CHAPTER I INTRODUCTION

1.1 INTRODUCTION

A success of an organization largely depends on effective and dynamic leadership. It is very important to understand the concept of leadership. Before getting into the concept of leadership let us first know who is a leader. According to Cook, Hunsaker and Coffey a leader is defined as a person who creates a vision and goals, then energizes others to voluntarily commit to that vision. There are few important traits that distinguish leaders from non-leaders. They are drive, leadership motivation, honesty and integrity and self-confidence, cognitive ability and knowledge of the business leaders are identified as the persons doing the right things and the art of leading is called the leadership. Leadership - an art Leadership is defined as "the creative and the directive force of morale". -Munson. It is also understood as" the process of influencing an organized group towards accomplishing its goals ". - Roach, Behling. The leadership is the leaders job to create conditions for the team to be effective. Ginnett. Leadership is the process of providing direction, energizing others and obtaining their voluntary commitment to the leaders vision. A vision is an articulated picture of the future that conveys purpose, direction and priorities. It illuminates the

conditions, events, products and qualities that could be attained through focused human energy and selective use of resources. Leaders are thus concerned with bringing about change and motivating others to support that vision of change. Leadership and Management Leadership is often associated with words like risk-taking, dynamic, creativity, change and vision. Some say leadership is fundamentally a value choosing and thus a value-laden activity whereas, management is not. Leaders are thought to do the right things whereas, managers are thought to do things right (Bennis, 1985; Zaleznik, 1983). He says, some people are managers by nature; other people are leaders by nature. This is not at all to say one is better than the other. Only that they are different and their differences can be quite useful, since organizations need to be successful. Leadership and Management compliment each other. Both are vital to the organizations success.

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Leadership Style a brief note Leadership style is the consistent behavior patterns that they use when they are working with and through other people as perceived by those people. similar conditions. These patterns emerge in people as they begin to respond in the same fashion under They develop habits, actions that become somewhat predictable to those who work with them. Leadership is based on many variables Leadership style as a state of mind Beyond traits and observable behaviour how the leader views himself in a leadership role is also important. Leadership style involves the cognition (the motives, attitudes, goals and sources of satisfaction that exists in the leader) that guide interactions with the group members. Four decades of leadership style research have applied variation of the task accomplishment and employee relationship concepts to that thoughts and concerns of leaders. Task-oriented leader focuses on careful supervision of group members to obtain consistent work methods and accomplishment of the job. Employee-oriented leader aims at satisfying the social and emotional needs of group members. The Michigan researchers, believed these two behavioral orientations were mutually exclusive; a leader exhibits one or the other. They concluded that groups led by employee-oriented had better work attitudes and higher productivity. However, productivity was found to be higher within the group supervised by the task-oriented leader. Need for study on Leadership Styles

Leadership behaviors are a function of intelligence, personality traits, preferences, values, attitudes, interests, knowledge and experience. The factors above mentioned are difficult to change and they pre-dispose a leader to act in distinctive ways. Once personality traits and preferences are pervasive and almost automatic occurring typically without much conscious attention. The same could be said about how values, attitudes and intelligence affect behaviors. Overtime however, leaders learn and discern behaviors that are more appropriate and effective than others. In addition, it is always useful to remember the pivotal roles the individual difference and situational variables can play in a leader's action. Thus the above differences show that the leadership styles practiced by people are unique and distinct. So it needs to be studied what makes the difference among the various styles. Effective Group Performance through Leadership Rather than trying to describe the variety of behaviors, leaders exhibit in work settings, the researchers at the University of Michigan sought to identify the leader behaviors that contribute to effective group performance. It was concluded that four factors of leadership behavior are necessary. They are leader support, interaction facilitation and goal emphasis and work facilitation. The above factors determine the quality of performance achieved by the group. The goal emphasis and work facilitation is job-centered dimensions. The leader support and interaction facilitation are employee-centered dimensions.

Early trends in Leadership In earlier days leadership behaviors were quite complex which was quite autocratic in nature. These complexities got manifested in many ways and can be addressed on the ways of organizational structure, task interdependence, organizational culture, formalization and centralization. In elaborating the above concept, firstly considering the level of authority there was a strict flow of authority and the leaders maintained position. Centralization was existing at each and every level of decision making wherein only one person was allowed to make decisions for the overall organization. Secondly, the hierarchical levels in the organization were quite complex and it was difficult for the leaders to have face to face communication with subordinates and personally administering rewards and encouragement were of a remote chance. Thirdly, formalization was high in organizations. Formalization describes the degree of standardization in an organization. Organizations having written job descriptions and standard operating procedures for each position have a high degree of formalization. Manufacturing organizations for example have highly formalized structure. The main disadvantage which the leader felt was the constraint in the ways they communicate request, order supplies, rewards, discipline sub-ordinates etc. Thus leadership behavior had many constraints in achieving effective performance. Current trends in Leadership

With the context of leadership changing in so many ways, it is fair to say that many organizations today are doing more than merely trying to develop good leaders. They are trying to create a whole new culture of leadership. Some of these changes have to do with the nature and relationship between leaders and followers. A progressive orientation to leadership would place relatively greater emphasis on theory Y assumptions about human nature. This can be approached by way of investing in subordinates through participatory decision-making and great emphasis on subordinate development through education and training programmes. Correspondingly, leaders role becomes one of coach more than boss does and emphasis is being placed on empowering subordinates rather than controlling them. Consistent with this emphasis on empowerment, many organizations are finding it helpful to reduce centralized control over peoples action. Formal structure is being de-emphasized in many organizations and cross-functional adhoc work groups are a major mechanism for seeking better methods of meeting long term objectives. Communication is relatively both open laterally and vertically. Workers are encouraged to use their expertise and creativity in developing better ways to accomplish their goals. All these enhance organizational responsiveness to a dynamic social, economic and technological environment. It also makes work more intrinsically motivating by increasing worker autonomy. Another factor is that making newer organizational environments motivating to work in is in the nature of co-worker relations. A corporate culture of individualism a sort of "survival of the fittest in organizations" giving way to teamwork. Co-operation among workers is emphasized rather than competition. One important this is accomplished is by rewarding teams rather than individuals. Progressive oriented

leadership styles is the need of the hour, because as the information age emerges the workers are increasingly diverse, better educated and face an even more uncertain and unpredictable future.

Leadership Skills Leadership practitioners are required to have certain skills in order to manage what is expected from them. The foremost requirement is the effective communication which involves the ability to transmit and receive information with a high probability that the intended message is passed from the sender to receiver. The quality of leaders communication is positively correlated with subordinates satisfaction as well as productivity and the quality of services required. Apart from communicating, listening also is described as a very important skill. Thirdly, individuals exhibiting assertive behavior can be able to stand up for their own rights and in a way that also recognizes the current right of the others to do the same. Similarly, relationship building is the most required from the leader wherein building relationship with the peers, superiors and subordinates can be achieved only by having a concrete understanding of them.

Finally goal setting is the most important talent required from a leader wherein the goals set by the leader should be very specific, observable, attainable, Challenging, So, involving commitment and feedback. Thus, the above stated skills are required for an effective leader to survive in this prevailing industrial scenario. The leadership styles can make or break the business. It is worth studying the various leadership styles that the organizations follow in the globalised corporate world. It gives an understanding, what are the credibilities existing and required keeping the organization in the track of attaining its vision.

1.2 OBJECTIVES The broad objective is to study the various leadership styles of executives as well as Preferred leadership styles of the Executives. Specific objectives To identify the leadership styles followed by the Executives in their workplace. To study the expected leadership styles of Executives from their superiors.

