innovation in others

ii) Interpersonal Skills: It includes gaining power and influence,

communicating, and motivating and conflict management.
a) Gaining Power and influence include:
• Gaining power
• Exercising influence
• Empowering others
b) Communicating includes
• Informing and listening
• Coaching and Counseling
c) Motivating includes
• Diagnosing poor performance
• Creating a motivating environment
• Rewarding accomplishments
d) Conflict Management includes
• Diagnosing the conflicts
• Finding causes
• Developing and selecting the best strategies
• Resolving the confrontations

3. Conceptual Skill: conceptual skill is the ability to think in terms of models,

frameworks, and broad relationship, such as long-range plans. It becomes
 increasingly important in higher managerial jobs. Conceptual skills with ideas,
while human skills concerns people and technical skills involves things.
An analysis of leadership skills helps explains why outstanding department
heads sometimes make poor vice presidents. They may not be using the
proper mixture of skills required for the higher level job particularly additional
conceptual skill.

Principles of or guidelines for effective leadership

1. Accessibility: the leader should be easily available to all his followers or

subordinates to create the feeling that all employees have an equal right to talk to
the boss or the big boss. The subordinates may not find it necessary to meet him
but such a feeling definitely impresses the subordinates with the leader’s interest
with their problem and thereby promotes the more effective leader-subordinates
relationship.

2. Harmony with group: the leader must act in a way that the individual members
of his group find and understand that their personal goals are on a harmony with
those of the group as well as of the organization as a whole. He should discuss
employee’s problem with employees and should take decision concerning
employees keeping in view their wishes into consideration. Quite often when
subordinates are taken into confidence by the superior suggestions do results that
solve the problem more successfully.

3. Support: since the leader’s function is to assign work and see that it is
performed well he should ensure sufficient delegation of authority to his
subordinates and once authority has been delegated the subordinate concern
should be supported at all times unless the organization is affected adversely. In
case the subordinate misunderstands or falls to comply with the instructions of the
leader, the delegation of authority should be changed but information to this effect
should be given to the subordinate/subordinates in advance so as to avoid mistrust
or resentment.

4. Clarity of Communication: The leader should ensure the clarity of

communication. i.e., all communication should be expressed in such language and
manner that they should be free from ambiguity and may be understood by the
receiver properly and adequately. The leader should also maintain the integrity of
communication by recognizing that the purpose of organization communication is
to support understanding by individuals as they achieve and maintain the
necessary co-operation to attain organizational objectives. If situation demands,
the leader should judiciously utilize the informal organization to supplement the
formal communication channels.

5. Fair Treatment: The leader should give fair treatment to all his followers or
subordinates irrespective of an individual’s importance or status in the
organization. Every individual likes to feel that the organization considers him
important and that he equally deserves and demand the same consideration.

6. Fair Appraisal: The leader should ensure that his evaluation of the
subordinates’ work performance is fair. Since every subordinate constantly seeks a
fair appraisal of his performance, the leader should take care to appraise
individual’s performance periodically and systematically and give him due praise or
recognition as well as criticism as the situation may demand. However, it should be
remembered that people like to be praised publicity but no one likes to be criticized
in public.

Not all leaders are managers, and similarity, not all managers are leaders. Within a
team environment, manager and leader are simply roles taken on by members of
the team. Most teams require a manager to “manage” – co-ordinate, schedule,
liaise, contact, organize, procure – their affairs. The functions of this role may well
be quite different from those of the leader (to motivate followers towards the
achievement of team goals).

One clear distinction could provide the following definition:

1) Management involves power by position.

2) Leadership involves power by influence.

Abraham Zaleznik delineated differences between leadership and management.

He saw leader as inspiring visionaries, concerned about substance, while
managers he views as planners who have concerns with process.

Stephen Covey, a consultant on developing leadership, has emphasized the

difference between leadership and management as follows:

1) Leadership deals with vision. Keeping the mission in sight and with
effectiveness and results: management deals with establishing structure and
systems to get those results. It focuses on efficiency, cost-benefit, analysis,
logistics, methods, procedures, and policies.

2) Leadership focuses on the top line. Management focuses on the bottom line.
Leadership derives its power from values and correct principles. Management
organizes resources to serve selected objectives to produce the bottom line.

3) Leadership inspires and motivates people to work together with a common

vision and purpose management involves controlling and monitoring results
against plans, identifying deviations, and the planning and organizing to solve the
problems.
4) Leadership emphasizes transformation aspect and, therefore, transformational
leadership emerges. Management focuses on transactional aspect and, therefore,
transactional leadership emerges. Transformational leadership is the set of abilities
that allow the leader to recognize the need for change, to create a vision to guide
that change, and to execute that change effectively. Transactional leadership
involves routine, regimented activities-assigning work, evaluating performance,
making decisions, and so forth.
.

7-S Organizational Framework

The different between leadership and management and management have been
applied by Watson to the 7-S organizational framework of; strategy, structure,
systems, style, staff, skills and super-ordinate (or shared) goals.

Watson suggests that whereas managers tend towards reliance on:

1) Strategy,
2) Structure, and
3) Systems.

Leaders have an inherent inclination for utilization of the ‘soft’ Ss of:

1) Style,
2) Staff,
3) Skills, and
4) Shared goals.

Watson also suggests, although cautiously, that 7-S management could be seen
as the province of leaders. Managers will not ordinarily be capable of achieving
sufficient mastery of all seven factors, to attain a consistently high level of
organizational performance.

Impact of Leadership on Organizational Performance

Leading is usually defined as inducing the employees to contribute to the

maximum extent to achieve enterprise objective. It involves two most important
functions, i.e.:

1) Motivating.

2) Communicating.

Motivating is an important factor that induces the workers to perform well.

Motivation demands an understanding of the employees, their needs and the
cultural set up. Within which they have to work, and enhance their performance.
Motivation can only be effective and the employee and the employer understand
the nature of work that is expected from each of them.

Communication is the factor that determines the success of an organization to a

large extent. This factor is most important for MNC’s because communication is
often a problem in the multinational firms and their affiliates which operate in
different countries having different languages. The communication problem has
been more or less solved through the development of new technologies that has
revolutionized the transfer of information.

There is no leader if the followers do not follow him. Accordingly, an international

manager must identify with the followers of the country and mould himself to
accommodate the wishes of the subordinates and workers.

Leadership in Organizations

1) Leadership in formal Organizations

An organization that is established as an instrument or means for achieving
defined objectives has been referred to as a formal organization. Its design
specifies how goals are subdivided and reflected in subdivisions of the
organizational. Divisions, departments, sectional, positions, jobs, and tasks make
up this work structure. This the formal organization is expected to behave
impersonally in regard to relationships with clients or with its members. According
to Weber’s definition, entry and subsequent advancement is by merit or seniority.
Each employee receives a salary and enjoys a degree of tenure that safeguards
him from the arbitrary influence of superiors or of powerful clients. The higher his
position in the hierarchy, the greater his presumed expertise in adjudicating
problems-that may arise in the course of the work carried out at lower levels of the
organization. It is the bureaucratic structure that forms the basis for the
appointment of heads or chiefs of administrative subdivisions in the organization
and endows them with the authority attached to their position.

