Leadership in Work Force

8/9/2019 Leadership in Work Force

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A STUDY ON THE ROLE OF

LEADERSHIP IN WORKFORCE


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CHAPTER 1

INTRODUCTION

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1.1 INTRODUCTION

Business organization requires leaders-individual who would be instrumental in

guiding the efforts of group of workers to the achievement of goals and objectives.

The leader guides the actions of others in accomplishing their task.

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

that has no challenges, things are fine and you dont require leaders. In such a world,

you dont need to mobilize people for handling any crisis. But unfortunately, in our

world, we a have huge number of challenges in the government, non-profit and

business sectors; we have many challenges in the developing and the developed

world. Hence, we require leadership in our world. The leader should step in to solve

customer problems; they should step in to solve internal company problems. The

number of people that we need to provide leadership is huge now Leadership is an

interactive conversation that pulls people toward becoming comfortable with the

language of personal responsibility and commitment.

Leadership is not just for people at the top. Everyone can learn to lead by discovering

the power that lies within each one of us to make a difference and being prepared

when the call to lead comes. Albert Einstein once said, "We should take care not to

make the intellect our god; it has, ofcourse, powerful muscles but no personality. It

cannot lead; it can only serve." Leaders know and science has discovered

emotionality's deeper purpose: the timeworn mechanisms of emotion allow two

human beings to receive the contents of each other's minds. Emotion is the messenger

of love; it is the vehicle that carries every signal from one brimming heart to another.

LEADERSHIP

Leadership is applicable to all facets of life: competencies that you can learn to

expand your perspective, set the context of a goal, understand the dynamics of human

behavior and take the initiative to be. The main purpose of leadership is to focus and

motivate a group to enable them to achieve their aims. It also involves being

accountable and responsible for the group as a whole.

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A leader should:

provide continuity and momentum

be flexible in allowing changes of direction

Skills Needed

Leaders must have a wide range of skills, techniques and strategies. These include:

Planning

Communication skills

Organization

Awareness of the wider environment in which the team operates. One function that a

leader of a team must perform is holding the team together. A leader is responsible

for:

ensuring project goals are met

ensuring a full team effort

keeping the team happy

Leadership, the ultimate creative skill, is rewarded with the premium compensation-

not to be confused with entitlement. A leader is a visionary whose creative effort

matches the test of enquiry and challenges from informed followers. Value-creating

and vision go hand in hand in successfully led companies.

Leaders require:

Technical competence: Knowledge is currency of future achievement

People competence: Two competencies are important to leaders, communication and

listening. Leaders should also understand the unspoken feelings of their colleagues.

Conceptual skills: The leader cuts to the heart of complex issues by integrating and

creating simplicity out of complexity. I would not give a fig for the simplicity this

side of complexity, said Justice Oliver Wendell Holmes, But I would give my life

for a simplicity on the other side of complexity.

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Participant Observer: How we deal with trauma, the dislocations, anger and anxiety

prepares us for our role as participant-observer that unique ability that enables us to

gain perspective on our own life. Leadership is all about creating a vision that creates

value.

Judgmental Skills: The crucible of real life is the class room for leadership learning.

Leaders learn by failure and mistakes. ready, fire, aim, fire again describes the way

leaders learn from acting and from correcting errors. Their entire life is a learning

experience.

Character: What the leader says, the leader must do. People must count on the leader

or they wont take the risks the leader asks them to take. A clear strong point of view

is helpful, but leaders must stand for something different from consensus. The

successful company consists of high caliber talent, a shared vision and mission, open

and honest communication, and people who have power and freedom to act. Such a

culture is built on a foundation on high ethical standards that shape the reciprocity of

trust that binds follower to manager, manager to leader, leader to follower in a ring

that circulates the common goals.

Optimism: leaders are optimists and purveyors of hope. Leaders trust others and they

are trusted by their peers.

Balance: the need for self esteem, technical competence, people competence,

conceptual skills, judgmental skills, integrity, optimism and trust is vital to a leader.

But each want and need must be kept in balance so an individual does not tilt in one

direction and favour it at the diminution of another.

Leaders Believe: They not only have seen the new possibilities but they present them

to others at whatever risk might follow. Leaders not only are risk takers but believe in

change and facilitate change. Not only does the enterprise change, but the leader

changes and all of the followers change too.

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

productivity and profit. For example, since Toyota has about 10% more engaged

workers it runs one of the most productive operations.

As a leader going into the battle of business, you will only go as far as your team. No

matter your intelligence, your dedication, tenacity and expertise, without a supporting

team, you will not succeed. And without leaders in that supporting team, you will fail.

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One of the most important daily tasks of a leader is to develop leaders. Leader

development for many is a challenge. It requires you to trust others. It requires you to

allow others to perhaps fail in order to learn. Leadership, at the end of the day, boils

down to taking the right decision at the right time. A leader needs to set the direction,

get buy-in from the team, and then align the company to achieve the goals.

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

have a more participative style of management and being able to build relationships at

all levels.

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

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

and creativity synthesized

INTRODUCTION TO WORKFORCE

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

goals. Goal attainment is the chief yardstick in the measurement of the effectiveness

of a workforce. So proper workforce planning is compulsory and necessary to achieve

the goal. Workforce planning is getting "the right number of people with the right

skills, experiences, and competencies in the right jobs at the right time." Many

organizations, both public and private, have developed models for workforce

planning.

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

competencies needed in the future; a comparison of the present workforce to future

needs to identify competency gaps and surpluses; the preparation of plans for building

the workforce needed in the future; and an evaluation process to assure that the

workforce competency model remains valid and that objectives are being met. This

process is simple in outline but depends on rigorous and comprehensive analysis of

the organizations work, workforce, and strategic direction.

Workforce planning requires strong management leadership; clearly articulated

vision, mission, and strategic objectives; and cooperative supportive efforts of staff in

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several functional areas. Strategic planning (GPRA), budget, and human resources are

key players in workforce planning.

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

planning provides managers with a strategic basis for making human resource

decisions. It allows managers to anticipate change rather than being surprised by

events, as well as providing strategic methods for addressing present and anticipated

workforce issues.

Some components of workforce planning, such as workforce demographics,

retirement projections, and succession planning, are familiar to managers. Workforce

planning provides focus to these components, providing more refined information onchanges to be anticipated, the competencies that retirements and other uncontrollable

actions will take from the workforce and key positions that may need to be filled. This

in turn allows managers to plan replacements and changes in workforce competencies.

Workforce planning provides managers the means of identifying the competencies

needed in the workforce not only in the present but also in the future and then

selecting and developing that workforce. Workforce planning allows organizations to

address systematically issues that are driving workforce change.

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

gap analysis, and workforce transition planning that makes up the planning process.

Human Resources offices are key players in implementing workforce transition plans.

Human resources staff can provide program offices and managers with the tools for

developing new competencies in the workforce, training employees, recruiting staff

with core competencies, performing workforce analysis, and developing successionplanning models when needed.

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

budget, strategic planning, human resources, and program staff and working in

partnership with unions. Workforce demographics and employment data are an

integral part of workforce planning.

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Competencies are a set of behaviors that encompass skills, knowledge, abilities, and

personal attributes that, taken together, are critical to successful work

accomplishment. If the individual competencies in the workforce are not in accord

with those needed by the organization, workforce planning will point out the gaps.

A competency model helps to bridge the gap between where an organization is now

and where it wants to be in the future. Workforce planning offers a means of

systematically aligning organizational and program priorities with the budgetary and

human resources needed to accomplish them. By beginning the planning process with

identified strategic objectives, managers and their organizations can develop

workforce plans that will help them accomplish those objectives.