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1.3 RESEARCH METHODOLOGY Significance of the Study In the current globalised era, The role of Leaders are felt in each and every corner of the world. Effective accomplishment of task , is possible only in the presence of a leader. Leadership behaviour is emphasised to a large extent. Thus, leadership styles have turned out to be inevitable. The main idea behind the study is to analyse the type of leaders existing in the field of study. Moreover, it also focuses on the expectations from ones leader. Statement of the Problem The leadership styles influence the success of an organisation. In order to achieve the influence of the members, leaders need to behave in a way, which could only achieve success in the tasks carried out. Thus this study focuses to identify the various leadership style in an organisation. Apart from the above, this research aims to explore the most favoured style of leadership and also the expected leadership styles from their superiors. The above two objectives help in evolve the differences prevailing in the practise and preferred leadership styles. Research Methodology All the methods used by social scientists in their fact-finding mission constitute methodology. In that way, Research methodology is defined as the procedures adopted by the researchers to go about their work of describing, explaining and

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predicting phenomena. It helps the social scientists to describe, justify and explain the outcome of many findings. Title of the study The Title of the Research is "A Study on the Leadership styles of Executives "at Arul Das Industries, Chennai. Research Design Research design is a blueprint for the study. According Pauline V. Young, a research design is the logical and systematic planning and directing a piece of research. It gives an outline of the structure and process of the research programme. The research design used for the current study is descriptive research design. Universe Universe is the aggregate of all units possessing certain specified characteristics on which the sample seeks to draw inferences. The universe for the study is all the employees of Supervisory category and above who are working in Arul Das Industries, Chennai. Tool of Data collection The Researcher based on the objectives of the Study prepared a Structured Questionnaire. A questionnaire is a form prepared and distributed to secure

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responses to certain questions related to the study. The Questionnaire prepared by the researcher mainly consists of the following: Personal profile of the Respondents.

Identifying leadership style based on the factors like Cooperation, Interaction Facilitation, Goal achievement, Performance and Responsibility.

Identifying ones preferred leadership style. Pretesting The researcher conducted pretesting of questionnaire in order to ascertain the validity of the created tool. So, pre- testing was carried out among few respondents in order to detect the discrepancies that have crept in and to remove them after necessary modifications in the questionnaire. Data collection Data Collection was carried out at Arul Das Industries, Chennai. The questionnaire was administered to the respondents through the HR Personnel of the organisation. The responses from the employees were quite encouraging. Process of Data analysis Data collected through Questionnaire was administered in SPSS (Statistical Package for Social Sciences.) by which data was tabulated. Later data was interpreted to emerge with findings.

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1.4 LIMITATIONS OF THE STUDY The researcher was less accessible with the respondents, so the real feeling of them could not be assessed. The researcher had remote chances to collect the information from the topmost executives. Many respondents were reluctant to let out some of their personal information.

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CHAPTER II REVIEW OF LITERATURE

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2.1 REVIEW OF LITERATURE The successful organization has one major attribute that sets apart from unsuccessful organizations: Dynamic and effective leadership. Fiedler defines leadership, as the directing and coordinating work of group members. It becomes imperative for the leader to create conditions for the team to be effective. In such a case, the exclusive style or behavior of the leader influences the goal of the organization. The style above referred is the consistent behavioral pattern that they use when they are working with and through other people as perceived by those people. These patterns emerge in people as they begin to respond in the same fashion under similar conditions .The current study focuses upon to identify the major leadership behavior followed by the leaders in the organization. The study also aims to identify the expected leadership behavior from one's leader when he takes up the role of a subordinate. The study of both the aspects reveal the consistency existing between the expectations and the practice of the leadership style as a leader. Leadership Leadership refers to the quality of an individual who is the most influential in the group to kind the group together and to motivate the members of the group towards achievement leadership is absolutely essential to inspire people and inculcate team spirit

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Definition According to Koontz and O Donell leadership is defined as influence that us the art (or) process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals. The above definition explains that Ideally people should be encouraged to develop not only willingness to work, but also work with zeal and confidences. Zeal is ardon earnestness & intensity in the execution of work; confidence reflects experience and technical ability. Leaders facilitate the progress and make the group attain its objectives rather than pushing and prodding the group. To exemplify main function of orchestra leader is to produce coordinated sound and connect tempo through the integrated effort of the musician. Robert Tannehlaum defines leadership as the interpersonal influence exercised in a situation and directed through a communication process towards the attainment of specified goals. Leaders influence the group to work together on common goals. Characteristics of leadership Leadership is a continuous process of influencing behavior.

It does not end anywhere a leader prasdes guidance to his followers whenever necessary (or) asked for. Leadership refers to certain personal dualities of a leader leaders attempt to influence the behaviors of other in a particular way.

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 Principle of leadership Since people lend to follow those who, in their new offer them a means of satisfying their own personal goals the more Mgr. understand what motivates their subordinates & how these motivations operate and the more they reflect this understanding in carrying out their managerial action the more effective they are likely to be a leaders. Ingredients of leadership Leaders envision the future; they inspire organization members and chart the course of the group. (i) Every group of people that performs near its total capacity has some person as its head who is skilled in the art of leadership. There are four major ingredients Power One of the main ingredients vested with a leader is power. Power can be understand as the ability of individuals (or) groups to induce (or) persons (or) groups. Leadership looks in for the ability to use power effectively and in a responsible manner.

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Fundamental understanding of people. The second ingredient if leadership is a fundamental understanding of people. It is very important to know motivation theory kinds of motivating forces and the nature of a system of motivation apart from the above, the ability to apply this knowledge to people & situation in the most important one. Ability to inspire followers to apply their full capabilities to a project

The use of motivators is based on needs of subordinators, while the group heads create inspiration. Leaders may have qualities of charm and appeal that give rise to loyalty devotion and a strong desire on the part of followers to promote what leaders want it is matter of people giving unsel fish support to a chosen champion. For e.g., defeated leader undeserved by faithful follows. Leadership The strength of the motivation greatly defends on expectancies, perceived rewards the amount of effort believed to be required task to be done and other factors, which are part of an environment, as well as on orignal climate. Theories of leadership Leadership is one of the most fascinating and ancient subjects. Even Platos writings have discussed leadership. Leadership qualities are different and there are different behavioral theories of leadership depicting these varied qualities of leadership. These are the trait theory and the situational theory.

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The Trait Theory This can also the considered the great-man approach to leadership which emphasizes charismatic leadership. This is one of the most popular and ancient theories. This theory states that certain physical; intellectual personality traits distinguish leaders from non-leaders. In fact, Henry Fayol classified these traits into physical, mental, moral, educational and technical, with experience, intelligence, insight, objectivity, a balanced personality, judgement, knowledge, self-confidence and cooperation. This theory says that persons with these traits will become successful leaders. The study of the lives of some of the most successful and popular leaders provides ample evidence for this belief. Even though earlier studies indicated these results, subsequent research has sufficiently proved that these traits cannot always ensure successful leadership. But they will place the person in a position of high esteem. Ordway Tead and Chester Barnard have done a lot of research in this field and suggested physical and nervous energy, a sense of purpose and leading, enthusiasm, friendliness and affection, integrity, technical skill, decisiveness, intelligence, teaching skill and faith, as important qualities of a good leader. However, this theory has been criticized because of certain important defects. They are Studies about this theory have not produced clear results. These traits are not common and uniform

The comparative importance of various qualities has not been property understood and reported.