2) Leadership in Informal Organizations

In contrast to the appointed head or chief of an administrative unit, a leader
emerges within the context of the Informal organization that underlines the formal
structure. The informal organization expresses the personal objectives and goals
of the individual membership. Their objectives and goals may or may not coincide
with those of the formal organization. The informal organization represents an
extension of the social structure that generally characterizes human life – the
spontaneous emergence of groups and organizations as ends in themselves.

In prehistoric times, man was preoccupied with his personal security, maintenance,
protection, and survival. Now, man spends a major portion of his waking hours
working for organizations. His need to identify with a community that provides
security, protection, maintenance, and a feeling of belonging continues unchanged
from prehistoric times. This need is met by the informal organization and its
emergent, or unofficial, leaders.

Leaders emerge from within the structure of the informal organization. Their
personal qualities, the demands of the situation, of these and other factors attract
followers who accept their leadership within one or several overlay structures.
Instead of the authority of position held by an appointed head or chief, the
emergent leader wields influence or power. Influence is the ability of a person to
gain co-operation from others by, means of persuasion or control over rewards.
Power is a stronger from of influence because it reflects a person’s ability to
enforce action through the control of a means of punishment.

An individual who is appointed to a managerial position has the right to command

and enforce obedience by virtue of the authority of his position. However, he must
possess adequate personal attributes to match his authority, because authority is
only potentially available to him. In the absence of sufficient personal competence,
a manager may be confronted by an emergent leader who can challenge his role
in the organization and reduce it to that of a figurehead. However, only authority of
position has the backing of formal sanctions. It follows that whoever wields
personal influence and power can legitimize this only by gaining a formal position
in the hierarchy, with commensurate authority. Leadership can be defined as one’s
ability to get others to willingly follow. Every organization needs leaders at every
level.

Leadership Mindsets that affect Organizational Performance

1) Boundary-Less Thinker: Leaders in the networked economy need to think

beyond current orthodoxies and to help their organization to do the same. That
means they can’t be bogged down in traditional ways of thinking. They must be
open to new ideas. They must help their organization and the people within it to
know themselves – their strengths, competencies, and limitations: Also, they must
help those same people to recognize both the value of new ideas and the
strengths and capabilities of potential partners. Both internal and external to the
firm, who can be sources of unique synergies and differentiated competitive
advantage? Three skill sets are essential to developing this-based mindset:

i) Big Picture Perspective: The ability to rise above details and activities
to see a situation in terms of correlations, patterns, and potential.

ii) Openness to ideas: The ability to appreciate and integrate new ideas
and different ways of thinking into the leadership process.

iii) Willingness to look beyond Oneself for Capabilities and Resources:

The understanding that no one individual or organization can possess all the
capabilities and resources necessary for success in today’s environment and that
partnerships and linkages, both internal and external to the firm, are essential to
the future.
2)Network Builder: Leaders who think in a boundary-less manner are more likely
to have a relationship mindset, one focused on helping the people around them to
share ideas, information, knowledge, and capabilities. Organizational effectiveness
in the networked economy is rooted in relationships and networking.
Complementary partners must be identified and linked together in focused pursuit
of mutual success. That a degree of comfort with the new information- based
infrastructure is essential to this mindset goes beyond question. But more than
that, four additional skill sets are essential to developing a networked-oriented
perspective.

i) Relationship mindset: openness to finding and linking with

complementary partners.

ii) Knowledge of personal Uniqueness: Ability to identify and articulate

the core competencies, capabilities, and capacities of oneself and one’s
organization.

iii) Ability to recognize other’s Uniqueness: Ability to recognize, identify,

and appreciate the core competencies, capabilities, and capacities of
potential partners.

iv) Searching for Synergies: Ability to recognize and articulate how one’s own
competencies, capabilities, and capacities, when combined with those of a
potential partner, can create potential well beyond what exists for the standalone
entities.

3) Diplomat: To develop and maintain the effectiveness of networks, today’s

leaders must have the capacity to bring constituencies together. The ability to help
them work together, and the insight to help them see that by working together they
can achieve more than ever could on their own. Three critical skill sets comprise
this dimension:
 i) Ability to Relate: Ability to identify and connect with others.

ii) Ability to communicate: Ability to effectively communicate and interact

with others, both on an interpersonal basis and via information networks.

iii) Ability to Negotiate: Ability to create connections and commitments among

potential partners.

4) Interpreter: To complement their skills of diplomacy, leaders must have the

ability to interpret the nature of business opportunities to the network; the insight to
help partners understand each other; and the ability to coach, facilitate, and
provide feedback to an organization that is no longer a collection of lines and
boxes, but a living, growing, expensing ecosystem. Three skill sets are essential to
this role:
i. Solid Knowledge of the Organization: Ability to explain and articulate the value
and uniqueness of the business and to delineate its capabilities and cultural
characteristics.

ii. Broad Knowledge of Marketplace: Awareness of market trends and

developments as well as competitor’s capabilities and those of potential partners.

iii. Ability to Influence Others: Ability to convince others with regard to recognized
challenges and opportunities.

Leadership Roles
Following are the nine key strategic leadership roles:

1) Navigator: Clearly and quickly works through the complexity of key issues,
problems and opportunities to affect actions (e.g., leverage opportunities and
resolve issues).

Navigators analyze large amounts of sometimes conflicting information. They

understand why things happen and identify possible courses of action to affect
events. They know which factors really matter in the overall scheme of things.

2) Strategist: Develops a long-range course of action or set of goals to align with

the organization’s vision. Strategists focus on creating a plan for the future. Part of
this plan might involve capitalizing on current opportunities and future trends
(Entrepreneur) and understanding complex information related to future events
(Navigator). Strategists make decisions that drive the organization towards its
vision.

3) Entrepreneur: Identifies and exploits opportunities for new products, services,

and market. Entrepreneurs are always alert for creative, novel ideas. They might
generate the ideas themselves or take existing opportunities or proposals down a
new path. Entrepreneurs are able to look at events from a unique perspective and
develop ideas that have never been thought of.

4) Mobilizer: proactively builds and aligns stakeholders, capabilities, and

resources for getting things done quickly and achieving complex objectives.
Mobilizes gain the support and resources they need to accomplish goals.

5) Talent Advocate: Attracts, develops, and retains talent to ensure that people
with the right skills and motivations to meet business needs are in the right place at
the right time. Talent Advocates ensure that the organization has people with
potential to meet present and future organizational needs. Talent Advocates are
less concerned with filling specific positions than with attracting and retaining
talented individuals.

6) Captivator: Builds passion and commitment towards a common goal.

Captivators build upon an established foundation of trust to instill people with
feelings of excitement and belonging. Captivator transfer the energy of their
message in such a compelling way that people take ownership of the strategy or
vision and are empowered to carry it out.