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

management. Senior-level managers must lead the planning process, must assure that

workforce plans are aligned with strategic direction, and must hold subordinate

managers accountable for carrying out workforce planning and for using its products.

Workforce planning requires all parties to step away from preconceived notions and

to seriously consider change. Workforce planning requires a vision of what is to be

accomplished, and what changes may be needed.

The concept of workforce analysis is one which needs to be fully understood in order

to appreciate the importance of sound analysis in the workforce planning process.

Workforce analysis frequently stops with the consideration of demographic

information: occupations, grade levels, skills and experience, age, retirement

eligibility, diversity, turnover rates, etc. This information is valid workforce analysis

and necessary to documenting the present workforce.

Workforce analysis should take into account other human resource processes such as

succession planning, employee development, career development, and organization

development. Each has a part to play in the identification of critical skills, forecasting

potential vacancies, and preparing both employees and organizations to meet future

needs.

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Just as workforce is indispensable for organization, leaders are indispensable for

workforce. The leadership provided to a workforce influences their effectiveness.

Workforce is inevitable in an organization and leadership are crucial to it.

TYPES OF LEADERSHIP STYLES

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

culture of the company. It has been argued that managers' beliefs, values and

assumptions are of critical importance to the overall style of leadership that they

adopt.

There are several different leadership styles that can be identified within each of the

following Management techniques. Each technique has its own set of good and not-

so-good characteristics, and each uses leadership in a different way.

The autocrat

The laissez-faire manager

The democrat

The Autocrat

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

singular objective. This approach to leadership generally results in passive resistance

from team-members and requires continual pressure and direction from the leader in

order to get things done. Generally, an authoritarian approach is not a good way to get

the best performance from a team.

The Laissez-Faire Manager

The Laissez-Faire manager exercises little control over his group, leaving them to sort

out their roles and tackle their work, without participating in this process himself. In

general, this approach leaves the team floundering with little direction or motivation.

The Laissez-Faire technique is usually only appropriate when leading a team of highly

motivated and skilled people, who have produced excellent work in the past.

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The Democrat

The democratic leader makes decisions by consulting his team, whilst still

maintaining control of the group. The democratic leader allows his team to decide

how the task will be tackled and who will perform which task.

The democratic leader can be seen in two lights:

A good democratic leader encourages participation and delegates wisely, but never

loses sight of the fact that he bears the crucial responsibility of leadership. He

motivates his team by empowering them to direct themselves, and guides them with a

loose reign.

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

commitment, he/she may want to lead them each with a different style.

Directing

A team member who has a lot of enthusiasm for the job but not much actual

ability, for example a new start, will need to be directed. The leader will not

need to spend much time giving encouragement or coaxing them along. He

will however have to tell them what to do next after they complete every task,

and how to do the tasks set.

Coaching

After being in the group for a while, somebody might begin to lose confidence

and therefore motivation, as they still can't seem to do the work they want to

do. At this stage the leader will need to coach them along. The leader will still

need to tell them what to do at virtually every point along the way, while

taking care to encourage them and praise them at every turn.

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Supporting

Gradually the team member's technical ability will increase until they are at a

stage where they can actually do everything required of them, however they

may still lack the confidence to actually do it off their own backs. The leader

should no longer have to tell them what to do, although they may think

otherwise. He should seek their opinions on the next stage, and be seen to take

notice of their ideas.

Delegating

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

feel able to work completely on their own. The leader should now be able to

delegate specific areas of work to them and feel little need to tell them either

what to do or to praise them as frequently for doing it. The time that you don't

have to spend "leading" these members of the group can be spent with the less

experienced group members, or on the work that leader need to do.

MODELS / THEORIES OF LEADERSHIP

The models/theories of leadership are

Trait theory

Behavioural theory

Ohio state leadership style

Fiedler's Contingency Model.

Hersey-Blanchard Situational Theory.

Path-Goal Theory.

Vroom-Yetton Leadership Model

Trait theory

The earliest trait theory can be traced back to the ancient Greeks and Romans. They

concluded that leader is born not made. The characteristics or traits make a person a

leader.

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Behavioural theory

- Ohio state leadership style

The Ohio state university initiated various studies on leadership and interdisciplinary

team of researchers from psychology serology and economics. From the study they

developed Leader Behavior Description Questionnaire (LBDQ) to analyze leadership

in numerous types or groups and situations.

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

which the group is operating also determines the style of leadership which is adopted.

Several models exist which attempt to understand the relationship between style and

situation, four of which are described here:

Fiedler's Contingency Model.

Hersey-Blanchard Situational Theory.

Path-Goal Theory.


Fiedler's Contingency model

Fiedler's model assumes that group performance depends on:

Leadership style, described in terms of task motivation and relationship

motivation.

Situational favorableness, determined by three factors:

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

supported by the group members.

2. Task structure - Extent to which the task is structured and defined, with

clear goals and procedures.

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

reward and punishment.

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High levels of these three factors give the most favorable situation, low levels, the

least favorable. Relationship-motivated leaders are most effective in moderately

favorable situations. Task-motivated leaders are most effective at either end of the

scale. Fiedler suggests that it may be easier for leaders to change their situation to

achieve effectiveness, rather than change their leadership style.

Hersey-Blanchard Situational Theory

This theory suggests that leadership style should be matched to the maturity of the

subordinates. Maturity is assessed in relation to a specific task and has two parts:

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

accept responsibility.

Job maturity - Their relevant skills and technical knowledge.

For four degrees of subordinate maturity, from highly mature to highly immature,

leadership can consist of:

Delegatingto subordinates.

Participatingwith subordinates.

Sellingideas to subordinates.

Tellingsubordinates what to do

Path-Goal Theory

Evans and House suggest that the performance, satisfaction and motivation of a group

can be affected by the leader in a number of ways:

Offering rewards for the achievement of performance goals.

Clarifying paths towards these goals.

Removing performance obstacles.

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

situation:

Directive leadership - Specific advice is given to the group and ground rulesare established.

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Supportive leadership - Good relations exist with the group and sensitivity to

subordinates' needs is shown.

Participative leadership - Decision making is based on group consultation and

information is shared with the group.

Achievement-oriented leadership - Challenging goals are set and high

performance is encouraged while showing confidence in the groups' ability.


This model suggests the selection a leadership style for making a decision. There are

five decision making styles:

Autocratic 1 - Problem is solved using information already available.

Autocratic 2 - Additional information is obtained from group before leader

makes decision.

Consultative 1 - Leader discusses problem with subordinates individually,

before making a decision.

Consultative 2 - Problem is discussed with the group before deciding.

Group 2 - Group decides upon problem, with leader simply acting as chair.

TOP LEADERS

Ed Becker, co-founder ofEconotech Ltd., providing technical support for pulp and

paper companies.

His new foundation has better equipped my company and Ed Becker to compete in

North America and the world. First and most important, they now have a proper

foundation for personal and company ethics. According to him company has to be

100% ethical to survive. If you cheat a customer, they will not come back, and they

will tell others! If you are completely honest and trustworthy, they will also tell

others.

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Pat Gel singer (Youngest Vice-President of Intel)

When Inteloffered him a job straight out of college, Pat jumped at the opportunity.

Hired as a technician, Pat was disappointed to learn his job basically involved being a

gopher for the engineers.

The only career aspiration I had when I started at Intel was to be the engineer

telling the technician what to do as opposed to the other way around.

Pat planned to achieve this goal through education. Two months after starting atIntel,

he began working on his bachelors degree in addition to his full-time job. He planned

to eventually finish his masters and PhD as well.

As Pats family grew, his career also advanced. He even managed to finish his

masters degree at Stanford and was offered a full scholarship to complete his PhD.