It dose not recognize the influence of situational factors. It fails to mention the traits which are necessary to maintain leadership

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The Situational Theory This theory states that there are certain situations in particular groups, which can mould the leadership skills in person. The work situation and its influence are a major factor in leadership. A leader, according to this concept, understands the needs of the situation and then acts accordingly. This theory does not recognize the inborn qualities of leadership. This theory states that there is no one best style of leadership universally applicable to all situations. A particular situation may create a new leader out of a person who was just a follower. The primary aspect of this theory is that leadership is the interaction between the leader and the group. But this theory state that the leadership style adopted for one particular situation may not be relevant in another situation. This theory rejects the one best style of leadership applicable to all situations. According to the leadership contingency model developed by psychologist Fred E. Friedler, a managers effectiveness depends upon three major factors. The leader-follower relationship The group-task structure The authority position of the leader. These factors will determine whether a given situation is favorable or unfavorable to a leader. A favorable situation refers to a situation that enables the leader to exert his influence over the group. If the leader-follower relationship

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is extremely good, it is the most favorable situation and the leader enjoys the greatest relative position and power with a well-defined task structure. Another situational theory is Houses path-goal model based on path, needs and goals. This theory states that the leader will clear the path to work goals and provides rewards for the progress. Another theory of situation is Hersey and varies according to the maturity level of the followers and the demands of the situation. The Follower Theory F. H. Sanford states that followers will make leadership possible and effective and they will depend on leaders to satisfy their social and personal needs. Composite Approach Of late, there is loud thinking that the leadership is the result of the following: The traits Followers and their problems Situation Group interaction This provides a comprehensive view of leadership. Leadership styles It is been defined that leadership, as the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation. Chester I.Barnard identified these leadership concerns in his classical work. The

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functions of Executive, in the late 1930s.These leadership concerns seem to be a reflection of two of the earliest schools of thought in organizational theoryScientific management and Human Relations movement. There are different styles of leadership. At the beginning of the century, the leader was almost a dictator, with strong and ruthless behavior. Might is right was the philosophy of such leaders. They were like aggressive and successful warriors, with their self-centered and ultra-individualistic attitudes. These industrial leaders were known as robber barons Any appeal for generosity and kindness only resulted in a cold response. Survival of the Fittest and Business is Business and Mind your Business were their strategies. Gradually, these business leaders realized that they could get things done even without being harsh. Kindness and understanding started getting place of consideration. The new leaders called paternalistic, functioned with parental affection towards the workers. But they expected loyalty, demanded respect and provided the employees with facilities, which they thought, were good for them. This change made them the most successful leaders in their ventures and they were able to complete and win against autocratic industrialists. A lot of study has been done to understand the types or styles of leadership in different countries. Kurt Lewin suggested that leadership might be in three different LEADERSHIP STYLES: Autocracy Democracy

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 Laissez-faire Rensis Likert has proposed four styles of leadership. They are: Oppressive autocratic Benevolent autocratic Consultative Participatory Along with these patterns, paternalistic leadership has also become popular. Rustom S. Davar suggests the leadership styles as Feudal Paternal Dictatorial Contributory Developmental The terms autocracy, democracy and Laissez-faire are popularly used to reflect different leadership styles. In fact, they are used to describe different forms of government too. Autocratic Leadership Autocratic leadership generally creates and immediate impression of a strict, inconsiderate leader with arbitrary rule. An autocratic leader keeps all the authority and decision-

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making power with himself and assumes full responsibility for situations. He expects implicit obedience from subordinates and never allows them to influence his decisions. Threats of punishment are used frequently. These types of leaders can succeed in emergency or crisis situations. But it can only be a temporary success and can be effective only with untrained, illiterate and unorganized labor. But in the long run, it can only bring down the morale of the employees and it may be strongly resisted also. Such leaders do not encourage management development programmers. Edwin B. Flippo in his Management: A behavioral approach, states that autocratic leader may be of three kinds. They are: 1. Hard-boiled autocrats. 2. Benevolent autocrats. 3. Manipulative autocrats. A hard-boiled autocrat uses strong and negative influence and orders to subordinates which any result in employees becoming resentful and quarrelsome. A benevolent autocrat uses good techniques of positive leadership. He uses appreciation and praise to secure personal loyalty and to make workers accept his decisions. A manipulative autocrat is a decision-maker by himself, but creates an impression among subordinates that they too are participating in the decision making. Autocratic leadership can create obstacles for coordination and group cohesion, and unity of objective may be destroyed.

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Democratic or Participative Leadership It is also called consultative leadership. A leader function through joint action; he takes decisions through discussion. A democratic manager would be willing to decentralize authority; he believes in persuasion rather that punishment. A leader of this style will encourage ideas and suggestions of subordinates. He will inspire them and encourage their intelligence, skill and creative talents. This style of leadership is more effective in developing a favorable, efficient work climate. Democratic leadership will self-confidence in workers and help the leader to win the confidence, loyalty and cooperation of all the subordinates. If the subordinates are educated and organized, this leadership functions more effectively. Democratic leadership paves the way for better labor relations, high employee morale, collective decision-making, development of skill and abilities, reduction of employee complaints and more job satisfaction for workers. Laissez-faire or Free-rein Leadership This is a kind of leadership, which gives full authority to the group to make its own decisions. A free-rein manager will entrust decision making to his subordinates with the least intervention. The subordinates are expected to plan, organize and execute; the group enjoys complete freedom and the leader can help the group when needed. This permissive style of leadership can function effectively if the subordinates are highly competent and duty-conscious. It provides an opportunity for every individual worker to give expression to his creative talents, selfdiscipline and self-control.

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The research of Lewin and White clearly demonstrates that the democratic condition is superior to the autocratic condition. Laissez-faire or free rein leadership was the poorest from every angle. A democratic leader was the most popular. Reduced conflict and increased cooperation were the result of such leadership; subordinates assumed responsibilities and independence. In democratic leadership, work continued when the leader left the room, but in autocratically led groups, members quit work when the leader left the room, but in autocratically led groups, members quit work when the leader stepped out. A greater We feeling prevailed in the democratically led groups, and an outsider could not divide them. In autocratically led groups, there was a tendency for cliques to form, and an outsider could cause the group members to turn against one another. Past writers have felt that concern for task tends to be represented by Task oriented leader and while concern for relationship is represented by People oriented leader. This feeling was popular because, it was generally agreed that leaders influence their followers by either of two ways: Leaders tell their members what to do and how to do to accomplishes the objectives. Leaders can share their responsibilities with the member and involve them in the planning and execution of the task. The differences in the above leadership styles are marked on the basis of some assumptions.

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 The task-oriented behavior of the leader is based on the assumption that the power of the leader is derived from the position they occupy and the members need to be motivated for work. The People oriented leader assumes that the group grants the power of the leaders. They are to lead and the members are self directed and motivated. The recognition of two leadership styles, one emphasizing task and other stressing on relationships, has been given support in several leadership studies. Michigan leadership studies identified two concepts, which they called as Employee orientation and Production Orientation. Leaders, who are described as employee oriented, stress the relationship aspect of their leadership. They feel that every employee is important and take interest in everyone accepting their individuality and personal needs. Task oriented leaders see their employees as tools to accomplish the goals of the organizations Using the earlier Michigan Studies as an beginning place, Rensis Likert, did some extensive research to discover the general pattern of a management followed by the high producing managers in contrast to that used by other managers. He found that the best producers focus their primary attention on the human aspects of their subordinates' problems and on endeavoring to build effective work performance with high performance goals, these supervisors were called People oriented. Other supervisors who kept constant pressure on production were called task centered and were found to have low producing sections.

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The Shaded portion illustrates the nature of production results achieved by the leaders. (Employee centered leader achieving high results)

(Task centered leader achieving Low production results) Likert also discovered that high producing supervisors " make clear to their subordinates what the objectives are and what needs to be done and give them freedom to do this job". The implication through out Likert's writing is that the ideal and most productive leader behavior for industry is Employee centered. K.D.Benne and P.Sheats clearly explain the roles played by the Task oriented leader and People oriented leader. Task oriented roles.

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Initiating: Defining the problem, suggesting the activities and assigning tasks.

Information seeking: Providing data, offering opinions.

Summarizing: Reviewing and integrating others poionts,checking for common understanding and readiness for action

Guiding: keeping group on track. People oriented roles: Harmonizing: Resolving interpersonal conflicts, reducing tension.

Encouraging:

Supporting and praising others, showing appreciation for

others' contributions, being warm and friendly.

Gate keeping: Assuring even participation by all group members ,making sure That everyone has a chance to be heard and that no individual dominates.

