MBA HR Project on Leadership

8/11/2019 MBA HR Project on Leadership

1/55

ABSTRACT

To understand the factors with which these leaders exert influence on team members

and measuring the team members satisfaction with regard to their respective team

Leader. Sampling method used for this study is convenient sample.

ne of the newest and most encompassing approaches to leadership!

transformational leadership is concerned with the process of how certain leaders are able

to inspire followers to accomplish great things. Transformational leadership emerged

from and it is rooted in the writings of scholars such as burns "#$%&'.

(n this report ( found that there are several positive features of the transformational

approach! including that it is a current model that has received a lot of attention by

researchers! it has strong intuitive appeal and )it places strong emphasis on morals and

values.


2/55

(*TR+,CT(*

Transformational leadership: An empirical study of Team leaders working

- Source

The objectives of this study are

To measure the leadershio qualities of team leaders working a IT company

To understand the factors with which these leaders exert influence on team members

To measure the tem members satisfaction with regard to their respective team leader.

SC/

The scope of this study is limited to team leaders working for software companies located in

yderabad and !ecunderabad.

SA0L/ L(ST

"or the purpose of this a sample list was prepared in consultaion with faculty members and

people working in the IT industry. #ompanies in the sample list consist: $ipro T#!% Infosys% &

!'()#*% Infotech etc.%


3/55

SA0L/ 0/T1+

!ampling method used for this study is convenient sample. A request letter was sent to all the

companies listed in the sample list. owever% with reference I received acceptance form

& !'()#* only. ence questionnaires were administered in & !'()#*.

SA0L/ S(2/

In all +,- questionnaires were administered to the team leaders working in & !'()#*.

uestionnaire was given to the Team leaders and I asked them to fill the questionnaire. As per

the instructions of the & !'()#* ) managers & !'()#* a collection box was kept in the

premises of the & !'()#* to enable the team leaders to drop the questionnaires. After three

days I personally went to & !'()#* to collect the questionnaires. 'f the +,- questionnaires%

+/0 were returned. These questionnaires were removed from further analysis. "inally% 01

questionnaires were found usable with usable response rate of 23456


4/55

C1AT/R34


5/55

L ( T / R A T , R / R / - ( / 5

7*A8*)!I9 I!T)(;*T

The most widely use measure of transformational leadership is the ;7'. an earlier version of the ;7 was

originally developed by bass 2+0

interests ahead of their own. the executives were then asked to describe how these leaders behaved ? what they

did to effect change. "rom and senior executives% bass constructed the questions that make up the ;7 has

gone through many revisions% and it continues to be refined to strengthen its reliability and validity 2bass @

avolio+0046.

The ;7 is made up of questions that measure follows preparation of a leader>s behavior for each of

the seven factors in the transformational and transitional leadership model 2see figure 0./6 %and it also has

items hat measure extra effort% effectiveness% and satisfaction.


6/55

ased of a summary analysis of a seiBed of studies that used the ;7' to redict how transformational

leadership relates to out comes such as effectiveness% )yman 2+00/6 and bass avoid 2+0016 have suggested that

the charisma and motivation factors on the ;7 are the most likely to be related to positive facets%individualiBed consideration% intellectual stimulation% and contingent reward are the next most important

factors. ;anagement by exception in its active form it has been found to be negatively related ot outcomes

generally% laisseBCfaire leadership has been found to be negatively related to out come such as effectiveness ans

satisfaction in organiBations.

ass and avoid 2+00/ 6 have developed and abbreviated version of the ;7% called the ;7 C3 s. $e

present it in this section so that you can assess your own transformational% transactional% and no transaction

leadership style. At the end of the questionnaire% we provide information you can use to interpret your scores.

As you assess your own scores% you many wish t divide the seven factors in three groups. The first group

would be your scores on factors I through 1% which represent items that directly assess the degree to which

your leadership is transformation. igher scores on hers factors indicate more frequently displayed

transformational leadership. The second group would be your totals for factors , an 3. These factors represent

the suggest you tend to use reward systems and Dor corrective structures in your leadership style. The last

factor% laisseBCfaire leadership% assesses the degree to which you employ handsCoff leadership% or non

leadership. 'n this factor% higher scores indicate that you tend to provide little structure of fuidence to

subordinates.