Not wanting to pass up the opportunity, Pat resigned from Intel. But Intel wasnt

going to let him go that easily. They promised Pat that if he stayed at the company,

they would make it worth his while. True to their word, they made Pat design

manager of the 486 computer chip and, at age 32, named him as the youngest vice

president inIntels history.

Anne Holland, President and CEO ofMayco Oil

How does a little girl born into a poor, immigrant family in northern Canada wind up,

as a grown woman, running her own business trading and marketing domestic crude

oil, one of the most competitive, high stakes business arenas in the world?

Ed Bjurstrom, Vice President of Engineering forAmgen, the largest biotechnologyfirm in the world

As the vice president of engineering forAmgen, the largest biotechnology firm in the

world, Ed Bjurstrom has reached the pinnacle of his career. When he started out at

Amgen a mere 15 years ago, the fledgling company was barely getting by from month

to month and Eds future there was shaky at best.

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She holds five IBM 100% Club awards, IBM Executive awards, two ARC Super

Pro-Club Awards, Las Colinas BPW Young Careerist award, and ABI's "Woman

of the Year" award in Y2002.

Scott and Vicki Gillis

Scott holds a top level job withAIG Sun America,

Scott and his wife Vicki also run their own real estate company.

Considering that most peoples goal is to make as much money as possible so they

can retire as early as possible, Scott Gillis stands out as somewhat of an anomaly.

Even after making more money than he could ever hope to spend, not only does Scott

continue to hold down a top level job with AIG Sun America, he and his wife Vickialso run their own real estate company on the side.

That was certainly true when Scott was just starting out in the accounting field. My

focus was really to make a name for myself rise to the top of the ladder, Scott

says.

Scott continues to hold down his job with AIG Sun America in addition to all of his

other responsibilities. He manages approximately 250 people as well as the finances

for a company with over $250 billion in assets.

Jerry Caven, owner of theHalf Moon Ranch, restaurant entrepreneur, real estate

developer

Jerry Caven says:, If you are starting a business and want to be successful, one thing

I would tell you is to go to the Bible and read and understand the concepts that are put

forth there. Not only will these concepts help you to be successful in every way, in the

Bible, you will also encounter Jesus. And knowing Jesus will give you far more than

any business success ever could, namely, peace and hope.

David Browne, CEO ofLens Crafters

At the tender age of 29, David Browne was living every entrepreneurs dream. As

CEO and President ofLens Crafters, the multi-million dollar eyewear company he co-

founded, every sign indicated that his star would continue to rise.

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Ken Kolek, founder ofPrototype Consulting Services

Ken Kolek, founder ofPrototype Consulting Services, received a typical business

education. You know, the business pyramid looks this way, he says. It gets smaller

at the top, because theres less oxygen up there, and you have to be well conditioned,

tough. You have to learn how to throw everybody else off those upper floors. But

Ken eventually realized helping other people succeed was not only more fulfilling, it

was also the best way to ensure his own companys success.

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

Chick-fill-A is a fast food restaurant chain in the USA. It has over 1000 restaurants.

Truett Cathys career story belongs in a collection of biographies labeled Christian

Business Leaders or in the broader category of Businesses Built on Religious

Principles.

In 1967 Cathy founded the Chick-fill-A chain of fast food restaurants. In building the

1,000 store chain, he explicitly relied on his religious principles. At the age of 12

Truett was awarded a newspaper route of his own. From 1933 to the end of 1941 he

was a newspaper delivery boy. Truett was energized by the challenges of:

signing up and keeping customers and

Earning a profit.

Since he bought his papers at wholesale rates and sold at retail prices, he saw the

enterprise as an exercise in business management. Out of this early experience came a

vision of what he would do with his adult life. In his words.

My success with the paper route convinced me that I would one day open a business

of my own, most likely a service station, grocery store or restaurant.

Paul Lewan, owner ofLewan & Associates.

Most people would define a man who owns a company that did $100 million in sales

last year as a success. And Paul Lewan, founder of Denver-based Lewan &

Associates, would agree with them. However, throughout his career in office

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technology sales, Paul hasnt seen success as something to be pursued. Rather, he

defines it as the by-product of doing other things right.

Although he has always had a head for business, Pauls entrepreneurial ability didnt

really come to the fore until his first employer, Marchant Calculators went under in

1972.

I had a number of people working for me at the time, and five of them came to me

and said, Paul, if youll start your own company, well go to work for you.

Pauls relationship with his employees that is perhaps most remarkable. Not only does

he send a personal card to employees on the anniversary of each year with the

company, he also phones them on their birthday! And thats not all. While he

encourages them to work hard, he also strives to ensure his people have plenty of time

for family, friends, and, hopefully, faith.

John D. Beckett, CEO of the RW Beckett Corporation

Many people assume that the only way to succeed in business is by following the not

so golden rule: Do unto others before they do unto you.

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

the opposite?

John D. Beckett, Chairman and CEO of the RW Beckett Corporation, thinks so.

Why? Because applying the Golden Rule and other biblical principles is exactly

how he built his Elyria, Ohio-based company into one of the leading manufacturers of

heating components in the world.

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1.2 SUBJECT BACKGROUND OF THE RESEARCH TOPIC

In this challenging scenario leadership are very important. Effective leadership is veryimportant for an effective work force. Business organization requires leaders individual who would be instrumental in guiding the efforts of group of workers tothe achievement of goals and objectives.

A good leader should always have the ability to lead his team towards theachievement of organizational goals. Leaders must posses a wide range of skills,techniques and strategies. A leader must be a visionary whose creative effort matchesthe test of enquiry and challenges from informed followers.

For a team to work effectively there should be an efficient leader. Leaders requiretechnical competence, conceptual skills, participant- observer, judgment skills,

character, optimism and balance.

A work force is an inevitable part of every organization. They are necessary forachieving the goals. Work force planning requires strong management leadership;clearly articulated vision, mission and strategic objectives and cooperative supportiveefforts of staff in several functional areas. To be successful, work force planningrequires the commitment and leadership of the top management.

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

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1.3 NEED FOR THE STUDY

Leadership is of great importance in the present world.

The leadership provided to a work force influences their effectiveness.

The productivity and profit can be increased by motivating disengagedworkers to become engaged.

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

essential.

Good leadership is a decision that builds on a combination of wisdom,intelligence and creativity.

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CHAPTER 2

RESEARCH DESIGN

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2.1 INTRODUCTION

Research Design is the basic frame work which provides the guidelines for research.

The research design specifies the method for data collection analysis. There are

mainly two methods of collecting data, primary and secondary data collection.

2.2 STATEMENT OF THE PROBLEM

The concept and need to share leadership and operate as leadership, teams are

becoming accepted widely at the top of the organizations, the focus of leadership

tends to be still very much on the individual. So the relationship between leadership

and work force assumes greater importance.

2.3 REVIEW OF LITERATURE

Leadership is an important and necessary skill for achieving individual and group

organizational performance. The role of leadership in management is largely

determined by the organizational culture of the company.

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

motivate, and enable others to contribute toward the effectiveness and success of the

organizations of which they are members".A vision provides direction to the influence

process. A leader (or group of leaders) can have one or more visions of the future to

aid them to move a group successfully towards this goal. Warren Bennis (1989)

interestingly drew 12 distinctions between Leaders and Managers:

Managers administer, leaders innovate

Managers ask how and when, leaders ask what and why

Managers focus on systems, leaders focus on people

Managers do things right, leaders do the right things

Managers maintain, leaders develop

Managers rely on control, leaders inspire trust

Managers have a short-term perspective, leaders have a longer-term

perspective

Managers accept the status-quo, leaders challenge the status-quo

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Managers have an eye on the bottom line, leaders have an eye on the horizon

Managers imitate, leaders originate

Managers emulate the classic good soldier, leaders are their own person

Managers copy, leaders show originality

Leadership development is not an event. It is a process of participating

in respectful conversations where the leader recognizes his or her own feelings and

those of others in building safe and trusting relationships. Leaders mobilize people.