Leadership qualities To make an effective leader, many of the following qualities are essential. These qualities will enlighten and enrich the skill of a person to lead effectively. Different experts to enable good leadership have suggested varied qualities. George Terry Energy Emotional stability Human relations skill Empathy

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 Objectivity Personal motivation Communication skill Teaching skill Social skill Technical competence Field Marshal Viscount Montgomery Courage Will power Judgement Flexibility Knowledge Integrity Managerial Grid Robert R. Blake and Jane S. Mouton have done indepth studies of leader behavior and its impact on groups. Various leadership styles with reference to such behavior and presented by Blake and Mouton, in what is popularly known as a managerial grid. They have considered two important factors, viz. concern for production, and concern for people. Concern for production, according to Blake and Mouton, Could be seen in the quality of policy decisions; the number of creative ideas that, applied to research turn into useful products, procedures or processes; the number

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of accounts processed; the quality and toughness of staff services; work load and efficiency measurements; and the volume of sales or units of physical output. Concern for people is concern for a degree of personal commitment to completing the job one is responsible for; accountability based on trust rather than obedience; self-esteem or the personal worth of an individual; establishing and maintaining good working conditions; and maintaining an equitable salary structure and fringe benefits. In their managerial grid concept, Blake and Mouton accept the fact that there will be conflict between the concerns for production and people. They have described five different types of leadership based on concern for production (tasks) and concern for people (relationship). They are as follows: Impoverished Country club Task Middle-of the-road Team. Impoverished leadership will have concern for both production and people. Country club leaders have great concern for people, but lack of production orientation. Taskmasters are production-oriented leaders and have less concern for people. Middle-of-the-road leaders show common concern both for production and people. Team leaders will maintain a high degree of concern both for production

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and people. By such an analysis, Blake and Mouton have provided a method of analyzing leaders without labeling them as either autocratic or democratic. There is at large quite differences between the leadership style one prefer and the one they follow. One of the most important elements of a leadership situation is the style of the leader. Leaders develop their style over a period of time from many factors. These factors include mainly education, experience, personal traits and training. Apart from the above factors, The following factors such as superior expectations, job nature, members, Organization goals, values, members and time etc., also mould one's leadership style. is clearly explained in the Situational theory stated by Korman. Thus, one can understand that the leadership style has influence of external environment. Leadership styles one exhibit and one expect varies. Thus it can be understood that Consistency fluctuates, It is because of the external environment influence that there is a variation existing between the leadership styles and the one they practice. Changing styles With the context of leadership changing in many ways, it is fair to say that many organizations today, are doing more than merely trying to develop good leaders. Thus one can understand, that the situational variables have a key role in determining one's leadership style. The above concept

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They are trying to create a whole new culture of leadership. Some of these changes have to do with the nature and quality of leadership. A progressive orientation to leadership would greater emphasis, on Theory Y assumptions abut human nature. Formal structure is de-emphasized in many organizations, and cross-functional adhoc work groups are major work groups. Communication is relatively both laterally and vertically. Workers are encouraged to use their expertise. Cooperation among workers is emphasized rather than competition. A corporate culture emphasizing teamwork is on the rise. Facilitative and Progressive oriented leadership can fulfill the needs of the current trend.

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2.2 COMPANY PROFILE Arul Das Industries was established in 1995 with intension of designing & manufacturing of press tools, press components and material handling system on turnkey basis. Company also provides consultancy in designing press tools. Company has intents to grow the business by continuously upgrading the quality, widening the costumer base and exploring the possibility of exports market. As an initial step company has opted for implementing ISO 9001 2000 quality management system. Company understands changing global market scenario and plan to invest in new systems to improve product variation and increase production capacity by improving efficiency & productivity. The company has built up a strong capability in engineering and execution excellence. The company works closely with customers to meet and surpass their expectation and ensuring Total Customer Satisfaction through excellence in product quality, response time and price competitiveness. In an industry where Precision, Pricing and People are of paramount importance, the company has set stringent benchmarks and works consistently in achieving and improving on it.

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The company is engaged in the engineering works related to Designing and manufacturing of sheet metal, press tool, plastic moulds, Multi cavity plastic moulds, die casting dies, extrusion dies, Vacuum forming machine and so on. With our technical expertise and vast experience in the field, we have been able to establish ourselves a reliable entity in the market. Ours is an ISO 9001: 2000 certified company. The company endeavors at providing maximum satisfaction to its esteemed clients through its range of products and services. Consequently, we are reckoned as one of the most credible Die Casting Products Manufacturers and Suppliers in the market. Arul Das Industries was set up with a mission to manufacture quality Forging and Forming Tools. Within a short period, the company has made rapid strides in growth and excellence. And the company incorporates Quality Assurance Program (QAP), to ensure that the systems and processes are constantly monitored and thus improvements may accelerate the growth of client's business. The Company has a wide product range that caters to various industries ranging from General Engineering, Fasteners, Chain Industry, Brakes, etc.

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Infrastructure and Capability the Company has invested in a state of the art shop floor which are equipped with: Grinding Machines Tool & Cutter Grinders Lathes Milling Machines Drilling Machines EDM Spark Machines Hydraulic Press Support base of EDM wire cut, VMC, JIG boring, CNC Machines, Heat treatment and surface Engineering. The shop floor is also equipped with metrology lab, a dedicated quality assurance section which constantly and consistently focuses on strict adherence to quality norms. Having qualified and dedicated team, who can undertake design and development of Jigs, Fixtures, Moulds and Special Tools based on the applications, supported with customized CAD/CAM programmmes. Quality is a process at Arul Das Industries. To ensure that, the company delivers nothing but the best, the company has a Quality Assurance Program (QAP) in place. This ensures that the systems and processes are constantly monitored and improvement brought in to ensure total satisfaction to customers. The company is guided by a set of quality control policy adopted by the management. All our products have to be tested on different parameters with the

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latest non contact measuring equipment. According to the said policy, we also adhere to the timely delivery of the booked products. Subsequently, we are counted among the major Plastic Moulds Manufacturers and Suppliers in the country. QUALITY POLICY We, at Arul Das Industries, shall aim to achieve and sustain excellence in all our activities. We are committed to Total Customer Satisfaction by providing products and services which meet or exceed the Customers expectations. Modernization of the manufacturing facilities, Stress on technological innovation and training of employees at all levels shall be continuous process in Arul Das Industries. A motivated workforce with a sense of pride in the organization shall lead us towards Total Quality. PRODUCTS We are one of the well reckoned names in the genre of tools that are widely used in various industries. We manufacture precision press tools and precision stamped components. These products manufactured by us are engineered using years of experience and expertise. The acme quality raw materials used in manufacturing these products are processed as per international standards. The services offered by us include designing and manufacture of simple, compound and progressive tools.

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In addition to this, we also undertake job work in optical profile grinding, jig grinding, vacuum heat treatment, etc. Besides, we also offer customized solution of press tools as per the requirements and specifications of the clients. A. Press Components Division 1. Designing & Manufacturing of Press Tools & Press Components. B. Material Handling Division 1. Belt Conveyor for Bulk Material Handling. 2. Bag Handling System. 3. Ash Handling System. 4. Screw Conveyor. 5. EnMass Conveyor. 6. Bucket Elevator. 7. RBC. 8. Bagasse Bale Breaker. 9. Slat Conveyor.
10. All types of chains & slats.

11. Spares for all conveyors. 2. Specially Press Components applicable for a. Control Panel. b. Molded Luggage. c. Power Tools. d. Precision Machinery Spares

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3. Walkways and Gratings. C. Heat Exchangers. Bag Handling Equipments : Tool Room Facility Press Components Material Handling Equipments Control Pannels Moulded Luggage Fitting Automobile Press Parts Power Tool Accessories & Fittings

Tool Room Facility

In house design & development department having experienced die makers. Well Equipped Tool Room machine setup.