As you cans see% the ;7C3s coves a numbers of dimensions for leadership% or what bass and avoid

2+0016 have called a full range of leadership styles. This questionnaire should give you a cleared picture of

your own style as well as the complexity of transformational leadership itself.

$ithin the last two decades% both researchers and practitioners have explored the transformational and

transaction leadership paradigm.

!tating with bass> seminal work k on the theory of transformation leadership 2 bass%+00


7/55

2fuller% 9atterson% ester @ stringer% +003E 7owe% kroeck @ sivasubramaniam% +003 E judge @ piccolo %

/--6.with in transformational leadership% leasers emphasiBe higher motive development % and arouse followers>

motivation and positive emotions by means of creating and representing an inspiring vision fo the future2ass% +00=6. in contrast% transactional leasers rely on a clear defined system of contracts and rewards.

The ;7C,F

the multifactor leadership questionnaire 2 ;7C,F6 is the standard instrument for assessing transformational

and transaction leadership behavior 2 ass@ avoid%/---E avolio@ bass%/--16.it has been translated into many

languages and used successfully by both researchers

and parishioners around the world . The ;7C,Fand its various translations are available from min d

garden%inc.

;ind garden provides services for both researchers and consultants. )esearchers will want to use just the ;7

forms as survey instruments 2 avolio @ bass%/--1 6 to use ith ;7 for research it is essential to contact mind

garden% inc. to purchase or license reproduction of these forms. mind garden also provides web based

collection of multiCrater data for researchers interested in using the web+.for consultants% mind garden provides

both paper formCbased and webCbased multi 243- degree6 collection fo ratings about a leader as will as a

comprehensive feedback report. The ;7 feedback is and individualiBed% computerCgenerated report% that

provides an inCdepth summary of how often leaders are perceived to exhibit specific ehaviour are described in

the next section.

;7C,F subscales of transformational and transactional leadership in detail% five transformational% three

transaction% one laisseBCfaire% and three outcomes scales are included in the ;7C,F. The first of the

transformational scales is inspirational motivation. #entral to this subscale of transformational leadership is the

articulation and representation of a vision by the leader. #onsequently% by viewing the futut4e with a positive

attitude% followers are motivated. IdealiBed influence 2attributed6 refers to the attribution of charisma to the

leader. ecause of the leaders positive attributes 2e.g. 9erceived power% focusing on higherCorder ideals and

values6% followers built close emotional ties to the leader.

Trust and confidence is likely to be built in followers. IdealiBed influence 2behavior6 emphasiBes a collective

sense of mission and values% as well as acting upon these values. ext% intellectual stimulation includes

challenging the assumptions of follower>s beliefs% their analysis of problems they face and solutions they

generate.


8/55

IndividualiBed consideration is defined by considering individual needs of followers and developing

their individual strengths. 'n the side of the transactional leadership scales% contingent reward id a leadershipbehavior by which the leader focused on clear defined tasks% while providing followers with rewards 2 material

or psychological6 on the fulfillment of these tasks.

In active management ?by exception% the leader watchers and searches actively for deviations form rules and

standard in order to avoid these deviationsE in necessary% corrective actions are taken. In contrast% in

managementCbyCexception passive intervening only occurs after errors have been detected or if standards have

not been met. An even more passive approach is laisseBC faire% which is basically defined as the absence of

leader ship. As such% laisseBCfaire is used as anon leadership contrasts to the more active forms of

transformational and transaction leadership approaches.

the three outcome criteria which are included n the ;7 are followers> extra effort 2**"6% the effectiveness of

leader>s behavior 2*""6%and followers> satisfaction 2!AT6 with the irrespective leaderE in combination% these

scales form the full range of leadership% a comprehensive model developed by Avolio and bass 2/--/6.in

addition% the full range of leadership development program 2")786 has proven its effectiveness2bass @

avolio%+00=E baling% weber@ kelloway%+0036. 7eaders in profit and nonCprofit organiBations around the worked

enhances their leadership skills by mean of the ")78 and thus apply successfully the transformational ?

transactional leadership paradigm. it is important to notice that the full range model offers a variety of

leadership styles for many situations. Their effectiveness has been documented in several metaCanalysis 2judge

@ piccolo%/--1E lower et al.%+0036. as a consequence% the full range model kis unique within the field of lease

ship 2antonakis@ house%/--/Eavolio@ bass%/--/6.