Their role is to undertake challenging goals that involve change. Leaders focus on

changing behavior, Leadership is important at times of change because most of the

time, the systems are not in place and leaders drive change and face challenges thatare humongous. In short, in the case of stable existing systems, you need managers,

while in the case of new turbulent situations that require a change, you need leaders.

Almost always, leadership produces change. Go back in history and read about the

people who were great leaders, and you will see that they were always focused on

change. Look at Mahatma Gandhi he induced change in Indian society: he

mobilized Indians and changed the way they looked at their state of affairs.

Leaders must carry moral authority. Without moral authority, leadership is blind.

Surveys of business people around the world show that they rank characteristics such

as integrity at the top of the list of essential elements for leadership.

Churchill in World War II; sometimes, they must restore dignity as Abraham Lincoln

did in the struggle against slavery in the US; and, sometimes, they must take a

situation that seems impossible but use moral authority to turn it around, as Gandhiji

did in his fight against the British occupation of India.

Workforce and leadership

Workforce is one that sees itself as one unit, that is dear about where it is going, and

that shares the central qualities of work, power, skills, control, authority, and rewards.

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Leaders have tried many things to try to get more empowerment into their workforce.

They are:

Suggestion systems Employee of the month

Training

Team building

Quality circles

Motivational talks

Job enrichment

Things that need to be shared in workforce:

Ownership

Responsibility

Authority

Power

Rewards

Energy

Decision making is the core process of working with your team. It is important

to understand that there are different levels of participation in decision making.

The lowest level of participation is telling people what you will do. One of the

highest levels are where everybody makes decisions together.

Elements of workforce

The job of todays manager is to build an empowered team. To do this, some

important elements need to be developed. Managers and employees share in the

development of these elements. They are the foundation of the empowered decision-

making process:

Respect Control Responsibility

Information Decision-making Skills

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RESPECT

There is respect when people expect the best from each other, and when they assume

that others have constructive motivations. Each person has personal needs, agendas,

and preferences that must be negotiated. The organization cant always come first.

INFORMATION

People who work together need complete information. The manager needs to inform

people clearly and completely and then let them make conclusions. Information

should flow freely not be hoarded or hidden from certain people or certain levels of

employees.

CONTROL AND DECISION MAKING

People want to make decisions about how they reach goals and the best way to get a

job done. Empowering managers dont assume they know but ask people to work with

them to decide how to do things. This may take longer at the start, but it builds

complete agreement and higher commitment to getting the best results.

RESPONSIBILITY

Empowerment means that responsibility is not all on the managers shoulders. He or

she can count on help and will share the rewards and credit with everyone. When this

happens, the manager sleeps better and feels less helpless and deserted when there is a

crisis.

SKILLS

People need new skills, and they need to keep learning to keep up with the

organizations needs. People need to have the opportunity to learn, so they can be true

partners. The capacity to do effective workforce planning will only be developed over

time; it is critical to begin carefully and to validate analysis at each step. Large

organizations should begin with a subset of the workforce and extend planning

through the remainder as skills and experience develops over time.

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The workforce planning process will maintain links to program, budget, and strategic

planning to assure that the products of workforce planning meet program managers

needs. Effective workforce planning is a critical element of effective strategic and

operational planning. Workplaces today are searching for quality, for continuous

improvement, fordoing more with less. The empowered work force recognizes that

the needed changes wont come in the form of an edict from top management.

Many companies have quality-improvement programs. A quality program aims at

having people look at each of their work processes, discovering sources of difficulty,

defects, inefficiency, redundancy, variation, or confusion, and creating new ways to

do things better. A great discovery of the quality program is often that the people who

are doing a task are the best people to redesign it not a team of outside engineers or

consultants.

BECOMING A LEADER AND THE ASPECT OF DIRECTING

WORKFORCE

BECOMING A LEADER

A leader may not always be a manager, and one day you may see an opportunity to

lead a project or team within your group.

Steps to Leading

1. Identify team members and resources willing to support your leadership.

2. A crucial step is to empathize with others and assess their understanding of the

situation. This will help you understand how to influence these people.

3. Now you should open a discussion which the members.

4. Having convinced the team of your leadership, encourage team

communication to build a team identity. The leader should also try to motivate

the team appropriately.

5. Plan and organize the team by setting realistic goals.

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6. When goals are achieved recognizes and rewards the team. Do not expect the

team to exceed them - this will undermine the leadership and the team will

lose trust in the leader.

A key aspect of leadership is delegation. Unless you delegate tasks to your

subordinates, your team will become inefficient and demoralized.

"I not only use all the brains I have, but all I can borrow." - Woodrow Wilson

Advantages of Delegation

Positive aspects of delegation include:

Higher efficiency

Increased motivation

Develops the skills of your team

Better distribution of work through the group

ASPECTS OF DIRECTING WORKFORCE

When directing a workforce it is important to structure the tasks to be performed.

Goals should be easily understood by everyone and tasks broken down so that they

appear achievable.

Breaking down the task

Goal analysis

Break down the task.

Nothing will be more demoralizing for the team than setting them a task which seems

impossible (the brick wall approach). Therefore it is important to define a task as a

series of small but significant steps which seem realistic. As the person performs these

broken-down steps he/she will still feel that something tangible has been

accomplished, and the next step toward finishing will become clear. The brick wall

approach will usually result in the task not being accomplished.

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Goal analysis

It is probable that as a team leader you will want to set goals for your team or project.

One such goal may be "to improve communications amongst the team". Clearly there

will be many different interpretations of this goal by different team members. Goal

analysis seeks to remove this ambiguity.

Goal analysis should define an abstract goal in terms of concrete criteria, which when

met will clearly demonstrate that the goal has been achieved. The criteria should be

expressed in terms of actions or results rather than abstractions (which may be

ambiguous). There are 5 steps:

1) Write down the goal.

2) Without editing or judging - describe the goal.

3) Sort.

4) State each action or result obtained from 3.

5) Test the statements.

The key to holding the work team together is motivation. To motivate is to:

"Cause (person) to act in a particular way; stimulate interest of (person inactivity)."1

6 Steps to Motivation

The following steps can be taken to help achieve and maintain group motivation:

Provide opportunities for group members to become acquainted.

Indicate the importance/value of the group.

Make people feel they are important.

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Clarify goals.

Identify progress.

Acknowledge achievements.

Compensation and benefits are key motivators for an effective work force.

KEYS OF EFFECTIVE LEADERSHIP

Transformational, adaptive, and enabling leadership are emphasized as keys to

effective leadership in the changing business environment. Leadership of e-businesses

and dot. com companies requires dynamic new vision, communication, and decision+

making capabilities to establish initiatives and respond to dynamic environments-

including the ups and downs of the stock market and highly competitive marketplace,

all of which add up to a vibrant economy. It also requires excellence in tried-and-true

business and management skills that are taxed more than ever to cope with

information overload and other stresses and demands brought about by new

technology.

Leaders have to recognize the value of new technologies, communicate why they are

needed, and convey enthusiasm for the initiatives while employees are asked to do

more work with fewer resources. Leaders need to ensure that sufficient resources are

devoted to educating employees about the new systems. This means more than simply

training employees on how to perform their specific functions using the new

technology, but on the ways their jobs and the technology fit within the overall flow

of work throughout the organization and between the organization and suppliers and

customers.