40

 alibrated measuring instruments. Quality Assurance. Guidance of International Experts. Press Components

Wide rang of press components in various field of engineering application. Material Handling Equipments. Control Pannel. Molded luggage fittings. Automobile Press Parts. Power Tool Accessories & fittings. Capacitors & Power Factor Controlling Fittings. Thermal Equipment Accessories. Material Handling Equipments

41

 Idler clit & Angle Clits. All Types of Chains. All types of Slats. Bearing Housings for Idlers. Trough set. Control Panels All types of Hinges. Door clamps. Vertical & Horizontal Support Clamps. Lock Strips. Fuse Holder. Lifting Angle. Canopies. Moulded LuggageFitting

42

All type of back hinges & side hinges. Stay Bracket. Section Covers. Side Lock Hooks & Center Lock Hooks. Handle Strips Automobile Press Parts Upper & Lower Terminals. Reinforcement. Lock Clamps. Clutch Actuating Levers. Other Consumable Accessories. Power Tool Accessories & Fittings

43

 Brush Holder Inserts. Fan for Armatures. Cap ring Assembly for Coupling. Bearing Plates. Bearing Covers. Safety Cover. Dust Cover. Base plate. Wheel Guards of various sizes. Thrust Bearings. Belt Conveyor Systems

44

Belt Conveyors are used for handling bulk material such as Bagasse, Ash, Coal, Stone Crusher, Sand, Salt, Bauxite, Loose Sugar, Mud, etc. our range of manufacturing belt conveyors from 5 ton / hour to 1000 ton / hour, depending upon the customer's requirement. Our belt conveyor systems are more economical and trouble free performance. Return Bagasse Carrier & Elevator

45

Return Bagasse carriers & Elevators are used for handling loose bagasse for cogeneration and sugar mill. Our range of return bagasse carrier from 5 ton / hour to 200 ton / hour. These systems are used in Sugar Mill, Co-Generation, Starch Plant, processing units & commonly for bagasse feeding to boiler. Bucket Elevator

46

Bucket elevators are used for elevating fertilizer, Loose Sugar, Grain, Foundry Sand, Coal, Bagasse, etc. We are manufacturing both belt type (Twin Leg) and chain type (Self Supported) Elevators. Our belt type bucket elevators are modular & compact in design, low power consumption, smooth in operation. Capacity ranging from 5 ton / hour to 100 ton / hour. Screw Conveyor

47

Screw Conveyors are used for handling Sand, Grain, Sugar, Fertilizer, Seeds and Ash etc. Capacity of screw conveyors ranging from 5 ton / hour to 60 ton / hour. Screw conveyors are required in various plants like cattle feed, sugar factory, Starch, Chemical, Fertilizer Plants etc. Our screw conveyors are very efficient and safe in operation. Heat Exchangers

48

Heat Exchanger basically air cooled heat exchangers are manufactured by quality tubes having spiral wounded SS, MS & CU fins. The fined tubes of different pitch distance fines are utilized as per design factor which directly results in efficiency & smooth running of the light weight. These tubes will be arranged in such a way that the air flow heat less is minimum with maximum face area. The temp of air will be raised using saturated steam i. e. with minimum Advantages : Maximum face area per area of heat exchanger. Compact in designs results light weight & easy handling. Portable Belt Conveyors

49

ReBELL' offers portable belt conveyors of standard belt width of 600 and 650mm. for conveying 50 kg. and 100 kg. bags. Frame is manufactured from tabular section and angle. Frame is mounted on ADV tyres fitted to axle. Capacity of belt conveyors is 700 to 800 bags / hour.

Model Length C/C

20 ft.

30 ft.

6000 mm. /20ft 9200 mm / 30ft 1750 5.75ft 2.0 HP mm.

50 ft. 15500

mm

Delivery Height 1600 mm. /5.25ft Horse Power Bag Stackers 2.0 HP

50ft /2000 mm / 6.5ft 3.0 HP

50

To Reduce the man power and for stacking the bags in godowns stackers are used. The equipment consists frame fabricated from ISA 40X5 & ISA 25X5 mounted on chassis which is fixed on ADV tyres. Winch system is provided for lifting and lowering the frame. Stacker is used for handling grain, Fertilizer and Sugar bags. Truck loader is specially used for loading the truck. General Specification Model Boom Length C/C Delivery Height (Max.) Delivery Height (Min.) No of Bag layers Degree Of Inclination Horse Power Our Mission 14 ft. 20 ft. 26 ft. 33 ft. 4300 mm. /6100 mm. /7900 mm.10100 45 ft. 13700

14ft 20ft. /26ft mm. /33ft mm. /45ft 2750 mm. /4000 mm. /5000 mm.6700 mm. /8800 9ft 13ft /16ft 22ft mm. /29ft 1400 mm. /1500 mm. /2000 mm.2500 mm /3500 4.5ft 9 Nos. 31Deg 1.5HP 5ft 13 Nos. 40Deg 2.0HP /6.5ft 17 Nos. 40Deg 3.0Hp 8ft 22 Nos. 40Deg 5.0Hp mm. /11ft 29 Nos. 40Deg 7.5Hp

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To Be a Reliable, Preferred Global Solution Provider and Supplier of Precision Tooling Stamped Components and Sub Assemblies for Electronics, Electrical, Communication, Instrumentation, Medical & Aviation Sector. Available Machine Facility M1 TR Armasrong 900x320x350 Surface Grainding 200*600 Tp 06 Avro Lathe Matcine Medium Duty Drill Matchine -2nos Bench Grainder 30 Ton Power Press (ambika ) 1nos Messuring Instument Verniar Caliper : 150mm,200mm,300mm. 0mm to 600mm. Daile Verniar : 200mm Hight Guge : 300mm Rediuse Guge : 0.5mm to 25mm Thred Guge Man Power Strenth Die Meker 1 Millar 1 Turenr 2

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 Press Opreter 2 Unskiled 2 Andmin Staff 2

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List of Production Machinery Power Press hand grinding Drilling M/c Die Grinder Surface Grinder M1TR Lathe M/C List of Instruments Vernier Caliper Vernier Caliper Gauge Vernier Height Gauge Micro Meter Surface Plate Redius Gauges Thread Gauge Magnetik V Block 0-200mm 0-200mm 0-300mm 0-25mm 600X600mm 0.5 to 25mm Inches And mm 1Nos 1Nos 1Nos 1Nos 1Nos 3Nos 1Nos 1Nos 30 MT Mechanical 1" 200X600 4.5 Feet Medium duty 1Nos 1Nos 1Nos 1Nos 1Nos 1Nos 1Nos

54

55

CHAPTER III ANALYSIS

56

DATA ANALYSIS AND INTERPRETATION TABLE 1.1 Respondents by Department The following Table reveals the number of respondents from each Department. No. Respondents 27 20 13 60 of Percent 45 33 22 100

Department Production Materials Admin Total

The above table clearly indicates the number of respondents from each department. More than two-fifth (45%) of the respondents are from Production department. Nearly one-third, (33%) of the respondents are from Materials department .The remaining one-fifth (22%) of the respondents are from Administration department. Inference drawn is that, more respondents belong to Production department.

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TABLE 1.2 Respondents by Designation

The following Table reveals the number of respondents from various Designation.

Designation Executive Manager Total

No.

Respondents 22 37 38 63 60 100

of Percent

The over all Designation is grouped under two broad designations such as Executive and Manager. Nearly, two-third (63%) of the respondents are Managers. The rest of the respondents (37%) belong to Executive Category. Thus, Executives and Managers are distributed in a ratio of 1:2.

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TABLE 1.3 Respondents by Age The following Table reveals the number of respondents from each Age Level.

Age Below 30 yrs Above 30 yrs Total

No. Respondents 39 21 60

of

Percent 65 35 100

The Table denoting Age is classified under two divisions like below 30 years and above 30 years. A Vast majority (65%), of the respondents are seen in the category of below 30 years. The remaining one-third (35%), of the respondents are above 30 years. Thus, from the above it can be inferred that majority of the respondents are young respondents.