9/55

The German translation of the ;7C,F

the ;7C,F2short version6 has been translated n numerous languages. mind garden provides these translations

as well as norms/. however% until now% the full range model of leadership described above failed to show in

German translations. for example% gayer and styre 2+00managers.fctor analysis failed to repoicate seversl fo the above mentioned factors. the readers

referred to )owland grabbed 2/--16 for more details aon earlier atte4mpts to translate the ;7 into the

German n language and validate the respective translation. in consequence% it was deemed necessary toi

translate the ;7C,F more carefully into the German language. in turn% we made a considerable effort to

translate the ;7Citems2c.f.brislin%+00


10/55

#A9T*) C4


11/55

- Sourceoffer>s customiBed service catering ot the human capital management needs of and organiBation atevery level. 8rawing from the experience of having worked with some of the biggest names in the corporate

scenario% our team of professionals delivers reliable and effective solutions in the following categories.

r 2human resource6 strategies formulation.E

)ecruitment and retention strategies.

#ompensation and benefit analysis.

9ayroll administration.

9erformance evaluation% enhancement@ management.

Training and development.

#areer mapping.

*xit interview.

1uman resources services

!mall business usually starts with big ideas. Those ideas are generally the vision of the founder or management

team of the business. To turn those ideas into reality% a motivated employee base will be needed.

in fact %with the various complexities involved n running a business% it can be easy to lose sight of important

human resources issues that are crucial to keeping it running smoothly. This can include staying upCtoCdate on

staffing% technology% training and human resources regulations.

'ne of the primary responsibilities of a 9*! 2professional employer organiBation6 is to help manage these

human resources issues for clients. As a 9*'% v source provides clients with turnkey solutions I areas that are

critical to the success to their business. 'ur human resources specialists understand the increasingly complex

and everCchanging human resources laws and other government regulations. They can help to reduce the stress

these issues can cause by providing human resources services and programs such as:

uman resources administration and support.

r consulting.

*mployee discounts.


12/55

7egal and regulatory guidance.

at & source human capital management% we take the burden and tax liability of payroll processing off of

your shoulders. your payroll is processed efficiently and accurately by a team of experts dedicated to youraccount. $ith v source% you also gain access to a stateCofCtheCart webCbased human resource management

and information system without the major capital expenditure.

not only di we remove there burden of processing payroll% but we also handle the administrative tasks that

go along with it . out experienced and efficient payroll team will ensure that your employees are paid

correctly and on time. This is reason v source is the largest privatelyCheld 9*' in the country.

5or)force lifecycle8 plan ?acquireCintegrateCretainCrehire.

v source builds its services a> la carteJ to meet the needs of both fullCservice outsourcing clients and those

with specific areas of focus. whether you require ) outsourcing % recruitment% outplacement services%

skills testing% behavioral assessments or background checks v source is ready helping you manage your

workforce needs.

Staffing services

ot having the right people at the right time can cause a huge setback for any company>s plan and can cause a

tremendous dran on a company>s resources.

the cornerstone of our offering in staff augmentation services is to minimiBe the need for reClearning of critical

vertical nuances% which is insured through provision of relevant business professionals under contract staffing

thereby enhancing the value proposition to the client. our human resource development consultants are

qwuipped to deliver services based on engagement objectives.


13/55

Types of staffing services8

!taffing companies help organiBations with their manpower requirements. There ae primarily threedifferent types of staffing services offered by staffing firms:

Temporary staffing service:

as the name suggests% temporary staffing meets the shortCterm needs fo employing organiBations. Temporary

staffing helps companies fill in for positions made vacant by their absent employees or helps in supplementing

the existing staff during times of high workload. Temporary staffing enables organiBations to meet their

working challenges with minimum human resource overheads and avoiding lengthy recruiting and assessment

process. the huge cost savings involved make temporary staffing an attractive alternative to permanent

employment.

Long3term staffing9 pro:ect staffing service:

7ong ?term staffing services involve placing employees in longCtern assignment% where their>s no definite

period of time involved. This type of staffing requirement is common in the professional and technical sectors%

hers people are required on a projectCto ?project basis. it makes more sense for these organiBations ot hire on a

project basis than on a permanent basis %so as to avoid idling of human resources.