Leaders need to be able to communicate this enterprise-wide perspective and have the

patience and resources to ensure that employees have this comprehensiveunderstanding. Leadership is much more than setting direction and organizing and

monitoring work. It is a direct product of the development of new technologies,

shifting market demands, and the anticipation of continuous change.

Effective leadership and management communication is a key driver in employee

engagement. To support leaders and enable them to be effective in their

communication role we need to define their role, determine the skills they need and

provide the tools to support them. The senior leaders role in creating a line of sight

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for employees should include being responsible for setting the vision and bringing it

to life for employees, and building context around the vision.

To support this role, senior leaders often need further developments in skills such as

listening, recognition for desired behaviours and story telling that clearly

demonstrated why the business strategy is important to the organization. Leaders were

brought together in alignment session to agree on the behaviours and their role in

engaging employees in them.

Gaining input from leaders:

Leaders should be involved in developing a set of consistent messages around

business strategy. The input can be gained from these questions:

The business case: Why is this strategy the right one for our business?

The elevator speech: What will be our focus for the next twelve to eighteen months?

Cultural attributes: What does the culture need to look like for this strategy to

succeed?

Proof points: What are some stories you can tell now that demonstrate the success of

people contributing to the strategy.

The employee actions: What do people in your business need to be doing differently

to achieve the strategy.

The ability of a nation to be successful depends not only on the government but also

on the business and the corporate leaders to make things happen for their

organization.

Leadership characteristics are defined as personal factors and individual possess

which separate him or her as a leader from others. Five leadership characteristics to

measure the leadership qualities are: persistence, honesty, intelligence, self confidence

and vision. The five leadership characteristics were also selected as it represented the

common leadership characteristics highlighted by the most writers on leadership and

were easily understandable as well as quite applicable. Leaders do indeed possess

leadership characteristics. The corporate leaders produced an extensive list of

qualities they desired in future recruits, but almost none involved functional and

technical knowledge.

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The basics

There are three elements to global business capabilities:

Knowledge: The foundation of global business capabilities is Knowledge. Knowledge

can be defined as understanding gained through experience or study. Knowledge

covers the basic functional areas and each of the subject areas.

Skills: The second element to global capabilities is the acquisition of Skills. Skills are

practiced ability, the learning acquired through the repeated application of knowledge

and tent to be acquired during middle career period when people move into general

management roles.

Business is action oriented and skills are fundamental to effective management. The

skills required are global and complex, and required profession rather than adhoc

training.

Attributes: Attributes are individual qualities, characteristics or behaviors focused on

leadership. The attributes required for business leadership can be developed in a

business school at least to the same degree as business knowledge and skills can.

As Warren Bennis, observes in his bookOn Becoming a Leader, the next generation

of business leaders will be more broadly educated than their predecessors. They will

have to possess boundless curiosity, limitless enthusiasm, have faith in people and in

team work, have a willingness to take risks, remain devoted to long term growth

rather than short term profits, be committed to excellence, and display readiness,

virtue and vision.

The concept of entrepreneurial management leadership is considered as the essence of

management leadership which is maintained through successful contemporary

entrepreneurship. The practice of successful contemporary entrepreneurial

management leadership is thereby fulfilled with an array of exciting activities and

new creative developments.

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VARIOUS LEADERSHIP SKILLS

The various leadership skills are:

Transactional and Transformational leadership

Adaptive

Forceful and enabling Inspirational

Principled leadership skills

Transactional and Transformational leadership

Transactional leadership works well when the organization needs clarity, structure,

communication, and focus on bottom-line performance, whereas transformational

leadership works well when the organization needs major change in response torapidly evolving markets and technologies. Transformational leaders develop people

through delegation and empowerment. They make them responsible and accountable

for corporate goals, and then get out of their way. They may introduce processes, such

as total quality management as a vehicle for encouraging employees at all levels and

functions of the organization to spearhead and/ or participate in identifying and

implementing improvements for enhanced organizational outcomes.

Transformational leadership is defined as the changing of associates to increase their

level of trust in the entrepreneur, perform best the achievement of the organizational

goals. As charismatic leaders, such entrepreneur also has a vision of how things could

be and clearly communicate this to associates through their excitement and

enthusiasm to motivate them for supporting the vision.

Transformational leaders evaluate employees potential, and envision what needs to

happen to expand their responsibilities. Instead of setting goals to achieve (the

transactional approach), the focus is on supporting a developmental process to help

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individuals achieve higher levels of responsibility and favorable outcomes (the

transformational approach).

Transformational leaders develop people by motivating them, appealing to their sense

of morality, and empowering them to make decisions. They arouse needs for self-

actualization by presenting challenges, not resolving problems. They demonstrate the

organizations moral values and encourage people to transcend their own self-

intefroerst the sake of the organization (e. g., moving peoples focus and attitudes

from an individualistic to a collectivistic orientation). In addition, they promote

peoples active engagement in the task by giving people a chance to exert initiative

and by rewarding self-starters.

Leaders have the power to set the tone for the entire organization. Leadership is tested

at the edge, sometimes as a result of disastrous situations.

Adaptive Leadership skill

Another approach to leadership that is closely tied to a transformational approach

stems from the idea that leaders need to be flexible in the styles of behavior they

adopt. The complexity of organizations and differences between people with whom

the leader interacts and depends necessitate behaving differently in different

situations. This is contingency management, or adaptive leadership.

Organizations are adaptive systems in complex environments, rather than

mechanistic, standardized systems that operate by fixed rules and predictable

situations. Adaptive leaders concentrate on adding value and producing outcomes, not

doing activities. Adaptive leaders have intentionally broad-based job descriptions to

allow them flexibility. Also, adaptive leaders recognize that one activity may

substitute for another. Adaptive leaders are proactive, envisioning opportunities and

finding resources and then taking advantage of them. They develop their

organizations capacities to learn and evolve.

New leadership strategies and modes operating are needed to respond to shifts in

societies, markets, and technologies.

Heifetz and Lauder (1997) offered six principles for adaptive leadership: (a)Work

hard while maintaining a perspective on the whole situation. Do not get swept up in

the press of daily work. Be able to identify conflicts about values and power.

Recognize procrastination and work avoidance. Look for other positive and negative

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reactions to change. (b) Identify the adaptive challenge, that is, what needs to be

changed. (c) Regulate distress. Do not let it get out of hand. Yet let people feel stress.

One way to achieve this balance is to place people in a holding environment a

temporary place, such as an off-site workshop, where managers with different views

can discuss real problems and develop ideas for strategic and operational change. (d)

Maintain disciplined focus to the challenges at hand. Counteract distractions that arise

because people resist change (e. g., finger pointing about whos to blame or

arguments over who should do what). (e) Delegate the work back to the people who

know how to do it. Involve them in the process of change. Trust them to respond

appropriately.

Adaptive leadership is not like solving a technical problem by driving to solution and

convincing others to get on board (Heifetz & Lauder, 1997). Adaptive leaders do not

provide the solutions. They engage others in the process of learning and allow others

to take responsibility for solving problems. They recognize that adaptive change is

distressing and this distress needs to be experienced and managed. Adaptive leaders

give others credit for being emotionally mature and able to step up to the plate when it

comes to ambiguity, conflict, and responding to a shifting environment.

Forceful and Enabling Leadership

Similar to the concept of adaptive leadership, Kaiser and Kaplan (2000) viewed

leadership as a function of versatility-the ability to adapt to competing demands.