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TABLE 1.4 Respondents by Educational Qualification The following Table reveals the number of respondents from different Educational Qualification .

Educational Qualification Diploma Graduation Professional (technical) Total

No.

Percent Respondents 24 40 15 25 21 60 35 100

of

The table reveals the number of respondents based on the educational qualification. In the group of 60 respondents, nearly two-fifth (40%) of the respondents are qualified up to the Diploma level, almost one third (35%) of them are Professionally qualified .The remaining one-fourth (25%) respondents are qualified Graduates. From the above, it can be inferred that more respondents are found in the category of Diploma level.

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TABLE 1.5 Respondents by Work Experience The following Table reveals the number of respondents from Experience Levels

Experience Below 5 yrs 5 to 10 yrs Above 10 yrs Total

No. Respondents 13 32 15 60

of Percent 22 53 25 100

The above table, clearly states about the experience level, that each respondent possesses. A Three-fourth (75%) of the respondents, have work experience between 0-10 years. Out of which half (53%) of the respondents fall under the group of 5-10 years and a little more than one-fifth (22%) of the respondents have work experience below five years. The remaining one-fourth (25%) of the respondents have experience above 10 years.

TABLE 1. 6

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Respondents by Income The following Table reveals the number of respondents from various Income level

Monthly Income (Rs) Below 15,000 Above 15,000 Total

No.

Respondents 36 60 24 40 60 100

of Percent

The income levels of the respondents fall under two categories such as monthly income of above 15000 and below 15000. Majority (60%) of the respondents falls under the income level of below 15000 and the remaining one -third (40%) of the respondents fall under the income level of above 15,000. From the above, it is inferred that more number of respondents falls under the category of below 15,000.

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TABLE 2.1 Respondents by Types of Leadership Styles. The following Table identifies the various leadership styles that one exhibit in their workplace. The different types of leadership styles are determined based on the factors like Cooperation, Interaction scale. facilitation, Goal achievement Performance and Responsibility. The stated factors are studied on a four point

Types People Oriented Task Oriented Total

No. Respondents 33 27 60

of Percent 55 45 100

The table indicates a very important inference about leadership styles. Majority (55%) of the respondents is People oriented leaders. While the remaining less than two third (45%) of the respondents follow Task oriented leadership style. The inference drawn, is that majority of the respondents are People oriented Leaders.

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TABLE 2.2 Respondents by Factors contributing to Leadership Styles

Factors

Leadership Styles People Task Oriented Oriented 22 (37) 38 (63) 28 (47) 19 (32) 16 (27)

Total

Cooperation Interaction Facilitation Goal Achievement Performance Responsibility

38 (63) 22 (37) 32 (53) 41 (68) 44 (73)

60 (100) 60 (100) 60 (100) 60 (100) 60 (100 )

The table consists of factors that determine the type of leadership style followed by the respondents. A vast majority (73%) of respondents is People oriented leaders holding high level of responsibility. The remaining one-fourth (27%) of the respondents are task oriented. More than two-third (68%) of the respondents are people oriented leaders, facilitating performance and the remaining respondents (32%) are Task oriented in

64

facilitating the performance. More than Half (53percent) of the respondents follow People oriented style in achieving organizational goals. More than two-fifth (47%) of the remaining respondents are Task oriented leaders in achieving work related goals. Two-third (63%) of the respondents communicate with the group as a Task oriented leader. The remaining one-third (37% ) of the respondents interact with the group as a People oriented leader .Less than two-third (63%) of the respondents, practice intense cooperation with in the group like a People oriented leader. The remaining two-fifth (37%) of the respondents take the cooperative approach of a Task oriented leader. So, we can infer that the factors like cooperation, goal achievement, performance and responsibility are present more in the form of People oriented style of leadership. We also see, that interaction facilitation is found higher in the form of Task oriented style of leadership.

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TABLE 2.3 Department Vs Leadership Styles Leadership Styles People Task Oriented Oriented 15 (56 ) 10 (50) 8 (61) 33 (55) 12 (44) 10 (50) 5 ( 39) 27 (45)

Department

Total 27 (100) 20 (100) 13 (100) 60 (100)

Production Materials Admin Total

Figures in Parenthesis represents Percentage. Chi square value: .43 Degrees of Freedom: 2

The above table explains the leadership styles of each department The Production department has produced a vast number of People oriented leaders, exceeding half (56%) of the respondents. The remaining two-fifth of the respondent (44%) are Task oriented leaders. Similarly, two-third (62%) of the respondents from Administration department practice People oriented style alone, the remaining one-third of the respondents

66

(38%) are Task oriented leaders. In Materials department, there is an equal (50%) distribution of both the leadership styles. So, from the table we are able to infer that the departments like Production and Administration which depends on human resource have more number of People oriented leaders. As the calculated value is less than tabulated value, there is no Statistical significance between Department and Leadership styles.

TABLE 2.4 Designation Vs Leadership Styles

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Leadership Styles Designation People Oriented 9 (41) 24 (63) 33 (55) Task Oriented 13 (59) 14 (37) 27 (45) Total 22 (100) 38 (100) 60 (100)

Executive Manager Total

Figures in Parenthesis represents Percentage Chi square value: 2.787(b) Degrees of Freedom: 1

The above table indicates the leadership styles of Executives and Managers. It is interesting to note, that two-third (63%) of the Managers follow People oriented style alone, remaining more than one-third (37%) are Task oriented leaders. On the other hand, in the case of Executives less than two-third (60%) of the respondents are Task oriented leaders. The rest, two-fifth (40%) of the respondents are People oriented leaders. Inference drawn is that, the Managers are more People oriented. As the calculated value of chi square is less than tabulated value,

68

there is no Statistical significance between Designation and Leadership styles. TABLE 2.5 Age Vs Leadership Styles

Age Below 30 Yrs Above 30 Yrs Total

Leadership Styles People Total Task Oriented Oriented 25 14 39 (64) 8 (38) 33 (36 ) 13 (62) 27 (100) 21 (100) 60 (100)

(55) (45) Figures in Parenthesis represents Percentage Chi square value: 3.730

Degrees of Freedom: 1

The above table focuses on the variables such as age and leadership styles. It is quite amazing to note that two-third (64%) of the young respondents who are below 30 years are people oriented leaders, the remaining one-third (36%) are task oriented leaders On the other side, two-third (62%) of the respondents above 30 yrs of age, are Task oriented leaders. The remaining one-third (38%) of the respondents above 30 years, are People oriented leaders. We can infer that young employees are People oriented leaders. As the calculated value of chi square is less than tabulated value, there is no Statistical significance between age and Leadership styles.

69

TABLE 2.6 Qualification Vs Leadership Styles

Qualification Diploma

Leadership Styles Total People Task Oriented Oriented 11 13 24 (46) 13 (87) 9 (43) 33 (55) (54) 2 (13) 12 (57) 27 (45) (100) 15 (100) 21 (100) 60 (100)

Graduation Professional (Technical) Total

Figures in Parenthesis denotes Percentage The above figures provide an overview of the relationship between qualification and Leadership styles. A vast majority (87%) of the Graduates are People Oriented leaders and more than one- tenth (13%) of the Graduates are Task oriented leaders. More than half of the Diploma Holders (54%) are Task oriented and the remaining two fifth (46%) of the respondents are People oriented leaders. More than two fifth (43%) of the Professionals are People oriented leaders. More than half (57%) of professionals are Task oriented leaders. So, we can infer that most of the Graduates are People oriented leaders And half of the Diploma and Professional population is Task oriented.