Temp3to perm9contract3to3hire staffing service8

This type of staffing service is a combination of temporary staffing and permanent employment. the

tempCtoC perm staffing service allows a company ot take an employee on a temporary basis for purpose of

evaluation and should the employee meets there satisfactory requirements% the company may then take

the employee onto their payrolls. This type of staffing service gives the company a safe alternative to

permanent hiring and allows the company to critically evaluate the capabilities and managerial skills of

the employee in concern.

,TS,RC(*;


14/55

v source learning provides a range of transactional and administrative human resource outsourcing services that

facilitate ) staff and mangers to access% update and use ) information more efficiently. we help you to

streamline many of your critical ) functions and processes% including payroll and taxation% compensationmanagement% recruitment% and staffing %training and development% workforce administration% service center

support and ) management systems.

Through v source learns Ks service portfolio% you can enjoy these services individually% collectively or in any

customiBed from that meets your requirements.

ur ma:or outsourcing service offerings include:

)ecruitment process outsourcing L)9'M.

uman resource outsourcing L)'M.

R/CR,(T0/*T RC/SS ,TS,C*;


15/55

v source is a customiBed recruitment process outsourcing L9)'M service providerE out services are designed to

provide a set of customiBable% costCeffective recruitment.

)ecruitment process outsourcing L9)'M solutions to clients of every sixe and industry. v source leverages its

recruitment process management efficiency to offer you a greater level of control% visibility and a more valueC

based recruiting process solutions.

we offer completely scalable solutions.

$e offer completely scalable solution% and our processes are results oriented regardless of projects siBe. $e

give equal impotence to all our assignments either it>s a single hard to fill position or massive hiring projects.

our programs and processes are always customiBed to fit our clients> hiring needs and financial concerns.

v source can provide qualified candidates quickly and efficiently% if a special need for recruiting capacity

arises n addition to normal hiring cycles. by leveraging a team of worldCclass recruiters v source can help you

to meet your recruiting process outsourcing L9)'M goals with cost effectiveness and speed.

(;A )*!'()#* '(T!'()#IG L)'M

in the current economy% cost effective human resource management is strategically important that ever for the

operation performance of any organiBation.

uman resource managers professional organiBations are frequently required to lead change% inspire

innovation% and manage increasingly complex businesses in a global market b creating a comprehensive human

resource strategy and aligning it either the organiBation>s business goal.

v source suite of professional human resource outsourcing 2)'6 service can help the leaders in professional

organiBations build bert1re and more profitable organiBations by leveraging our human resource outsourcing

experts> anf industry specific knowledge.

& source human resource outsourcing service allows clients to outsource a high degree of human resources

administration n order to aligh internal resources to maximiBe performance and increase profits.


16/55

'ut human resource out sourcing services include:

uman resource administration.

)ecruitment.

#ompensation@ benefits.

9ayroll and tax administration.

9erformance management.

Information management.

Training @ development.

*mployee assessment.

$orkforce planning.

)I! services with report writing .

) strategy development.

*xit interviews.

you can choose any one of the above listed services or choose all f them for acomplete )' solution. by

outsourcing your human resource activities you will achieve high performance along with following

results:

)educed ) operational cost

)educed ) transaction cycle time

)educe hiring cost

)educe training cost

Increased employee satisfaction

Increased retention of key employee

Improved employee>s performance

Improved and centraliBed reporting.


17/55

'ur proven methodology% best in class ) practices% technology and global delivery network help you attract

bestCofCtheCbest employees% manage their performance and reward their hard work. $e also help organiBations

to implement exist strategy for smooth employee exit and assist employees with postCemployment needs.

Compensation

verview8 compensation forms and important aspect in strategic human resources management. An effective

compensation strategy helps in boosting the motivation of employees and hence% enhances organiBational

productivity .there are two components of compensation. They are direct compensation and indirect

compensation. The former consists of financial be befits and the latter consists of nonCfinancial benefits or

perks.

Benefits8

verview8 executive compensation and benefits refer to the rewards and incentives given to the employees of

an organiBation in addition ot their fixed salary. They include fringe benefits such as health insurance and

retirement plans.