Effective leaders need to able to apply at least two types of leadership: Sometimes

they need to be assertive and forceful. Other times, they need to be supportive and

enabling. The need to adapt leadership style to changing demands is all the more

important in a constantly changing business environment (e. g., a shifting global

economy, rapid technological innovation, and demographic diversity). This requires

leaders to be behaviorally complex. However, executives tend to be aggressive and

self-assertive or relational and enabling.

Kaiser and Kaplan (2000) characterized the personalities of forceful leaders as

aggressive, competitive, critical, dominant, intense, outspoken, and self-assertive.

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They described enabling leaders as appreciative, cautious, caring, compassionate,

gentle, mildly responsive to others, and understanding.

Inspirational Leadership

Another approach to leadership is based on the leaders charismatic personality.

Patricia Wallington, former chief information officer of Xerox Corp., captured this

idea in the concept of inspirational leadership (Wallington, 2000). She described a

leader she remembered as inspirational as a person who always made time for her,

never solved her problems but provided guidance in the form of principles that could

be used in different situation (e. g., Kill your enemy with kindness), and encouraged

by praising her strengths. He made her feel she could accomplish anything, and to her,

that was inspiration. More generally, she outlined the following eight characteristics

that draw people to a leader and a project, inspiring energy and involvement:

1. Passion and vision: Inspirational leaders have a deep interest their work, and they

find the words to capture others imagination.

2. Will and determination: They are intent on accomplishing their goals.

3. Courage: They take on the big idea without worrying whats in it for me.

4. Confidence: They welcome reasonable risks and learn from failure.

5. Caring: They empathize with others, understand their motivations, and meet their

needs.

6. Charisma: They are social, extroverted personalities who draw people to them, or

they have low key personalities that build rapport and inspire devotion.

7.Authenticity: They mean what they say.

8. Connectedness with people: They listen intently with open minds and learn from

everyone.

Inspirational leaders take on risky projects because they are passionate about the

possibilities and the potential positive outcomes. They create a mystique around the

project, helping others to see it as a chance of a lifetime. As a result, people stand in

line to volunteer and participate actively with real commitment.

Principled Leadership:

A Style that Transcends Situation

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Principled, diplomatic leadership is the ideal, yet practical, leadership style. It extends

the transformational, adaptive, enabling leadership styles, recognizing the realities of

todays world combined with the need for treating people sensitively and behaving

ethically as the foundation for effective leaderships.

Complex environments and resulting organizational change demand transformational

and inspirational leadership that creates and communicates a clear vision, engenders

commitment, and empowers participation. Todays leaders create and lead new,

adaptive organizational structures that rely on teams and have a global, multicultural

perspective. Moreover, leaders need to maintain a principled, diplomatic stance,

particularly in dealing with difficult situations.

STRATEGIES OF A LEADER

A strong leader is always thinking ahead - anticipating - ready with solutions when

problems arise. S/he has a finger on the pulse of staff and customers alike and uses

that information to grow the department/company.

Here are 7 leadership strategies.

Strategy #1: Effective leaders master their time

Effective leaders are relentless about clearing items off their to do list. What's more, it

helps them control their time.

Strategy #2: Three questions to boost productivity

As the number of knowledge workers continues to grow, it becomes increasingly

urgent for managers and leaders to find ways to measure and boost their productivity.

Ask your knowledge workers 3 questions:

** What tasks do you perform?

** What do you believe you should contribute to the organization?

** What prevents you from getting your work done?

Strategy #3: Work/life balance -- a leadership issue

In times of uncertainty, employees often put in long, long hours. That leads to

burnout. Workers suffer and so does their work.

To ensure that employees' personal time remains personal, take these anti-burnout

measures:

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** Limit or do away with Friday meetings. Allow your employees to enter weekends

free of work-related responsibilities.

** Alter travel weekends. Limit employees' nights away from home.

** Limit technological "tethers."

Strategy #4: Silence is golden

You might be surprised to learn that many leaders' most harmful behavior is adding

too much value. This behavior is triggered the moment an executive comes to the

senior leader with an idea that s/he thinks is really good. "Great idea!" the leader

enthusiastically agrees. But because s/he can't resist, the leader gives "input" about

executing the idea.

Strategy #5: Put together a great problem-solving team

To meet the demands of one city's recycling plan, engineers designed a new truck

with a hydraulic arm on the right side to pick up and empty specially designed trash

barrels. But when the real experts - the drivers - saw the expensive new trucks, they

immediately pointed out that they were useless for picking up trash on the left-hand

side of the one-way streets!

Problem-solving teams often bring together all kinds of people to create a solution

except the solution's ultimate users.

Strategy #6: Solve problems with the right question

A good strategy to finding the right answer to a problem is to start with a solution-

oriented question that requires a simple "yes" or "no" answer.

Strategy #7: Smart leaders build bench strength

Develop great bench strength by sticking to two simple rules:

**Insist that every supervisor have his/her own replacement trained and ready to

move up.

** Defer salary increases and promotions for anyone who has not done #1.

Whenever you see a successful business, someone once made a courageous

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decision.

- Peter Drucker

CHARACTERISTICS OF SUCCESSFUL LEADERS.

The Characteristics are:

1. Track record: Most people who were promoted to the executive suite had a strong

record of success, at least a consistent record of positive bottom-line results.

2. Brilliance: Successful executives were perceived to be uncommonly bright in a

technical or functional specialty or in a general skill such as the ability to solve

difficult problems or analyze complex situations.

3. Commitment: Successful executives were seen as loyal to their company. This is

evident in a willingness to work long hours and accept whatever assignments come

along.

4. Charisma: Successful executives were likely to be highly affable. Often, this is

especially evident in their behavior with people at higher levels in the organization.

5.Ambition: Successful executives showed hard driving ambition. They wanted to be

an executive, and they were willing to do whatever it took to make it happen.Successful leadership requires one more element wisdom. You can be creatively,

analytically and practically intelligent. You can be creative and intelligent, but if you

are not wise, then it goes sour. Wisdom emphasizes the positive use of knowledge and

skills.

The leaders who possess and reflect in their leadership roles that are the greatest

combination of joy, hope, charity and peace. Successful entrepreneurial leaders are

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value-based visionaries and communicators, going from a position of a trust and

confidence.

The fulfillment and satisfaction derived from the hard work, the frustrations and the

challenges, the success and, eventually, seeing your team and institution grow and

create a broad impact, is tremendous. Being a leader in tough, challenging situations

brings out the best in me.

2.4 OBJECTIVES OF THE STUDY

To study the role of leadership in work force.

To study the role of leadership in work force with reference to softwareindustry.

To find out the relationship between leadership and work force in HumanResource Management.

To explore the relationship between work force and innovative behavior,they demonstrate from socio-technical perspective.

2.5. SCOPE OF THE STUDY

Leadership is the action or influence necessary for the direction or organization of

effort to a group undertaking. To lead others successfully, one must first learn how to

lead oneself effectively.

This study is confined to Bangalore City. The results cannot be generalized.

2.6 HYPOTHESIS

H0: There is no role for leadership in work force.

H1: There is a role for leadership in work force.

2.7 RESEARCH METHODOLOGY.

This study entitled A study on the role of leadership in work force is done with

reference to software industry. On behalf of the IT companies INSZOOM and

NANDI POWERTRONICS are selected. The data are collected by using

questionnaire. This purpose of this study was to uncover and describe the role of

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leadership in workforce. This inquiry led toward understanding the influences of

organizational and individual values on the performance, relationships, and

effectiveness of leaders relationship with workforce. The particular focus was

oriented towards leadership qualities, since conflicts expose differing within a context

of working with different teams.

2.8 SAMPLING

2.8.1 Population:

In this study, there is a population of 250 experienced persons.