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TABLE 2.7 Work Experience Vs Leadership Styles Leadership Styles Experience Below 5 Yrs 5 To 10 Yrs People Oriented Task Oriented 11 (85) 17 (53) 5 (33) 33 (55) 2 (15) 15 (47) 10 (67) 27 (45) Total 13 (100) 32 (100) 15 (100) 60 (100)

10 To 15yrs Total

Figures in Parenthesis denotes Percentage This Table illustrates the relationship between experience and leadership styles. A vast majority (85%) of the respondents having minimum experience is People oriented leaders. The remaining more than one tenth (15%) are Task oriented leaders. Contrastingly, only one-third (33%) of the respondents having experience of above 10 years are People oriented leaders. The rest of the two-third (67%) of the respondents are Task oriented leaders. Moreover, half (53%) of the respondents with moderate experience of 5 to 10 years are People oriented leaders. The remaining more than two-fifth (47%) of the respondents are Task oriented leaders.

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Thus, it is inferred that minimum experienced respondents are People oriented leaders. The respondents having maximum experience are Task oriented leaders.

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TABLE 2.8 Income Vs Leadership Styles

Monthly Income (Rs) Below 15,000 Above 15,000 Total

Leadership Styles People Task Oriented 23 (64) 10 (42) 33 (55) Oriented 13 (36) 14 (58) 27 (45)

Total 36 (100) 24 (100) 60 (100)

Figures in Parenthesis denotes Percentage Chi square value is 2.873. Degrees of Freedom is 1

The current Table shows the cross tabulation between income level and leadership style. Nearly, two-third (64%) of the respondents earning below 15000 are People oriented leaders. The remaining more than one third (36%) of them are Task oriented leaders. Over a majority (59%) of the respondents earning above 15000 are Task-oriented leaders and the remaining (42%) of them are People oriented leaders. Thus, we can infer that respondents belonging to low income range are People oriented and the respondents of high-income range are Task oriented. As the calculated value of chi square is less than tabulated value, there is no Statistical significance between income and Leadership styles.

73

TABLE 3.1 Respondents by Preferred Leadership Styles The following table indicates the respondents expected style of leadership from their leaders. This tables mainly aims to bring out the real preference for leadership styles. No.of Respondents Percent 44 16 60 73 27 100

Types People Oriented Task Oriented Total

This is the inference of the respondents on their preferences for Leadership styles. It is highly surprising to note almost three-fourth (73%) of the respondents strongly prefer their leader to be a People oriented leader. On the other side, the remaining about one-fourth (27%) of the respondents prefer Task oriented leader. The inference drawn is that a vast majority of the respondents prefers People oriented leaders.

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TABLE 3.2 Department Vs Preferred Leadership Styles Total Department Leadership Styles People Task Oriented 22 (82) 14 (70) 8 (62) 44 (73) Oriented 5 (18) 6 (30) 5 (38) 16 (27) 27 (100) 20 (100) 13 (100) 60 (100)

Production Materials Admin

Total

Figures in Parenthesis denotes Percentage Chi square value is 1.955 Degrees of freedom is 1

The table clearly indicates the preferences for leadership styles from each department. It is surprising to note that a vast majority (82%) of the respondents from Production Department strongly prefers People oriented leaders. Less than one-fifth (18%) of the remaining respondents are task oriented leaders

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Similarly, Majority (70%) of the respondents from Materials department prefer People oriented leaders. Less than one third (30%) of the remaining respondents are task oriented leaders. Majority (62%) of the respondents from administration department are people oriented leaders and the rest of the one- third (38%) of the respondents are Task oriented leader. So we can infer that important department like Production prefer People oriented leader compared to other departments. As the calculated value of chi square value is less than tabulated value, there is no statistical significance between Department and preferred Leadership styles.

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TABLE 3.3 Designation Vs Preferred Leadership Styles

Designation Executive Manager Total

Leadership Styles Total People Task Oriented Oriented 19 3 22 (86) 25 (66) 44 (73) (14) 13 (34) 16 (27) (100) 38 (100) 60 (100)

Figures in Parenthesis denotes Percentage Chi square value is 3.016 Yates correction is done. The above table is a cross tabulation between designation and preferences over leadership styles. It is highly amazing, to note that a vast majority (86%) of Executives strongly prefer People oriented leader. Less than one-fifth (14%) of the remaining Executives prefer Task oriented leaders. In the case of Managers, Two third (66%) of them strongly prefer People oriented leader and about one third (34%) of them prefer Task oriented leaders. Inference drawn is that Executives strongly prefer People oriented leader. As the calculated value of chi square is less than tabulated value, there is no statistical significance between Designation and preferred Leadership styles. TABLE 3.4 Table 3.4 Degrees of Freedom is 1.

77

Age Vs Preferred Leadership Styles

Leadership Styles Age Below 30 Yrs Above 30 Yrs Total People Oriented 25 (64) 19 (91) 44 Task Oriented 14 (36) 2 (9) 16 (27) Total 39 (100) 21 (100) 60 (100) Degrees of freedom 1 Figures in

(73) Parenthesis denotes Percentage Chi square value is 7.322 Yates correction is done.

The above table studies the relationship between age and preference over leadership styles. Almost (91%) all the respondents who are above 30 years prefer People oriented leaders. Less than one tenth (9%) of the respondents prefer task oriented leaders. Similar to that, more than two third of the respondents below 30 years (64%) prefer people oriented leader. One third (36%) of the remaining respondents prefer Task-oriented leaders. As the calculated value is less than tabulated value, there is no Statistical significance between age and Leadership styles.

TABLE 3.5

78

Qualification Vs Preferred Leadership Styles Educational Qualification Diploma Graduation Professional (Technical) Total Leadership Styles People Task Oriented 20 (83) 7 (47) 17 (81) 44 (73) Figures in Parenthesis denotes Percentage The above Table provides a clear picture of the relationship between qualification and preferences over Leadership styles .It is surprising to understand that a vast majority (83%) of Diploma holders prefer only People Oriented leaders. Less than one-fifth (17%) of the remaining respondents prefer task oriented leaders. Nearly half (53%) of the graduates prefer task oriented leader while the remaining less than half (47%) of the graduates prefer people oriented leader. Finally ,a vast majority (81%) of the professionals prefer people oriented leader and less than one-fifth (19% )of the respondents prefer Task oriented leaders. Therefore, we can infer that the preference for People oriented leader is much higher in Professionals and Diploma holders than Graduates. TABLE 3.6 Work Experience Vs Preferred Leadership Styles Oriented 4 (17) 8 (53) 4 (19) 16 (27)

Total 24 (100) 15 (100) 21 (100) 60 (100)

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Leadership Styles Experience People Oriented Below 5 Yrs 5 To 10 Yrs Above 10 yrs Total 6 (46) 25 (78) 13 (87) 44 (73) Figures in Parenthesis denotes Percentage. The table provides the data on the relationship between the experience and preferred styles of leadership., It is interesting to note that a vast majority(87%) of the respondents having rich experience of above 10 years strongly prefer People oriented leaders, the remaining one tenth of the respondents (13%) prefer task oriented leaders. In the next level, majority (78%) of the respondents with moderate experience of 5 to 10 years prefer people oriented leaders, the remaining one-fifth of them (22%) prefer task oriented leaders. Task Oriented 7 (54) 7 (22) 2 (13) 16 (27) Total 13 (100) 32 (100) 15 (100) 60 (100)

TABLE 3.7 Income Vs Preferred Leadership Styles Monthly Leadership Styles Total

80

Income (Rs) Below 15,000 Above 15,000 Total

People Oriented 23 (64) 21 (88) 44 (73)

Task Oriented 13 (36) 3 (12) 16 (27) 36 (100) 24 (100) 60 (100)

Figures in Parenthesis denotes Percentage Chi square value is 7.308 Yates correction is done This table focuses on the two variables income level and preferred leadership styles. A vast majority of the respondents (88%) earning more than 15000 per month prefer people oriented leaders, the remaining one tenth of them prefer Task oriented leaders. Majority of the respondents earning below 15000 per month (64%) prefers People oriented leaders and the remaining one third of the respondents (36%) prefer Task oriented leaders. As the calculated value of chi-square is less than tabulated value, there is no Statistical signification between income and preferred Leadership styles. TABLE 3.8 Respondents by the Existing and Preferred Leadership Style Total Preferred Leadership Styles Degrees of freedom 2

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Style People Oriented People Oriented 19 (43) Task Oriented 25 (57) 44 (100)

Task Oriented Total

14 (88) 33 (55)

2 (12) 27 (45)

16 (100) 60 (100)

Figures in the Parenthesis denotes Percentage Chi square value is 9.311 Yates correction is done From the table number, 21 we see much to our surprise that a vast majority (88%) of the people oriented leaders strongly prefer Task-oriented style of leadership. More than one tenth (12%) of the remaining respondents prefer people oriented style of leadership. More than half (57%) of the task-oriented leaders prefer people oriented leaderships, the remaining two-fifths (43%) of the respondents favour Task oriented leadership Degrees of freedom 1

82

It can be inferred, that there can be differences from what they practice to what they expect from their leaders which is seen crystal clear from the majority of the people oriented leaders prefer task oriented leaders. As the calculated value of chi-square is less than tabulated value, there is no Statistical significance between existing leadership styles and preferred Leadership styles.