7) Global Thinker: Integrates information from all sources to develop a well

informed. Diverse perspective that can be used to optimize organizational
performance.

Global Thinkers understand and accept international and cultural differences and
behave in a way that accommodates people’s varying perspectives. They also
discern differences in individual styles and adapt their approaches accordingly.

8) Change Driver: Creates an environment that embraces change, makes change

happen – even if the change is radical – and help others to accept new ideas.
Change Drivers focus on continuous improvement. Always challenging the status
quo and breaking paradigms, they identify ideas for change and become the force
driving the change home.

9) Enterprise Guardian: Ensures shareholder value through courageous decision-

making that supports enterprise or unit-wide interests. Enterprise Guardians rise
above the parochial nature of the job and make decisions that are good for the
shareholder, even if the decisions cause pair to individuals or to the organization.

Theories of leadership
Leadership has been described as the “process of social influence in which one
person can to enlist the aid and support of others in the accomplishment of a
common task”

[1]
. A definition more inclusive of followers comes from Alan Keith of Genentech
who said "Leadership is ultimately about creating a way for people to contribute to
making something extraordinary happen."

[2]
Students of leadership have produced theories involving traits

[3]
, situational interaction, function, behavior, power, vision and values

[4]
, charisma, and intelligence among others.

Trait theory

See also: Trait theory and Great man theory

Thomas Carlyle was a precursor of the trait theory

Trait theory tries to describe the types of behavior and personality tendencies
associated with effective leadership. This is probably the first academic theory of
leadership. Thomas Carlyle (1841) can be considered one of the pioneers of the
trait theory, using such approach to identify the talents, skills and physical
characteristics of men who arose to power.

[5]
Ronald Heifetz (1994) traces the trait theory approach back to the nineteenth-
century tradition of associating the history of society to the history of great men.

Proponents of the trait approach usually list leadership qualities, assuming certain
traits or characteristics will tend to lead to effective leadership. Shelley Kirkpatrick
and Edwin A. Locke (1991) exemplify the trait theory. They argue that "key leader
traits include: drive (a broad term which includes achievement, motivation,
ambition, energy, tenacity, and initiative), leadership motivation (the desire to lead
but not to seek power as an end in itself), honesty, integrity, self-confidence (which
is associated with emotional stability), cognitive ability, and knowledge of the
business. According to their research, "there is less clear evidence for traits such
as charisma, creativity and flexibility".[3]

Criticism to trait theory

Although trait theory has an intuitive appeal, difficulties may arise in proving its
tenets, and opponents frequently challenge this approach. The "strongest"
versions of trait theory see these "leadership characteristics" as innate, and
accordingly labels some people as "born leaders" due to their psychological
makeup. On this reading of the theory, leadership development involves identifying
and measuring leadership qualities, screening potential leaders from non-leaders,
then training those with potential.[citation needed]

Behavioral and style theories

Main article: Managerial grid model

In response to the criticism of the trait approach, theorists began to research

leadership as a set of behaviors, evaluating the behavior of 'successful' leaders,
determining a behavior taxonomy and identifying broad leadership styles.[7] David
McClelland, for example, saw leadership skills, not so much as a set of traits, but
as a pattern of motives. He claimed that successful leaders will tend to have a high
need for power, a low need for affiliation, and a high level of what he called

activity inhibition (one might call it self-control).[citation

needed]
A graphical representation of the managerial grid model

Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on
the influence of leadership styles and performance. The researchers evaluated the
performance of groups of eleven-year-old boys under different types of work
climate. In each, the leader exercised his influence regarding the type of group
decision making, praise and criticism (feedback), and the management of the
group tasks (project management) according to three styles:

(1) authoritarian,

(2) democratic and

(3) laissez-faire.

[8]
Authoritarian climates were characterized by leaders who make decisions alone,
demand strict compliance to his orders, and dictate each step taken; future steps
were uncertain to a large degree. The leader is not necessarily hostile but is aloof
from participation in work and commonly offers personal praise and criticism for the
work done. Democratic climates were characterized by collective decision
processes, assisted by the leader. Before accomplishing tasks, perspectives are
gained from group discussion and technical advice from a leader. Members are
given choices and collectively decide the division of labor. Praise and criticism in
such an environment are objective, fact minded and given by a group member
without necessarily having participated extensively in the actual work. Laissez faire
climates gave freedom to the group for policy determination without any
participation from the leader. The leader remains uninvolved in work decisions
unless asked, does not participate in the division of labor, and very infrequently
[8]
gives praise. The results seemed to confirm that the democratic climate was
[9]
preferred.
The managerial grid model is also based on a behavioral theory. The model was
developed by Robert Blake and Jane Mouton in 1964 and suggests five different
leadership styles, based on the leaders' concern for people and their concern for
goal achievement.[10]

Situational and contingency theories

Main articles: Fiedler contingency model, Vroom-Yetton decision model, Path-goal

theory, and Hersey-Blanchard situational theory

Situational theory also appeared as a reaction to the trait theory of leadership.

Social scientists argued that history was more than the result of intervention of
great men as Carlyle suggested. Herbert Spencer (1884) said that the times
produce the person and not the other way around.

[11]
This theory assumes that different situations call for different characteristics;
according to this group of theories, no single optimal psychographic profile of a
leader exists. According to the theory, "what an individual actually does when
acting as a leader is in large part dependent upon characteristics of the situation in
which he functions.”[12]

Some theorists started to synthesize the trait and situational approaches. Building
upon the research of Lewin et al., academics began to normatize the descriptive
models of leadership climates, defining three leadership styles and identifying in
which situations each style works better. The authoritarian leadership style, for
example, is approved in periods of crisis but fails to win the "hearts and minds" of
their followers in the day-to-day management; the democratic leadership style is
more adequate in situations that require consensus building; finally, the laissez
faire leadership style is appreciated by the degree of freedom it provides, but as
the leader does not "take charge", he can be perceived as a failure in protracted or
thorny organizational problems.

[13]
Thus, theorists defined the style of leadership as contingent to the situation,
which is sometimes classified as contingency theory. Four contingency leadership
theories appear more prominently in the recent years: Fiedler contingency model,
Vroom-Yetton decision model, the path-goal theory, and the Hersey-Blanchard
situational theory.

The Fiedler contingency model bases the leader’s effectiveness on what Fred
Fiedler called situational contingency. This results from the interaction of
leadership style and situational favorableness (later called "situational control").
The theory defined two types of leader: those who tend to accomplish the task by
developing good-relationships with the group (relationship-oriented), and those
who have as their prime concern carrying out the task itself (task-oriented).

[14]
According to Fiedler, there is no ideal leader. Both task-oriented and
relationship-oriented leaders can be effective if their leadership orientation fits the
situation. When there is a good leader-member relation, a highly structured task,
and high leader position power, the situation is considered a "favorable situation".
Fiedler found that task-oriented leaders are more effective in extremely favourable
or unfavourable situations, whereas relationship-oriented leaders perform best in
situations with intermediate favourability.