Benefit administration options8

- source removes the confusion% complexity and risk surrounding benefit administration and compliance be

managing% automating and streaming benefits services% and improving employee satisfaction.

>ey offerings in our employee benefits portfolio include8

o ealth insurance% #')A 2consolidated omnibus budget reconciliation act of +0


18/55

o )isk management.

o #areer enrollment services.

o $orkers> compensation.

- source assists you in creating and marinating a safe work environment %while bearing full liability for

workers> compensation. ere are some fo the items that we can help you with

o )eturnCtoCwork programs ans claims management oversight.

o &erification of active employment.

o ;onitor thirdCparty administrator.

o )eview initial fact canvas reports for fraud indicators.

o Issue worker>s compensation certificate to all client certificate holders.

o "raud investigation 2when warranted6.

o )isk management.

o AnalyBe and recommend safetyE protocols.

o 'nCsite safety inspections.

o 8rug free workplace program.

o #ertificates of coverage.

o #oordinate safety training and certification.

o #ompliance.

o '!A assistance.

o &ision.

'ur focus is to provide emerging and growth organiBations the workforce tools that allow them to be

employers of choice in their markets.

A6RLL A+0(*(STRAT(*8

& source pay roll application automates payroll practices by maintaining payroll cycles% local tax data% periodC

ending processing% and payroll production.

key payroll services include :

o 9ay roll preparation and distribution.


19/55

o Time and labor manage.

o $ebCbase payroll system.

o *mployee website.

o Tax compliance.

o *mployee benefits.

o anking services.

o ;anage health insurance costs.

1uman Resource 0anagement

/mployee /valuation

An organiBation needs constantly to take stock of its workforce and to assess its perforce in existing joins for

three reasons:

o To improve organiBation performance via improving the performance of individual contributors 2should

be an automatic process in the case of good managers% but 2about annually 6 two key question should be

posed:

o $hat has been done to improve the perforce of a person last yearsO

o And what cab be dine to improve his or her perforce in the year to come O6.

o To identify potential% i.e. to recogniBe existing talent and to use that to fill vacancies higher in the

organiBation or to transfer individuals into jobs where better use can be made of their abilities or

developing skills.

o To provide an equitable method of kinking payment to performance where there are no numerical

criteria 2often this salary performance review takes place about three moths later and is kept quite

separate from +.and/. but is based on the same assessment6.

'nCtheCspot managers and supervisors% not ) staffs% carry out evaluations. The personnel role is usually that

of :

o Advising top management of the principles and objectives of and evaluation system and designing it

for particular organiBations and environments.

o 8eveloping systems appropriately in consultation with managers% supervisors and staff representatives.

!ecuring the involvement and cooperation of appraisers and those to be appraised.

Assistance in the setting of objective standards of evaluation D assessment% for example :

o 8efining targets for achievements.


20/55

o *xplaining how to qualify and agree objectives.

o Introducing selfCassessment.

o *liminating complexity and duplication.

o 9ubliciBing the purpose of the exercise and explaining to staff how the system will be used.

'rganiBing and establishing the necessary training of manages and supervisors who will carry out the actual

evaluationsD appraisals. not only training in principles and procedures but also in the human relations skills

necessary.2lack of confidence in their own ability to handle situations of poor performance is the main

weakness of assessors.6

;onitoring the schemeCensuring it does not fall into disuse% following up on trainingD job exchange etc.

recommendations of their responsibilities.

;ost managers approve merit payment and that too calls for evaluation. made a standard routine task% it aids

the development of talent% warns the inefficient or uncaring and can be an effective form of motivation.

Training approaches

we adopt a range of training approaches% depending upon organiBational and individual needs. we choose themost appropriate and updated training approach% which includes:

o 9sychometric tests

o uestionnaire

o Group discussions

o )oleCplay

o #ase studies

o ;anagement games

R7/SS(*AL TRA(*(*; S/R-(C/S

- Source learning provides educative and professional training service to thousands of professionals. our

alumni are applying the professional skills learned form v source learning at over +-- companies across India


21/55

in various industries. we have a pool of nationally recogniBed industry professional eighth years of experience

in their respective domains. moreover% we are committed to respond to your specific needs and continually

improving our training programs.

our aim is to increases flexibility and customiBation to meet the changing needs of our customers. our trainingconsists of variety of delivery methods% offering a broader range of subject matter. we have developed multiC

course customiBed programs for largeCscale rollout to your IT% management professionals% technical product

sales force or anyone in your organiBation who needs professional training.