2.8.2 Sample Size

Samples of 60 experienced persons from the two companies are being taken for thestudy.

2.8.3 Statistical tools

The following statistical tools are used for analysis:T- Test.

SPSS package is used for performing all the above said analysis

2.9 DATA COLLECTION METHOD

Primary Data: Primary data are useful for current studies as well as future studies.

These data are collected for the first time by the researcher. The primary data for this

study is collected by using questionnaire.

Secondary Data: Secondary data are those which are collected from journals,

magazines, government publications, annual reports of companies etc.. The

secondary data for this study is collected from journals, magazines, internet, books

and reports from companies.

2.10 FIELD WORK

My Dissertation study is concentrated mainly on Software Industry. INSZOOM and

NANDI POWERTRONICS were the two companies where my study is conducted.

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2.11 METHOD OF ANALYSIS

PercentageAverageGraphs

2.12 LIMITATIONS OF THE STUDY

The major limitations of this study are:

Time constraints

Geographical constraints

This study is confined to Software Industry, so it may not be applicable to

other industry.

This study is limited to only two companies.

2.13 CHAPTER SCHEME

Chapter 1: Introduction deals with introduction to the subject, introduction to

leadership and workforce; it also consists of subject background of the research topic

and need for the study.

Chapter 2: Research Design deals with statement of the problem, review of literature,

objectives, scope, Hypothesis, methodology used and tools for data collection.

Chapter 3: Company Profile deals with the introduction to software industry, profiles

of software companies namely INSZoom and Nandipowertronics.

Chapter 4: Analysis and Interpretation of Data gives the detailed explanation towards

the questionnaire used for the study. It also gives the analysis of the questionnaire

using SPSS package.

Chapter 5: Summary of Findings, Suggestions and Conclusion

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CHAPTER 3

PROFILE OF COMPANIES

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3.1 INTRODUCTION TO SOFTWARE INDUSTRY

The Indian software industry truly symbolizes Indias strength in the knowledge

based economy. Highly skilled human resources coupled with low wage structure and

world class quality have transformed India into a global powerhouse in the

Information Technology (IT) software services and solutions sectors.

The Indian IT industry has grown from US$ 0.8 billion in 1994-95 to US$ 10.1 billion

in 2001-02. The figure below illustrates the growth of the Indian IT sector. Software

and services exports are expected to account for more than 50 per cent of the sector

turnover in 2001-2002.

Despite a slowing global economy, Indian Software exports grew by 23

percent in 2001-02, while overall exports fell down by 2 per cent.

India currently exports software to around 95 countries around the globe and

more than 250 Fortune 500 companies have outsourced some part of their

software requirements from India. North America and Europe accounted for

86% of Indian exports in 2000-2001.

The growth of India as a software hub has also been facilitated by the

initiatives taken by the Union and State Governments. Many State

Governments have set up Hi-Tech Parks and implemented e-governance

projects.

Many global software majors have set-up operations in India. They include

Microsoft, Oracle, and Adobe among others.

The government has also announced incentives for adhering to QualityStandards such as ISO 9000, SEI CMM by providing import duty concessions.

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field of Process automation.

Manufacturing Jigs and fixtures for PLC based

testing through Jigs and fixtures.

Manufacturing of control panels, PLC based

system, MCCs and PCCs.

Assembly of cable for all types of interfacing

accessories for PLC, DCS & CNC System.

Nandi POWERTRONICS (both factory and office premises) is situated in a work area

of 3200 Sq. feet. and located in the Industrial area of Kamakshipalya, Bangalore,

which is easily accessible and also nearer to Peenya Industrial Area (Asia's largest

Industrial area) and other Industrial Areas of Bangalore.

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CHAPTER 4

ANALYSIS AND INTERPRETATION OF DATA

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4.1 ANALYSIS OF QUESTIONNAIRE FOR MANAGERS

4.1.1 Table showing the extent to which the respondent acts as the spokes person ofthe group.

Frequency PercentValid

Percent

Cumulative

Percent

frequently 15 25.0 25.0 25.0

always 45 75.0 75.0 100.0

Total 60 100.0 100.0

In the above chart mentioned 75% of managers said always like act as spoke personof the group and 25% frequently like act as a spoke person.

4.1.2 Table showing extent to which the respondents encourage overtime.


Percent

Cumulative

Percent

Occasionally 49 81.7 81.7 81.7

Frequently 9 15.0 15.0 96.7

Always 2 3.3 3.3 100.0

Total 60 100.0 100.0

50

OVERTIME

2.00 / 3.3%

9.00 / 15.0%

49.00 / 81.7%

alw ays

frequently

occasionally

spokesperson

45.00 / 75.0%

15.00 / 25.0%

always

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In the above chart mentioned majority of the managers encouraged overtime

4.1.3 Table showing the extent to which respondents allow members complexfreedom in their work.


Percent

Cumulative

Percent

Never 11 18.3 18.3 18.3

Seldom 44 73.3 73.3 91.7

occasionally 5 8.3 8.3 100.0

Total 60 100.0 100.0

In the above chart mentioned 73.3%of managers seldom allow complex freedom intheir .work, 18.3% never allow and 8.3% occasionally allow.

4.1.4 Table showing the extent to which the respondent encourages the use ofuniform procedures.

Frequen Percent Valid Cumulative

51

complex freedom

5.00 / 8.3%

44.00 / 73.3%

11.00 / 18.3%

occasionally

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cy Percent Percent

never 59 98.3 98.3 98.3

always 1 1.7 1.7 100.0

Total 60 100.0 100.0

In the above chart mentioned 98.3% managers never encourager the use of uniformprocedures and 1.7% always encourage.

4.1.5 Table showing the extent to which the respondent permits the members to usetheir own judgment in solving problems.

Frequency Percent Valid PercentCumulative

Percent

Never 2 3.3 3.3 3.3


frequently 28 46.7 46.7 100.0

Total 60 100.0 100.0

52

uniform procedures

1.00 / 1.7%

59.00 / 98.3%

always

never

0wn judgement

28.00 / 46.7%

30.00 / 50.0%

2.00 / 3.3%

frequently

occasionally

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In the above chart mentioned 50% of managers occasionally permit the members touse their own judgment in solving problems, 46.7% permit frequently and 3.3% never

permit.

4.1.6 Table showing the extent to which the respondents try out their own idea in thegroup.


Percent


frequently 24 40.0 40.0 66.7

always 20 33.3 33.3 100.0Total 60 100.0 100.0

In the above mentioned chart 40% of managers frequently try out their idea in thegroup, 33.3% always and 26.7% occasionally.

4.1.7. Table showing the extent to which the leader would tell the members to do theirwork in the way they think best.


Percent

seldom 4 6.7 6.7 6.7

53

IDEA

20.00 / 33.3%

24.00 / 40.0%

16.00 / 26.7%

always

frequently

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frequently 6 10.0 10.0 85.0

always 9 15.0 15.0 100.0

Total 60 100.0 100.0

In the above chart shows 68.3% of managers occasionally tell their members to dotheir work in the way they think best, 15% always, 10% frequently, 6.7% seldom.

4.1.8. Table showing the extent to which the respondent working hard for apromotion.

Frequency Percent Valid Percent CumulativePercent

never 60 100.0 100.0 100.0

54

think best

9.00 / 15.0%

6.00 / 10.0%

41.00 / 68.3%

4.00 / 6.7%

always

frequently

occasionally

seldom

promotion

60.00 / 100.0%

never


55/82

In the above charts shows 100% of managers never work hard for a promotion

4.1.9. Table showing the extent to which the respondent tolerates postponement and

uncertainty.