Victor Vroom, in collaboration with Phillip Yetton (1973)

[15]
and later with Arthur Jago (1988),

[16]
developed a taxonomy for describing leadership situations, taxonomy that was
used in a normative decision model where leadership styles where connected to
situational variables, defining which approach was more suitable to which situation.
[17]
This approach was novel because it supported the idea that the same manager
could rely on different group decision making approaches depending on the
attributes of each situation. This model was later referred as situational
contingency theory.

[18]

The path-goal theory of leadership was developed by Robert House (1971) and
was based on the expectancy theory of Victor Vroom.

[19]
According to House, the essence of the theory is "the meta proposition that
leaders, to be effective, engage in behaviors that complement subordinates'
environments and abilities in a manner that compensates for deficiencies and is
instrumental to subordinate satisfaction and individual and work unit performance.

[20]
The theory identifies four leader behaviors, achievement-oriented, directive,
participative, and supportive, that are contingent to the environment factors and
follower characteristics. In contrast to the Fiedler contingency model, the path-goal
model states that the four leadership behaviors are fluid, and that leaders can
adopt any of the four depending on what the situation demands. The path-goal
model can be classified both as a contingency theory, as it depends on the
circumstances, but also as a transactional leadership theory, as the theory
emphasizes the reciprocity behavior between the leader and the followers.

The situational leadership model proposed by Hersey and Blanchard suggests four
leadership-styles and four levels of follower-development. For effectiveness, the
model posits that the leadership-style must match the appropriate level of
followership-development. In this model, leadership behavior becomes a function
not only of the characteristics of the leader, but of the characteristics of followers
as well.
[21]

Functional theory

Main article: Functional leadership model

Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a

particularly useful theory for addressing specific leader behaviors expected to
contribute to organizational or unit effectiveness. This theory argues that the
leader’s main job is to see that whatever is necessary to group needs is taken care
of; thus, a leader can be said to have done their job well when they have
contributed to group effectiveness and cohesion (Fleishman et al., 1991; Hackman
& Wageman, 2005; Hackman & Walton, 1986). While functional leadership theory
has most often been applied to team leadership (Zaccaro, Rittman, & Marks,
2001), it has also been effectively applied to broader organizational leadership as
well (Zaccaro, 2001). In summarizing literature on functional leadership (see
Kozlowski et al. (1996), Zaccaro et al. (2001), Hackman and Walton (1986),
Hackman & Wageman (2005), Morgeson (2005)), Klein, Zeigert, Knight, and Xiao
(2006) observed five broad functions a leader provides when promoting unit
effectiveness. These functions include:

(1) environmental monitoring,

(2) organizing subordinate activities,

(3) teaching and coaching subordinates,

(4) motivating others, and

(5) intervening actively in the group’s work.

A variety of leadership behaviors are expected to facilitate these functions. In initial

work identifying leader behavior, Fleishman (Fleishman, 1953) observed that
subordinates perceived their supervisors’ behavior in terms of two broad
categories referred to as consideration and initiating structure. Consideration
includes behavior involved in fostering effective relationships. Examples of such
behavior would include showing concern for a subordinate or acting in a supportive
manner towards others. Initiating structure involves the actions of the leader
focused specifically on task accomplishment. This could include role clarification,
setting performance standards, and holding subordinates accountable to those
standards.

Transactional and transformational theories

Main articles: Transactional leadership and Transformational leadership

The transactional leader (Burns, 1978)

[22]
is given power to perform certain tasks and reward or punish for the team’s
performance. It gives the opportunity to the manager to lead the group and the
group agrees to follow his lead to accomplish a predetermined goal in exchange
for something else. Power is given to the leader to evaluate, correct and train
subordinates when productivity is not up to the desired level and reward
effectiveness when expected outcome is reached.

The transformational leader (Burns, 2008)

[22]
motivates its team to be effective and efficient. Communication is the base for goal
achievement focusing the group on the final desired outcome or goal attainment. This
leader is highly visible and uses chain of command to get the job done. Transformational
leaders focus on the big picture, needing to be surrounded by people who take care of the
details. The leader is always looking for ideas that move the organization to reach the
company’s vision.
 Leadership and emotions

Leadership can be perceived as a particularly emotion-laden process, with

emotions entwined with the social influence process

[23]
. In an organization, the leaders’ mood has some effects on his group.

These effects can be described in 3 levels[24]

1. The mood of individual group members. Group members with leaders in

a positive mood experience more positive mood than do group members
with leaders in a negative mood.The leaders transmit their moods to other
group members through the mechanism of mood contagion[24].Mood
contagion may be one of the psychological mechanisms by which
charismatic leaders influence followers[25]

2. The affective tone of the group. Group affective tone represents the
consistent or homogeneous affective reactions within a group. Group
affective tone is an aggregate of the moods of the individual members of the
group and refers to mood at the group level of analysis. Groups with leaders
in a positive mood have a more positive affective tone than do groups with
leaders in a negative mood [24].

3. Group processes like coordination, effort expenditure, and task

strategy.Public expressions of mood impact how group members think and
act. When people experience and express mood, they send signals to
others. Leaders signal their goals, intentions, and attitudes through their
expressions of moods. For example, expressions of positive moods by
 leaders signal that leaders deem progress toward goals to be good.The
group members respond to those signals cognitively and behaviorally in
ways that are reflected in the group processes [24].

In research about client service it was found that expressions of positive mood by
the leader improve the performance of the group, although in other sectors there
were another findings[26].

Beyond the leader’s mood, his behavior is a source for employee positive and
negative emotions at work. The leader creates situations and events that lead to
emotional response. Certain leader behaviors displayed during interactions with
their employees are the sources of these affective events. Leaders shape
workplace affective events. Examples – feedback giving, allocating tasks, resource
distribution. Since employee behavior and productivity are directly affected by their
emotional states, it is imperative to consider employee emotional responses to
organizational leaders[27].

Emotional intelligence, the ability to understand and manage moods and emotions
in the self and others, contributes to effective leadership in organizations [26].
Leadership is about being responsible.

Leadership performance

Main article: Leadership Performance

In the past, some researchers have argued that the actual influence of leaders on
organizational outcomes is overrated and romanticized as a result of biased
attributions about leaders (Meindl & Ehrlich, 1987). Despite these assertions
however, it is largely recognized and accepted by practitioners and researchers
that leadership is important, and research supports the notion that leaders do
contribute to key organizational outcomes (Day & Lord, 1988; Kaiser, Hogan, &
Craig, 2008). In order to facilitate successful performance it is important to
understand and accurately measure leadership performance.

Job performance generally refers to behavior that is expected to contribute to

organizational success (Campbell, 1990). Campbell identified a number of specific
types of performance dimensions; leadership was one of the dimensions that he
identified. There is no consistent, overall definition of leadership performance
(Yukl, 2006). Many distinct conceptualizations are often lumped together under the
umbrella of leadership performance, including outcomes such as leader
effectiveness, leader advancement, and leader emergence (Kaiser et al., 2008).
For instance, leadership performance may be used to refer to the career success
of the individual leader, performance of the group or organization, or even leader
emergence. Each of these measures can be considered conceptually distinct.
While these aspects may be related, they are different outcomes and their
inclusion should depend on the applied/research focus.