0A*A;/0/*T TRA(*(*;S 77/R/+

o #ommunication and presentation skills

o *ffective communication skills and time management

o ;odule on stress management

o 9roject management trainingP

o Training modules for retail and teal estate

Typical Reasons for /mployee Training and +evelopment

o Training and development can be initiated for a variety of reasons for an employee or group of

employees% e.g.

o $hen a performance appraisal indicates performance improvement is needed.

o To bench markJ the status of improvement so far in a performance improvement effortsE

o As part of an overall professional development program.

o As part of succession planning to help an employee be eligible for a planned change in role in the

organiBation.

o To pilotJ or test% the operation of a new performance management system.

o To train bout a specific topic2see below6

Typical Topics f /mployee Training

o Communications : The increasing diversity of today>s workforce brings a wide variety of

languages and customs.


22/55

o Compute s)ills8 #omputer skills are becoming a necessity for conducting administrative and

office tasks.

o Customer service 8Increased competition in today>s global marketplace makes it critical that

employees understand and meet the needs of customers.o +iversity 8 8iversity training usually includes explanation about how people have different

perspectives and views% ans include techniques to value diversity.

o /thics 8Today>s society has increasing expectation about corporate social responsibility. also%

today>s diverse workforce brings a wide variety of values and morals to the workplace.

o 1uman relations 8 The increased stresses of today>s workplace can include misunderstandings

and conflict. training to people can get along in the workplace.

o ?uality initiatives 8Initiatives such as total quality management% quality circles% benchmarking%

etc.% require basic training about quality concepts% guidelines and standards for equality% etc.

o Safety 8!afety training is critical where working with heavy equipment% haBardous chemicals%

repetitive activities% etc.% but can also be useful with practical advise for avoiding assaults% etc.

o Sexual harassment 8 !exual harassment training usually includes careful description of the

organiBation>s policies about sexual harassment% especially about what are inappropriate behaviors.

;eneral Benefits 7rom /mployee Training And +evelopment

)easons for supervisors to conduct training among employees. these reasons include :

o Increased job satisfaction and morale among employees.

o Increased employee motivation.

o Increased efficiencies in processes% resulting in financial gain.

o Increased capacity to adopt new technologies and methods.

o Increased innovation in strategies and products.

o )educed employee turnover.

o *nhanced company image% e.g.% conducting ethics training 2not a good reason for ethics training6


23/55

o )isk management %e.g.% training about sexual harassment% diversity training.

o *xit interview.

5hat (s An exit (nterview @

An exit interview is typically a meeting between least one representative from a company>s human

resources 2)6 department and departing employee .2the departing employee usually has voluntarily

resigned vs. .getting laid off fired .6 the ) rep might ask the employee questions while taking notes%

ask the employees to complete a questionnaire %or both.

5hats The urpose f An /xit (nterview @

uman resources departments conduct exit interviews 2also called exit surveys6 to gather data from the

departing employee% for improving working conditions and retaining employees. ow ever% a hidden

purpose is to help employers avoid costly litigation down the road% caused by disgruntledJ employees.

exit interview questions

*mployers ask exit interview questions verbally or in questionnaire from. these days% it>s not uncommon

for exit interview question to be in electronic questionnaire form on computers.

/xit (nterview ?uestions3Samples

7isted below are sample questions of exit interview that employers% commonly as k departing employees.

o $hat is your primary reason for leaving O

o 8id anything trigger your decision to leaveO

o $hat was most satisfying about your jobO

o $hat was least satisfying about your jobO

o 8id your job duties turn out to be as you expected O


24/55

o 8id you receive enough training to do your job effectivelyO

o 8id you receive adequate support to do your jobD

o 8id you receive sufficient feedback about your performance between merit reviewsO

o $ere you satisfied with this company>s merit review processO

o 8id this company help you us find your replacementO

o $hat would you improve to pay% benefits and other incentivesO

o $hat was the quality of the supervision you receivedO

o $hat could your immediate supervisor do to improve his or her management styleO

o ased on your experience with us% what do you think it takes to succeed at this company O

o 8id any company policies or procedures 2or any other obstacles6 make your job more difficultO

o $ould you consider working again for this company in the futureO

o $hat did you like most about this company O

o $hat did you like least about this company O

o $hat does your new company offer that this company doesn>tO

o #an this company do anything to encourage you to stayO

o efore deciding to leave% did you investigate a transfer within the companyO

o 8id anyone in this company discriminate against you% harass you or cause hostile working

conditionsO

o Any other commentsO


25/55

CHAPTER4 & 5


26/55

+. I make others feel good to be around me.