83

TABLE 4.1 Respondents by the level of consistency between preferred leadership styles and existing leadership styles Personal Details Leadership Styles People Task Oriente Production Materials Admin Executive d 15 (56) 10 (50) 8 (62) 9 (41) 24 (63) 25 (64) 8 (38) 11 (46) 13 (87) 9 (42) 11 (85) Oriente d 12 (44) 10 (50) 5 (38) 13 (59) 14 (37) 14 (36) 13 (62) 13 (54) 2 (13) 12 (57) 2 (15) Preferred Styles People Task Oriente d 22 (82) 14 (70) 8 (62) 19 (86) 25 (66) 25 (64) 19 (91) 20 (83) 7 (47) 17 (81) 6 (46) Oriente d 5 (18) 6 (30) 5 (38) 3 (14) 13 (34) 14 (36) 2 (9) 4 (17) 8 (53) 4 (19) 7 (54)

Department

Designation

Manager Below 30 yrs

Age

Above 31 yrs Diploma Graduation Professional Below 5 yrs

Qualification

Experience

84

5 to 10 yrs

17 (53) 5 (33) 23 (64) 10 (42)

15 (47) 10 (67) 13 (36) 14 (58)

25 (78) 13 (87) 23 (64) 21 (88)

7 (22) 2 (13) 13 (36) 3 (12)

10 to 15 yrs Below 15000 Income Above 15000

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CONSISTENCY (OUTCOME BETWEEN VARIABLES.) This table analyses the consistency maintained in the leadership styles. Consistency here refers to the balance maintained in the type of leadership style one follows and one they prefer from their leaders. DEPARTMENT In Production department, there is remarkably low level of consistency, where in only the half of the respondents are People oriented leaders.but a vast majority prefer People oriented leader .The results from Administration department are much to ones surprise, that there is a high level of consistency is being maintained. DESIGNATION Considering the designations of respondents, Managers show a high level of consistency, while the executives show a wide gap in practice and preferences for leadership styles. AGE It is very interesting to note that the young respondents below the age of 30 yrs Exhibit the highest level of consistency, while the respondents of above 30 yrs display the least order of consistency.

86

QUALIFICATION Low level of consistency is maintained irrespective of the level of the education one belongs to; the inconsistency is maintained at all levels (Diploma, Graduation and Professional). EXPERIENCE The respondents belonging to maximum experience level are highly inconsistent, when compared to the moderate and low experience category. INCOME It is amazing to note the highest level of consistency maintained in the respondents earning below 15000and the least level of consistency maintained among the group earning above the income level of 15000.

87

CHAPTER IV FINDINGS, SUGGESTIONS & CONCLUSIONS

88

4.1 FINDINGS Personal details Most of the respondents belong to the Production department and majority of them are found to be Managers. More number of Respondents are Youngsters and many of them are qualified up to Diploma level. A vast majority of respondents have average work experience .They all fall under the group of 0-10 yrs. In the income level of respondents , majority of them fall under the income level of below 15000. Leadership styles of Executives. The crux of the entire findings are more than half of the respondents are Employee concerned leaders. People oriented leaders are more in key areas like Production and Administration and most of them are found to be Managers. There are more People oriented leaders among the young respondents ,while task oriented leaders are more among the respondents of above 30 yrs. In the case of educational Qualification, most of the graduates are People oriented leaders;comparitively,Task oriented leaders are found high among the Diploma holders and Professionals.

89

 There are more People oriented leaders among the respondents having minimum experience ,while there are more Task oriented leaders among the respondents having high level of work experience. In the income level , the high earners are Task oriented leaders ,while people oriented leaders are found high among the low earners. Preferred leadership styles of Executives It is very interesting to note that a vast majority of the respondents strongly prefer to work under People oriented leader. High preference for People oriented leader prevails in Production department as compared to other departments. More over, Executives prefer people oriented leader as compared to the preferences of the Managers. Almost all the respondents above 30 yrs prefer People oriented leader and a vast majority of the professionals and Diploma holders prefer People oriented leader. More the work experience, the more preference for people oriented leadership. Respondents who have high income strongly prefer to work under a People oriented leader. The other fascinating finding is that There are differences found from what the leaders practice to what they expect from their leaders .This is seen crystal

90

clear from the finding that the majority of the People oriented leaders prefer Task oriented leaders. Consistency level in leadership styles of Executives. High level of consistency is maintained by the respondents having low income level. In Production department, there is remarkably low level of consistency,where in only the half of the respondents are people oriented leaders ,but a vast majority prefer people oriented leader .The results from Administration department are much to ones surprise, that there is a high level of consistency is being maintained. Considering the designations of respondents, Managers for leadership styles. It is very interesting to note that the young respondents below the age of 30 yrs exhibit the highest level of consistency,while the respondents of above 30 yrs display the least order of consistency. Low level of consistency is maintained irrespective of the level of the education one belongs to;The inconsistency is maintained at all levels(Diploma,Graduation and Professional). show a high level of

consistency, while the executives show a wide gap in practice and preferences

91

 The respondents belonging to maximum experience level

are highly

inconsistent,when compared to the moderate and low experience category. It is amazing to note the highest level of consistency maintained in the respondents earning below 15000and the least level of consistency maintained among the group earning above the income level of 15000.

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4.2 SUGGESTIONS The real causes of gap prevailing in the consistency factor can be analyzed. The data on the preferred leadership styles could be useful to assess the satisfaction level in the leadership patterns followed in the organization. Even though majority of the respondents are people oriented, There can be solutions worked out, to make it hundred percent.

93

4.3 CONCLUSION Thus it can be concluded that, Researcher was able to find that the leadership behavior is unique. Out of all the respondents, majority of them are Employee concerned leaders extending cooperation to the members at all levels Task oriented leaders. Similarly, most of and the rest of them are found to be

them are strongly in favor to work under an employee-centered leader. They feel to be taken cared of by the employers. When the above two inferences were compared, Researcher was able to conclude that there are differences existing between the leadership style one practice and one expect to work under. By which, one can derive that the level of consistency maintained is low.

94

BIBLIOGRAPHY

95

REFERENCES

1. Stephens P Robbins

Organizational Behaviour ( Prentice Hall of India, NewDelhi)

2. Hughes, Ginnett, Curphy (1999). 3. J.l.Rastogi

Leadership (Mc Graw Hill Publishers) Organisational Behaviour (Rawat Publications; New Delhi)

4. VSP Rao

Organizational theory and Behaviour ( Konark Publishers Ltd;New Delhi)

5. R.S. Dwivwdi;

HR and Organisational Behaviour ( Mac Millan Ltd)

6. Alan Bryman; 7. C.B.Mamoria;

Leadership and Organisations . Personnel Management and Industrial relations. ( Hiumalaya Publishing company).

8. Hersey,Blanchard; ;New

Management of Organisational Behaviour (Prentice Hall of India Delhi.

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