Contexts of leadership

Leadership in organizations

An organization that is established as an instrument or means for achieving

defined objectives has been referred to as a formal organization. Its design
specifies how goals are subdivided and reflected in subdivisions of the
organization. Divisions, departments, sections, positions, jobs, and tasks make up
this work structure. Thus, the formal organization is expected to behave
impersonally in regard to relationships with clients or with its members. According
to Weber's definition, entry and subsequent advancement is by merit or seniority.
Each employee receives a salary and enjoys a degree of tenure that safeguards
him from the arbitrary influence of superiors or of powerful clients. The higher his
position in the hierarchy, the greater his presumed expertise in adjudicating
problems that may arise in the course of the work carried out at lower levels of the
organization. It is this bureaucratic structure that forms the basis for the
appointment of heads or chiefs of administrative subdivisions in the organization
and endows them with the authority attached to their position. [28]

In contrast to the appointed head or chief of an administrative unit, a leader

emerges within the context of the informal organization that underlies the formal
structure. The informal organization expresses the personal objectives and goals
of the individual membership. Their objectives and goals may or may not coincide
with those of the formal organization. The informal organization represents an
extension of the social structures that generally characterize human life — the
spontaneous emergence of groups and organizations as ends in themselves.

In prehistoric times, man was preoccupied with his personal security, maintenance,
protection, and survival. Now man spends a major portion of his waking hours
working for organizations. His need to identify with a community that provides
security, protection, maintenance, and a feeling of belonging continues unchanged
from prehistoric times. This need is met by the informal organization and its
emergent, or unofficial, leaders.[29]

Leaders emerge from within the structure of the informal organization. Their
personal qualities, the demands of the situation, or a combination of these and
other factors attract followers who accept their leadership within one or several
overlay structures. Instead of the authority of position held by an appointed head or
chief, the emergent leader wields influence or power. Influence is the ability of a
person to gain co-operation from others by means of persuasion or control over
rewards. Power is a stronger form of influence because it reflects a person's ability
to enforce action through the control of a means of punishment.[29]

A leader is anyone who influences a group toward obtaining a particular result. It is

not dependent on title or formal authority. (elevos, paraphrased from Leaders,
Bennis, and Leadership Presence, Halpern & Lubar). Leaders are recognized by
their capacity for caring for others, clear communication, and a commitment to
[30]
persist. An individual who is appointed to a managerial position has the right to
command and enforce obedience by virtue of the authority of his position.
However, he must possess adequate personal attributes to match his authority,
because authority is only potentially available to him. In the absence of sufficient
personal competence, a manager may be confronted by an emergent leader who
can challenge his role in the organization and reduce it to that of a figurehead.
However, only authority of position has the backing of formal sanctions. It follows
that whoever wields personal influence and power can legitimize this only by
gaining a formal position in the hierarchy, with commensurate authority.[29]
Leadership can be defined as one's ability to get others to willingly follow. Every
organization needs leaders at every level.[31]

Leadership versus management

and leaders. He drew twelve distinctions between the two groups:

• 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 short-term perspective; leaders have long-term perspective.
• Managers accept the status-quo; leaders challenge the status-quo.
• 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.

Paul Birch (1999) also sees a distinction between leadership and management. He
observed that, as a broad generalization, managers concerned themselves with
tasks while leaders concerned themselves with people. Birch does not suggest that
leaders do not focus on "the task." Indeed, the things that characterise a great
leader include the fact that they achieve. Effective leaders create and sustain
competitive advantage through the attainment of cost leadership, revenue
leadership, time leadership, and market value leadership. Managers typically follow
and realize a leader's vision. The difference lies in the leader realising that the
achievement of the task comes about through the goodwill and support of others
(influence), while the manager may not.

This goodwill and support originates in the leader seeing people as people, not as
another resource for deployment in support of "the task". The manager often has
the role of organizing resources to get something done. People form one of these
resources, and many of the worst managers treat people as just another
interchangeable item. A leader has the role of causing others to follow a path
he/she has laid out or a vision he/she has articulated in order to achieve a task.
Often, people see the task as subordinate to the vision. For instance, an
organization might have the overall task of generating profit, but a good leader
may see profit as a by-product that flows from whatever aspect of their vision
differentiates their company from the competition.
Leadership does not only manifest itself as purely a business phenomenon. Many
people can think of an inspiring leader they have encountered who has nothing
whatever to do with business: a politician, an officer in the armed forces, a Scout or
Guide leader, a teacher, etc. Similarly, management does not occur only as a
purely business phenomenon. Again, we can think of examples of people that we
have met who fill the management niche in non-business organisationsNon-
business organizations should find it easier to articulate a non-money-driven
inspiring vision that will support true leadership. However, often this does not
occur.

Differences in the mix of leadership and management can define various

management styles. Some management styles tend to de-emphasize leadership.
Included in this group one could include participatory management, democratic
management, and collaborative management styles. Other management styles,
such as authoritarian management, micro-management, and top-down
management, depend more on a leader to provide direction. Note, however, that
just because an organisation has no single leader giving it direction, does not
mean it necessarily has weak leadership. In many cases group leadership (multiple
leaders) can prove effective. Having a single leader (as in dictatorship) allows for
quick and decisive decision-making when needed as well as when not needed.
Group decision-making sometimes earns the derisive label "committee-itis"
because of the longer times required to make decisions, but group leadership can
bring more expertise, experience, and perspectives through a democratic process.

Patricia Pitcher (1994) has challenged the bifurcation into leaders and managers.
She used a factor analysis (in marketing) technique on data collected over 8 years,
and concluded that three types of leaders exist, each with very different
psychological profiles: Artists (imaginative, inspiring, visionary, entrepreneurial,
intuitive, daring, and emotional), Craftsmen (well-balanced, steady, reasonable,
sensible, predictable, and trustworthy), Technocrats (cerebral, detail-oriented,
fastidious, uncompromising, and hard-headed). She speculates that no one profile
offers a preferred leadership style. She claims that if we want to build, we should
find an "artist leader" if we want to solidify our position, we should find a "craftsman
leader" and if we have an ugly job that needs to get done like downsizing, we
should find a "technocratic leader". Pitcher also observed that a balanced leader
exhibiting all three sets of traits occurs extremely rarely: she found none in her
study.

Bruce Lynn postulates a differentiation between 'Leadership' and ‘Management’

based on perspectives to risk. Specifically,"A Leader optimises upside opportunity;
a Manager minimises downside risk." He argues that successful executives need
to apply both disciplines in a balance appropriate to the enterprise and its context.
Leadership without Management yields steps forward, but as many if not more
steps backwards. Management without Leadership avoids any step backwards, but
doesn’t move forward.