ot at all 'nce in a

while

!ome

time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 3 /3.-0 0 44.44 3 /


27/55

"rom the above table it is evident that most o f male and female in graduates are providing "eel goodenvironment for their employee once in while. Among all of them graduates reasonable providing fairly good

situation and professional females are not at all making feel good around their employee%

/. I express with a few simple words what we could and should do.

o tat all 'nce in a

while

!ome

time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale < 4/.-- 0 40.+4 1 /4.,4 4 /4.-< / +/.,- /3 /=.33

"emale 4 +/.-- 3 /3.-0 1 /4.,4 1 4-.== / +/.,- +0 /-./+

9.Graduate ;ale < 4/.-- , /+.=1 3 4,./0 4 /4.-< 1 /,.-- /3 /=.33

"emale 4 +/.-- + 1.4, + ,.


28/55

"rom the above table it is apparent that the most of male and female in graduates are express their words about

work have do once in while. Among all of them graduates reasonably express few simple words about their

work and professional females are having least to express words in simple.

+/0;R A1(C (*7R0AT(*

ualificati

on

Graduat

es

5 9ost

Graduate

s

5 9rofessio

nals

5 Total 5 Total 5

Q /- ;ale < +=.=< 3 +,.=0 + 0.-0 +, +,.03

"emale 1


29/55

Total 1, +--.-- 4< +--.-- ++ +--.-- 01 +--.-- 01 +--.-

-

4. I enable others to think about old problems in new ways.

;rad .; rof Total

;ale "emale ;ale "emale ;ale "emale

5 5 5 5 5 5 5

ot at all < 4-.== / +-.,4 3 /4.-< / +3.3= / /


30/55


31/55

"rom the above table most of male graduates once in a while help their co ? worker the most of

female p. g holders are not helping their coCworker once in while. Among all of them graduates

reasonably helping his coCworker and professional females are not at all helping to their employee.

,. I tell others what to do if they want to be rewarded for their work

o tat all 'nce in a

while

!ome

time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale < /0.34 0 ,-.-- 1 /-.-- 4 +3.3= / +


32/55


33/55

Total +4 +--.-- +< +--.-- /3 +--.-- /, +--.-- +/ +--.-- 01 +--.--

"rom the above table most of male graduates once in a while satisfied their coCworker perform the most of

female p. g holders are fairly satisfied their coCworker meet their stands. Among all of them graduates

reasonably satisfied his coCworker meet agreed upon stands.

=. I am content to let others continue working in the same ways always.

o tat all 'nce in awhile

!ometime

"airlyoften

"requently% ifot always

5 5 5 5 5 Total 5

Graduate ;ale 3 4+.,< 0 1/.


34/55

"rom the above table most of male graduates once in a while content to let others working same ways the most

of female post graduates holders fairly often accept others to do work in same way from the female

professional>s point of view they are not allowed their employee to do work in same way.


35/55

"rom the above table most of male graduates once in a while having faith among their coCworkers the most of

female p. g holders are having faith among their coCworkers fairly often. Among all of them graduates

reasonably have faith his coCworker and professional females are not at all having faith among employee.

0. I provide appealing images about what we can do

o tat all 'nce in a while !ome

time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 3 /1.-- 0 3-.-- , +


36/55


37/55


38/55


work they have do once in while. Among all of them graduates reasonably express few simple words about

their work and professional females are having least interest to express words in simple.