Percent

never 60 100.0 100.0 100.0

In the above chart shows 100% of managers never tolerate the postponement anduncertainty.

4.1.10. Table showing the extent to which respondent keeps the work moving at rapidpace.


Percent

frequently 22 36.7 36.7 36.7

always 38 63.3 63.3 100.0

Total 60 100.0 100.0

55

postponement and uncertainity

60.00 / 100.0%

never


56/82

In the above charts shows 63.3% of managers always keep the work moving at a rapidpace, 36.7% responds frequently.

4.1.11. Table showing the extent to which the respondent turn the members loose on ajob and let them go for it


Percent

never 60 100.0 100.0 100.0

4.1.12. Table showing the degree to which the respondents feel that the things usuallyturn out as they predicted.


Percent


frequently 28 46.7 46.7 100.0

Total 60 100.0 100.0

56

rapid pace

38.00 / 63.3%

22.00 / 36.7%

always

frequently

let them go for it

60.00 / 100.0%

never

predication

28.00 / 46.7%

32.00 / 53.3%

frequently

occasionally


57/82

In the above chart shows 53.3% of managers occasionally feel the things turned out asthey predicated and 46.7% says frequently.

4.1.13. Table showing the extent to which the respondents allow the group a highdegree of initiatives.

In the above charts shows 41.7% of managers always allow the group a high degree of

imitative, 40% says frequently and 18.3% says occasionally.


Percent

Valid occasionally 11 18.3 18.3 18.3

frequently 24 40.0 40.0 58.3

always 25 41.7 41.7 100.0

Total 60 100.0 100.0

57

initiative

25.00 / 41.7%

24.00 / 40.0%

11.00 / 18.3%

always

frequently

occasionally


58/82

4.1.14. Table showing the degree to which the respondent is willing to make change.

Frequency Percent Valid Percent Cumulative Percent

Valid occasionally 23 38.3 38.3 38.3frequently 30 50.0 50.0 88.3

always 7 11.7 11.7 100.0

Total 60 100.0 100.0

In the above charts shows50% of managers frequently willing to make change, 38.3%says occasionally and 11.7% says always.

4.1.15. Table showing the degree to which the respondents asks the members to workharder.


Percent


always 1 1.7 1.7 100.0

Total 60 100.0 100.0

58

CHANGE

7.00 / 11.7%

30.00 / 50.0%

23.00 / 38.3%

always

frequently

occasionally

work harder

1.00 / 1.7%

32.00 / 53.3%

27.00 / 45.0%

always

frequently

occasionally


59/82

In the above charts shows 53.3% of managers frequently ask their teammembers to work harder, 45% says occasionally and 1.7% says always.

4.1.16. Table showing the extent to which the respondents refuse to explain his action


Percent

Valid never 59 98.3 98.3 98.3

seldom 1 1.7 1.7 100.0

Total 60 100.0 100.0

In the above chart shows 98.3% of managers never refuse to explain his action and1.7% says seldom

4.1.17. Table showing the degree to which the respondents schedule the work to bedone


PercentValid frequently 28 46.7 46.7 46.7

always 32 53.3 53.3 00.0

Total 60 100.0 100.0

59

ACTION

1.00 / 1.7%

59.00 / 98.3%

seldom

never

work to be done

32.00 / 53.3%

28.00 / 46.7%

always

frequently


60/82

In the above chart shows 53.3% of managers always schedule the work to be done and46.7% says frequently.

4.1.18. Table showing the degree to which the respondents persuade others that hisideas are their advantage.


Percent

Valid occasionally 26 43.3 43.3 43.3

frequently 33 55.0 55.0 98.3

always 1 1.7 1.7 100.0

Total 60 100.0 100.0

The above chart shows 55% of managers frequently persuade others that his ideas aretheir advantage, 43.3% says occasionally and 1.7% says always.

4.1.19. Table showing the extent to which the respondents permit the group to set itsown pace


Percent

Valid never 60 100.0 100.0 100.0

60

advantage

1.00 / 1.7%

33.00 / 55.0%

26.00 / 43.3%

always

frequently

occasionally


61/82


62/82

The above chart shows 90% of managers always urge the group to beat its previousrecord and 10% says frequently.

4.1.21. Table showing the degree to which the respondents act without the consultingthe group.


Percent

Valid never 6 10.0 10.0 10.0

seldom 11 18.3 18.3 28.3

occasionally 43 71.7 71.7 100.0

Total 60 100.0 100.0

The above chart shows 71.7% of managers occasionally act without consultingthe group, 18.3% says seldom and 10% says never.

4.1.22. Table showing the degree to which the respondents asks the group members tofollow the standard rules and regulations.


Percent

Cumulative

Percent


62

consulting the group

43.00 / 71.7%

11.00 / 18.3%

6.00 / 10.0%

occasionally

seldom

never


63/82

always 46 76.7 76.7 100.0

Total 60 100.0 100.0

4.2 T - TEST FOR MANAGERS

4.2.1. T- Test. showing the extent to which the respondent acts as the spokes personof the group?

In order to choose, Independent t sample variance test. We have to see Levines testfor equality of variances to choose between equal or unequal variance of t test.

Ho: the given variance is equal

Ha: the given variance is unequal

Since pvalue is .000 which is less than .05(alpha). Reject Ho, and accept Ha. Itshows the given variance is unequal.

Ho: There is no difference between INSZoom and Nandipowertronics on theperception of spokesperson of the group

Levines Test for Equality ofVariances

t-test for Equality of Means

F Sig. t df Sig. (2-tailed)

spokesperson

Equalvariancesassumed

38.839 .000 -2.812 58 .007

Equalvariances notassumed

-2.812 48.068 .007

63

rules and regulations

46.00 / 76.7%

1.00 / 1.7%

13.00 / 21.7%

always

frequently

occasionally


64/82

Ha: There is some difference between INSZoom and Nandipowertronics on theperception of spokesperson of the group

INTERPRETATION:Since pvalue is.007 which is less than .05 (alpha), we reject Ho, and accept

Ha. It shows that the perception of spokesperson of the group of INSZoom

manager is better than Nandipowertronics manager.

4.2.2. T Test for showing the extent to which the respondents try out their own ideain the group.

In order to choose, Independent t sample variance test. We have to see Levenes testfor equality of variances to choose between equal or unequal variance of t test

Independent Samples Test

Levene's Test forEquality of Variances

t-test for Equality ofMeans

F Sig. T df Sig. (2-tailed)

IDEAEqual variances

assumed

3.198 .079 -9.415 58 .000

Equalvariances not

assumed-9.415 57.815 .000



Since pvalue is .079 which is greater than .05(alpha). Accept Ho, and reject Ha. Itshows the given variance is equal.

Ho: There is no difference between INSZoom and Nandipowertronics on theperception of trying employees own idea

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

INTERPRETATION

64


65/82

Since pvalue is.000 which is less than .05 (alpha), we reject Ho, and accept Ha.It shows that the perception of trying own idea of INSZoom employees is better

than Nandipowertronics employees.

4.2.3. T Test for showing the extent to which respondent keep the work moving atrapid pace.

In order to choose, Independent t sample variance test. We have to see Levenes testfor equality of variances to choose between equal or unequal variance of t test.

Independent Samples Test

Levene's Test for Equalityof Variances

t-test for Equality ofMeans

F Sig. t df Sig. (2-tailed)

rapid paceEqual

variancesassumed

104.163 .000 -8.930 58 .000

Equalvariances

notassumed

-8.930 29.000 .000



Since pvalue is .000 which is less than .05(alpha). Reject Ho, and accept Ha. Itshows the given variance is unequal.

65


66/82

H

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Leadership in Work Force