Leadership by a group

In contrast to individual leadership, some organizations have adopted group

leadership Over the years the terms management and leadership have been so
closely related that individuals in general think of them as synonymous. However,
this is not the case even considering that good managers have leadership skills
and vice-versa. With this concept in mind, leadership can be viewed as:

• centralized or decentralized
• broad or focused
• decision-oriented or morale-centred
• intrinsic or derived from some authority

Any of the bipolar labels traditionally ascribed to management style could also
apply to leadership style. Hersey and Blanchard use this approach: they claim that
management merely consists of leadership applied to business situations; or in
other words management forms a subset of the broader leadership process. They
say: "Leadership occurs any time one attempts to influence the behavior of an
individual or group, regardless of the reason. Management is a kind of leadership
in which the achievement of organizational goals is paramount." And according to
Warren Bennis and Dan Goldsmith, A good manager does things right. A leader
does the right things."[32]

However, a clear distinction between management and leadership may

nevertheless prove useful. This would allow for a reciprocal relationship between
leadership and management, implying that an effective manager should possess
leadership skills, and an effective leader should demonstrate management skills.
One clear distinction could provide the following definition:

• Management involves power by position.

• Leadership involves power by influence.

Abraham Zaleznik (1977), for example, delineated differences between leadership

and management. He saw leaders as inspiring visionaries concerned about
substance while managers he views as planners who have concerns with process.
Warren Bennis (1989) further explicated a dichotomy between managers. In this
situation, more than one person provides direction to the group as a whole. Some
organizations have taken this approach in hopes of increasing creativity, reducing
costs, or downsizing. Others may see the traditional leadership of a boss as
costing too much in team performance. In some situations, the maintenance of the
boss becomes too expensive - either by draining the resources of the group as a
whole, or by impeding the creativity within the team, even unintentionally.[citation needed]

A common example of group leadership involves cross-functional teams. A team of

people with diverse skills and from all parts of an organization assembles to lead a
project. A team structure can involve sharing power equally on all issues, but more
commonly uses rotating leadership. The team member(s) best able to handle any
given phase of the project become(s) the temporary leader(s). According to
Ogbonnia (2007), "effective leadership is the ability to successfully integrate and
maximize available resources within the internal and external environment for the
attainment of organizational or societal goals". Ogbonnia defines an effective
leader "as an individual with the capacity to consistently succeed in a given
condition and be recognized as meeting the expectations of an organization or
society." Additionally, as each team member has the opportunity to experience the
elevated level of empowerment, it energizes staff and feeds the cycle of success.
[33]

Leaders who demonstrate persistence, tenacity, determination and synergistic

communication skills will bring out the same qualities in their groups. Good leaders
use their own inner mentors to energize their team and organizations and lead a
team to achieve success.[34]

Leadership among primates

Richard Wrangham and Dale Peterson, in Demonic Males: Apes and the Origins
of Human Violence present evidence that only humans and chimpanzees, among
all the animals living on earth, share a similar tendency for a cluster of behaviors:
violence, territoriality, and competition for uniting behind the one chief male of the
[1]
land. This position is contentious. Many animals beyond apes are territorial,
compete, exhibit violence, and have a social structure controlled by a dominant
male (lions, wolves, etc.), suggesting Wrangham and Peterson's evidence is not
empirical. However, we must examine other species as well, including elephants
(which are undoubtedly matriarchal and follow an alpha female), meerkats (who
are likewise matriarchal), and many others.

It would be beneficial, to examine that most accounts of leadership over the past
few millennia (since the creation of Christian religions) are through the perspective
of a patriarchal society, founded on Christian literature. If one looks before these
times, it is noticed that Pagan and Earth-based tribes in fact had female leaders. It
is important also to note that the peculiarities of one tribe cannot necessarily be
ascribed to another, as even our modern-day customs differ. The current day
patrilineal custom is only a recent invention in human history and our original
method of familial practices were matrilineal (Dr. Christopher Shelley and Bianca
Rus, UBC). The fundamental assumption that has been built into 90% of the
world's countries is that patriarchy is the 'natural' biological predisposition of homo
sapiens. Unfortunately, this belief has led to the widespread oppression of women
in all of those countries, but in varying degrees. (Whole Earth Review, Winter,
1995 by Thomas Laird, Michael Victor). The Iroquoian First Nations tribes are an
example of a matrilineal tribe, along with Mayan tribes, and also the society of
Meghalaya, India. (Laird and Victor, 1995).

By comparison, bonobos, the second-closest species-relatives of man, do not

unite behind the chief male of the land. The bonobos show deference to an alpha
or top-ranking female that, with the support of her coalition of other females, can
prove as strong as the strongest male in the land. Thus, if leadership amounts to
getting the greatest number of followers, then among the bonobos, a female
almost always exerts the strongest and most effective leadership. However, not all
scientists agree on the allegedly "peaceful" nature of the bonobo or its reputation
as a "hippie chimp".[2]

Historical views on leadership

Sanskrit literature identifies ten types of leaders. Defining characteristics of the ten
types of leaders are explained with examples from history and mythology.[35]

Aristocratic thinkers have postulated that leadership depends on one's blue blood
or genes: monarchy takes an extreme view of the same idea, and may prop up its
assertions against the claims of mere aristocrats by invoking divine sanction: see
the divine right of kings. Contrariwise, more democratically-inclined theorists have
pointed to examples of meritocratic leaders, such as the Napoleonic marshals
profiting from careers open to talent.
In the autocratic/paternalistic strain of thought, traditionalists recall the role of
leadership of the Roman pater familias. Feminist thinking, on the other hand, may
damn such models as patriarchal and posit against them emotionally-attuned,
responsive, and consensual empathetic guidance and matriarchies.

Comparable to the Roman tradition, the views of Confucianism on "right living"

relate very much to the ideal of the (male) scholar-leader and his benevolent rule,
buttressed by a tradition of filial piety.

Within the context of Islam, views on the nature, scope and inheritance of
leadership have played a major role in shaping sects and their history. See
caliphate.

In the 19th century, the elaboration of anarchist thought called the whole concept
of leadership into question. (Note that the Oxford English Dictionary traces the
word "leadership" in English only as far back as the 19th century.) One response to
this denial of élitism came with Leninism, which demanded an élite group of
disciplined cadres to act as the vanguard of a socialist revolution, bringing into
existence the dictatorship of the proletariat.

Other historical views of leadership have addressed the seeming contrasts

between secular and religious leadership. The doctrines of Caesaro-papism have
recurred and had their detractors over several centuries. Christian thinking on
leadership has often emphasized stewardship of divinely-provided resources -
human and material - and their deployment in accordance with a Divine plan.
Compare servant leadership.

For a more general take on leadership in politics, compare the concept of the
statesman.

Titles emphasizing authority

At certain stages in their development, the hierarchies of social ranks implied

different degrees or ranks of leadership in society. Thus a knight led fewer men in
general than did a duke; a baronet might in theory control less land than an earl.
See peerage for a systematization of this hierarchy, and order of precedence for
links to various systems.