+/.I provide recognitionsDrewards when others reach their goals.


time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 1 //.// 0 41.3/ , /+.=1 , /0.1+ 4 4-.-- /3 /=.33

"emale , /=.=< 3 /4.-< , /+.=1 / ++.=3 + +-.-- +0 /-./

9.Graduate ;ale 4 +3.3= = /3.0/ 0 40.+4 , /0.1+ / /-.-- /3 /=.33

"emale 1 //.// / =.30 + 1.4, 1 /4.,4 + +-.-- +/ +/.==

9rofessionals ;ale + ,.,3 + 4.


39/55


work they have do once in while. Among all of them graduates reasonable express few simple words about


+4. As long as things are working% I do not try to change any thing.


time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 3 /


40/55

"rom the above table it is apparent that the most of male and female in graduates express their words about



+1 $hat ever others want to do is ok with me.


time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 3 4=.,- = /3.0/ 0 4/.+= + =.30 4 /=./= /3 /=.33

"emael 4 +


41/55



their work and professional females are having least interest to express works in simple.

+,. 'ther are proud to be associated with me.


time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 3 /


42/55

"rom the above table it is apparent that the most of male of male and female in graduates are express their

words about they have do once in while. Among all of them graduates reasonable express few simple words

about their work and professional females are having least interest to express words in simple.

+3. I help others find meaning in their work.


time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale < 4/.-- 0 40.+4 1 /4.,4 4 /4.-< / +/.,- /3 /=.33

"emale 4 +/.-- 3 /3.-0 1 /4.,4 1 4-.== / +/.,- +0 /-./+

9.Graduate ;ale < 4/.-- , /+.=1 3 4,./0 4 /4.-< 1 /,.-- /3 /=.33

"emale 4 +/.-- + 1.4, + ,.


43/55


44/55


45/55




+0. I call attention to what others can get for what they accomplish


time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 3 /+.,< 0 1/.


46/55




/-. I tell others the standards they have to know to carry out their works


time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 3 /


47/55

"rom the above table it is apparent that the most of male and female graduates are not tell others what are the

essential things to do work Among all of them men>s reasonably express their views about standards of work

professional females are having least interest to express their views about standards of work.

/+. I ask know more of others than what is absolutely essential.


time

"airly

often

"requently% if

ot always

5 5 5 5 5 Total 5

Graduate ;ale 1 /,.-- 0 4/.+1 , /4.


48/55

"rom the above table it is apparent that the most of female graduates are not asking other than absolutely

essential among all of them p. graduates reasonably asking about essential and professional females are having

least interest to talk about others rather than essential.

0,LT6 7ACTR L/A+/RS1( ?,/ST(**A(R/

1, I make others feel good to be around me

(1 !ot at all (" #n$e %n a h%le (' omet%me

(4 )a%rl* often (5 )re+uentl*, %f not ala*s


49/55

" I e-.ress %th a fe s%m.le ords hat e $ould and should do



' I enable others to th%nk about old .roblems %n ne a*s



4, I hel. others de/elo. them sel/es



5 I tell others hat to do %f the* ant to be rearded for the%r ork




50/55

0 I am sat%sf%ed hen others meet agreed u.on standards



I am $ontent to let others $ont%nue ork%ng %n the same a*s ala*s



2 #thers ha/e $om.lete fa%th %n me



3 I .ro/%de a..eal%ng %mages about hat e $an do




51/55


52/55

15 #thers are .roud to be asso$%ated %th me



10, I hel. others f%nd mean%ng %n the%r ork



1 I get others to reth%nk %deas that the* had ne/er +uest%on before



12 I g%/e .ersonal attent%on to others ho seem re8e$ted



13 I $all attent%on to hat others $an get for hat the* a$$om.l%sh




53/55


54/55


55/55

I found that majority of the graduates leaders do not fell emotional attachment to their department that

means they are not emotionally involved in their department.

I conclude that most of professional male shows the degree to which u will tell others what to do in

order to be rewarded% emphasiBe expectation from their team member.

I conclude that professional leaders are let others do work in their own style.

;ost of the leaders show interest in others wellCbeing% assign projects individually% and pay attention to

those who seem less involved in the group said they do not feel like part of the family at their

department.

After the data analysis I conclude that most of female leaders providing recognitionDrewards when

others reach their goals and also provide others with new ways of looking at puBBling things.

I found that majority of the graduates leaders have complete faith among their group members.

After the analysis it can be suggests that most of female leader should provide feel good environment

among their team members.

Documents

MBA HR Project on Leadership