In the course of the 18th and 20th centuries, several political operators took non-
traditional paths to become dominant in their societies. They or their systems often
expressed a belief in strong individual leadership, but existing titles and labels
("King", "Emperor", "President" and so on) often seemed inappropriate, insufficient
or downright inaccurate in some circumstances. The formal or informal titles or
descriptions they or their flunkies employ express and foster a general veneration
for leadership of the inspired and autocratic variety. The definite article when used
as part of the title (in languages which use definite articles) emphasizes the
existence of a sole "true" leader.

Criticism of the concept of leadership

Noam Chomsky has criticized the concept of leadership as involving people

subordinating their needs to that of someone else. While the conventional view of
leadership is rather satisfying to people who "want to be told what to do", one
should question why they are being subjected to acts that may not be rational or
even desirable. Rationality is the key element missing when "leaders" say "believe
me" and "have faith". It is fairly easy to have people simplistically follow their
"leader", if no attention is paid to rationality. [citation needed]
. This view of Chomsky is
related to his Weltanschaung and has no solid psychological basis from the
consensus of the establishment. A further challenge to the concept of leadership is
that it creates a sense of 'following' in teams and organisations. The concept of
employeeship however, is a recent approach to developing responsibility at the
work place by focusing on the skills and attitudes that each person has in common
rather than separating out leadership as an entity.
 Chapter-3

Research
Methodology &
Data Analysis
 OBJECTIVES OF THE STUDY:

a) To study various styles of leadership

b) To study the leaders behavior ascertained by his subordinate and

predicted behavior of the subordinates.

In order to achieve the above objectives, the different methods

adopted included review of available literature, selection of sample,
designing and collection of questionnaire and discussions with the
concerned employees. These helped a lot in collecting the relevant
data for the study.

RESEARCH METHODOLOGY

SAMPLE SIZE : 50 RESPONDENTES

(BASICALY THE EMPLOYES OF
PI INDUSTRY)

RESEARCH TYPE : EXPLORATORY RESEARCH

AREA OF RESEARCH : UDAIPUR CITY

ANALYTICAL TOOLS USED : GRAPHS & CHATS
RESEARCH INSTRUMENT : QUESTIONAIRE
 RESEARCH APPROACH:

To collect primary data, about the leadership behavior employee’s

satisfaction, performance and so on questionnaire were distributed. A
comprehensive questionnaire as per specimen attached was issued to
elicit response of employees. It was followed by personal discussion
with the employees to verify the accuracy of the information supplied.

ANALYSIS OF DATA:

For proper understanding of the dominant features relevant to study,

the data collected through questionnaire was tabulated, analyzed and
interpreted. The analysis was done manually and the whole exercise
has resulted in drawing important conclusions and making
comprehensive decisions
 AUTOCRATIC

He demands more than we can do.

Strongly agree 10
Agree 26
Moderately Agree 11
Moderately Disagree 3
Disagree 0
He criticizes his subordinates in front of others.

Strongly agree 2
Agree 9
Moderately Agree 27
Moderately Disagree 6
Disagree 6
He insists that every thing be done his way.

Strongly agree 9
Agree 12
Moderately Agree 23
Moderately Disagree 3
Disagree 3
He treats people under him without considering their feeling.

Strongly agree 5
Agree 16
Moderately Agree 24
Moderately Disagree 3
Disagree 2
He rules with an iron hand.

Strongly agree 15
Agree 19
Moderately Agree 13
Moderately Disagree 3
Disagree 0
He stresses being ahead of competing work groups.

Strongly agree 6
Agree 22
Moderately Agree 19
Moderately Disagree 1
Disagree 2
 DEMOCRATIC

He stresses the importance of high morale among those under him

Strongly agree 3
Agree 17
Moderately Agree 18
Moderately Disagree 5
Disagree 7

democratic
20
18
18 17
16
14
12
10
8 7
Democratic
6 5
4 3
2
0
strongly agree agree moderately moderately disagree
agree disagree
He sees that a subordinate is rewarded for a job well-done.

Strongly agree 0
Agree 18
Moderately Agree 20
Moderately Disagree 5
Disagree 7

democratic
25
20
20 18

15

10 Democratic
7
5
5
0
0
strongly agree moderately moderately disagree
agree agree disagree
He expresses appreciation when one of us does a good job.

Strongly agree 3
Agree 13
Moderately Agree 11
Moderately Disagree 13
Disagree 10

democratic
14 13 13

12 11
10
10

6
Democratic
4 3

0
strongly agree moderately moderately disagree
agree agree disagree
He helps his subordinates in their personal problems.

Strongly agree 1
Agree 9
Moderately Agree 22
Moderately Disagree 10
Disagree 8

democratic
25
22

20

15

10
10 9
8 Democratic

5
1
0
strongly agree moderately moderately disagree
agree agree disagree
He treats all his subordinates as equal.

Strongly agree 5
Agree 15
Moderately Agree 16
Moderately Disagree 7
Disagree 7

democratic
18
16
16 15
14
12
10
8 7 7
5 Democratic
6
4
2
0
strongly agree moderately moderately disagree
agree agree disagree
 BEAUROCRATIC

He does personal fever for the subordinates under him.

Strongly agree 0
Agree 17
Moderately Agree 24
Moderately Disagree 9
Disagree 0

beaucratic
30
24
25

20 17

15
9 Beaurocratic
10

5
0 0
0
strongly agree moderately moderately disagree
agree agree disagree
He rejects suggestions for changes.

Strongly agree 8
Agree 13
Moderately Agree 19
Moderately Disagree 8
Disagree 2

beaurocratic
20 19
18
16
14 13
12
10
8 8
8 Beaurocratic
6
4
2
2
0
strongly agree agree moderately moderately disagree
agree disagree
He criticizes a specific act rather than a particular individual.

Strongly agree 9
Agree 19
Moderately Agree 13
Moderately Disagree 4
Disagree 5

beaurocratic
20 19
18
16
14 13
12
10 9
8 Beaurocratic
6 5
4
4
2
0
strongly agree agree moderately moderately disagree
agree disagree
He encourages overtime work.

Strongly agree 13
Agree 23
Moderately Agree 11
Moderately Disagree 3
Disagree 0

beaurocratic
25 23

20

15 13
11
10 Beaurocratic

5 3
0
0
strongly agree moderately moderately disagree
agree agree disagree
He emphasizes meeting of deadlines.

Strongly agree 13
Agree 23
Moderately Agree 13
Moderately Disagree 0
Disagree 0

beaurocratic
25 23

20

15 13 13

10 Beurocratic

0 0
0
strongly agree moderately moderately disagree
agree agree disagree
He emphasizes the quality of work.

Strongly agree 17
Agree 16
Moderately Agree 14
Moderately Disagree 2
Disagree 1

beaurocratic
18 17
16
16
14
14
12
10
8
Beurocratic
6
4
2
2 1
0
strongly agree moderately moderately disagree
agree agree disagree
 Laissez-faire

He is willing to make changes.

Strongly agree 3
Agree 22
Moderately Agree 17
Moderately Disagree 5
Disagree 3

laissez-faire
25
22

20
17

15

10 laissez-
5 faire
5 3 3

0
strongly agree moderately moderately disagree
agree agree disagree
He makes those under him feel at ease when talking with them.

Strongly agree 2
Agree 19
Moderately Agree 22
Moderately Disagree 3
Disagree 4

laissez-faire
25
22

20 19

15

10
laissez-
faire
4
5 3
2

0
strongly agree moderately moderately disagree
agree agree disagree
He is friendly and can be easily approached

Strongly agree 2
Agree 12
Moderately Agree 20
Moderately Disagree 9
Disagree 7

laissez-faire
25
20
20

15
12

10 9
7 laissez-
faire
5
2

0
strongly agree moderately moderately disagree
agree agree disagree
He puts suggestions that are made by subordinates under him into
operation.

Strongly agree 0
Agree 25
Moderately Agree 20
Moderately Disagree 2
Disagree 3

laissez-faire
30
25
25
20
20
15
laissez-
10
faire
5 2 3
0
0
strongly agree moderately moderately disagree
agree agree disagree
He lets others do their work the way they think best.

Strongly agree 3
Agree 20
Moderately Agree 22
Moderately Disagree 0
Disagree 5

laissez-faire
25
22
20
20

15

10 laissez-
5 faire
5 3
0
0
strongly agree moderately moderately disagree
agree agree disagree
He tries out his new ideas.

Strongly agree 13
Agree 25
Moderately Agree 10
Moderately Disagree 2
Disagree 0

laissez-faire
30
25
25

20

15 13
10
10 laissez-faire

5 2
0
0
strongly agree moderately moderately disagree
agree agree disagree
He offers new approaches to problems.

Strongly agree 7
Agree 28
Moderately Agree 15
Moderately Disagree 0
Disagree 0

laissez-faire
30 28

25

20
15
15

10 laissez-faire
7

5
0 0
0
strongly agree moderately moderately disagree
agree agree disagree
Assessment done by subordinate

Autocratic 16
Beurocratic 14
Democratic 11
Laissez-faire 9

9
16
autocratic
beurocratic
democratic
11
laissez-faire

14

Interpretation
Through this study it has been found that 16 respondents said that their leader is autocratic, 14 said
that their leader is beurocratic, 11 said that their leader is democratic, 9 said that their leader is
laissez-faire.
 Impact analysis of Autocratic leader and subordinates behavior

Prediction of subordinate’s behavior

Particulars Responses Reason

Willingness to put extra efforts Agree Due to threat.

Ready to stay for longer period Agree Treat of fire out.

on the work days

Readiness to accept mistakes Disagree Hesitant

Willingness to give fair reports Moderately -

Have effective trust with leader Moderately -

Empathy with leader Disagree -

Idealized influence Disagree -

Satisfaction with leader Moderately He is fair

treatment.
 Impact analysis of Democratic leader and his subordinate.

Particulars Responses Reason

Willingness to put extra Almost all Always motivating

efforts either strongly
agree or agree
Ready to stay for longer Agree Due to good
period on the work days relationship.

Readiness to accept Agree Cooperative Behavior

mistakes

Willingness to give fair Agree Have trust on leader.

reports

Have effective trust with Agree Fair relation

leader

Empathy with leader Agree Believes in team work.

Idealized influence Agree He is Charismatic.

Satisfaction with leader Agree Fair relation

Impact analysis of Beaurocratic leader and subordinate behavior.
Particulars Responses Reason
Willingness to put extra efforts Agree Good relation.

Ready to stay for longer period Agree Complete support.

on the work days

Readiness to accept mistakes Agree For improvement.

Willingness to give fair reports Agree Ideas are invited.

Have effective trust with leader Agree Good relation

Empathy with leader Agree Full support.

Idealized influence Agree Friendly relation.
Satisfaction with leader Agree Good relation.
Impact analysis of Laissez-faire leader and subordinate behavior.

Particulars Responses Reason

Willingness to put extra efforts Disagree Due to full

freedom.
Ready to stay for longer Disagree Due to less
period on the work days leader’s
interference.

Readiness to accept mistakes Neutral -

Willingness to give fair reports Neutral -

Have effective trust with Disagree -

leader
Empathy with leader Moderately -
agree
Idealized influence Disagree -

Satisfaction with leader Moderately He does not

agree interfere.
 Chapter-5

SUGGESTIONS
 SUGGESTIONS

 It is suggested that autocratic leadership style which is currently prevalent

should be transformed into participative leader.

 To get this type of transformation special executive development programs

and management development programs may be helpful ,therefore
company should conduct such types of program.

 Company should monitored regularly to assess the behavior of superior and

subordinates which may be helpful for identifying need based training
program for them.

 During investigation it was observered that there is communication gap

between leader and subordinates which needs to be improved.
APPENDIX
 QUESTIONNAIRE
Assessment of leader’s behavior by subordinates
Name:………………………………..
Age:……………….
Department:………………………….
Contact No.:………………………….

PART-A
S.no. Strongly Agree Moderately Moderately Disagree
Particular agree agree disagree
1 He demands more than we can do.
2 He critisizes his subordinates in front of
others.
3 he insist that every thing be done his
way.
4 He treats people under him without
considering their feeling.
5 He rules with an iron hand.
6 He stresses being ahead of competing
work groups.
7 He stresses the importance of high
morale among those under him
8 He sees that a subordinate is rewarded
for a job welldone.
9 He expresses appreciation when one of
us does a good job.
10 He helps his subordinates in their
personal problems.
11 He treats all his subordinates as equal.
12 He does personal fevour for the
subordinates under him.
13 He regects suggestions for changes.
14 He criticizes a specific act rather than a
perticular individual.
15 He encourages overtime work.
16 He emphasizes meeting of deadlines.
17 He emphasizes the quality of work.
18 He is willing to make changes.
19 He makes those under him feel at ease
when talking with them.
20 He is friendly and can be easily
approached.
21 He puts suggestions that are made by
subordinates under him into operation.
22 He lets others do their work the way they
think best.
23 He tries out his new ideas.
 24 He offers new approaches to problems.

PART-B

S.no. Particular Strongly Agree Moderately Moderately disagree Disagree

agree agree

1 Willingness to put extra

efforts

2 Ready to stay for longer

period on the working days.

3 Readiness to accept
mistakes.

4 Willingness to give fair

reports.

5 Have affective trust with

leader.

6 Empathy with leader.

7 Idealized influence.

8 Satisfaction with leader.

BIBLIOGRAPHY
 BIBLIOGRAPHY

BOOKS: -
Inspiring Leadership (John Adair)
Leadership skills for managers (Marlene Caroselli)
Smart leadership (Gita Piramal)
Organization Behavior (Robbins)

Websites:-
WWW.PIINDUSTRY.COM.IN
WWW.SCRIBED.COM