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CHAPTER-II
REVIEW OF LITERATURE
This chapter includes literature, local and international studies about the topic of
the research, which was collected by reviewing different books and studies from different
university libraries. The studies done in India or in abroad bearing direct or indirect effect
on the present study had been reviewed and presented in this chapter. The review of
literature contained studies related with Leadership Styles, Characteristics of Leader,
Leadership skills and Leadership Ethics. These studies pertained to the period from 1977
to 2012
Khandwalla P.N (1977) in his research on “Leadership in Management”,
illustrated that majority of the leaders were above average in intelligence. He said that
effective leaders tend to possess greater intelligence, supervisory ability, initiative, self-
assurance, and individuality than leaders not perceived as effective. He also found that
higher level managers tend to possess these traits to a greater extent than lower level
managers. He suggested that subordinate-oriented supportive supervisors tend to be more
effective than authoritarian, non supportive supervisors. He found that directive
leadership was effective when the leader also happens to be a considerate person. When
subordinates were performing simple or frustrating tasks, supportive, considerate
leadership was effective. When task were ambiguous or urgent, directive leadership was
effective, particularly when subordinates like to be told what to do and the leader was
considerate. By implication when tasks were boring or frustrating, not being supportive
amounts to ineffective leadership. An alternative to directive leadership was participatory
leadership. He found in his research that when the tasks performed by group members
were routine and highly structured, participatory leadership fails to increase either
productivity or job satisfaction. But when the tasks performed were complex and/or
non-routine, participatory leadership was quite effective. Also when the subordinates had
a high need for autonomy or were highly capable or had specialized knowledge that the
leader did not possess, then participatory leadership was found to be more effective.
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Selvadurai S (1977) in his research “Leadership in the Co-operative” found that
leaders were not made but evolve depending on various situations. This study also
revealed that there was a positive correlation between the importance a person enjoyed in
the society and his chances of emerging as a leader in a co-operative. The leadership
theory was broadly classified into three categories, namely Trait theory said that leaders
were born and not made. Second one was Behavioral theory holds that leadership comes
from a certain set of behaviors that could be imparted to anyone through training. Third
one was situational theory said that a leader was one who drives the maximum advantage
from properly managing the situation-the finer he did it, the better the leader he was. A
leader successful in one situation fails in another situation or vice versa. Keeping this in
view the author conducted a study of 40 leaders in the co-operative sector in Kerala. The
three major questions posed to the leader were (a) whether leadership was a born quality
(b) whether leadership can be acquired or developed (c) whether leadership was
situational. It was concluded that 55% leader prefers situational leadership style as
compare to other style. Another factor that emerged from the study was the identification
of the support base for the leader’s strength. The questions put to them were whether the
attainment of their leadership position was due to (a) their family background (b) their
political position (c) their social leadership position. This analysis revealed that the social
background more than the political and family background, a person enjoyed primarily
helps him to attain leadership position in co-operative. In further analysis, a correlation
between situational leadership preference and social leadership background strengths
could be worked out. It was seen that out of 40 leaders interviewed, 22 persons preferred
situational leadership. And out of these 22 situationlists, 14 were of the view that they
owed their positions in the co-operative to their social standing in society. So, more
leaders who preferred the situational style draw their leadership strength from the social
responsibility they command. So his findings indicated that leaders in the co-operative
movement had a strong preference for situational leadership.
Jaggi B.L (1978) the study of 120 managers concluded that prevailing leadership
styles appeared to be between benevolent autocracy and consultative type. The study
further indicated that the leadership style was associated with various factors such as age
of the executives, their positions and functions and the size of the organizations. Thus,
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younger managers and managers in bigger sized companies were less authoritarian
whereas the managers in production and technical areas were more authoritarian.
Singh P, Warrier S & Das G (1979) studied 100 managers of public sector
enterprises and concluded that 3 per cent of the managers adapted democratic style, 7 per
cent autocratic style, 23 per cent compromiser style, 31 per cent bureaucratic style and 21
per cent developer style. He found that differences in leadership style were due to the
procedural rigidity in the public sector enterprises.
Narang C.S (1981) in his research report on “Comparative Study of the
Managerial Styles of Indian Managers in Private and Public Sector” concluded that
leaders in private and public sector had only one basic style of leadership and the most
prevalent style was High task and high relationship. Managers with a wider style range
were more effective as these managers change their style according to the demands of the
given situation. Most of the leaders in private sector tend to be democratic while leaders
in public sector tend to be autocratic or average. He further stated that effectiveness of
manager’s increases with the qualification of managers in private and public sector. All
the managers of private sector fall in the category of effectiveness and all the managers in
public sector fall in the category of effectiveness, zero and ineffectiveness. The study also
found that democratic managers mainly believed in high relations and the concern for the
task may be high or low.
Agarwal R (1983) in her study showed that the leaders were not rigid in their
approach. They choose their leadership styles in accordance with the needs of specific
situations. The leader's concern was both for the task and for establishing cordial
relationships with his subordinates. The worker's perception was identical in this area and
points to the suitability of the small sized banking units as the model for future
expansion.
Sinha S (1984) conducted that there was no best style of leadership. Successful
leaders adapted their leader behavior to meet the needs of the group and of the particular
environment. Effectiveness depends upon the leader, the followers, and other situational
variables that make up the environment: E=f (l,f,s). Therefore, people who were
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interested in increasing their own success as leaders must give serious thought to these
behavioral and environmental considerations.
Hinger A (1986) reported that the bureaucratic style was found to be significantly
correlated with the effectiveness of superior, efficiency of superior and the efficiency of
the organization. The nurturant (fatherly) style was not related to any indicator of
effectiveness. However, the nurturant and the task - orientation styles of leadership were
found to be correlated with the effectiveness of superior, and the efficiency of the
organization. Participative style was found to be significantly correlated with
effectiveness of subordinates, whereas the authoritarian style was found to be
significantly but negatively correlated with effectiveness of subordinates.
Trivedi R.K (1987) concluded in his research “Leadership Styles-Philosophical
Aspect” that there were certain given circumstances within which the leader and the
organization had to function. While the capacity to lead, take decisions and provide
guidance were all important, all these had to be brought together to produce an able and
efficient leader. Unless both leadership style and organizational effectiveness were based
on philosophy, on certain values and principles they had no meaning. Going back to
tradition, the greatest inspiration was derived from Gita, both with regard to leadership
and the efficacy of an organization. It was important for the leader to ensure that the
people working under him realize their duty and work together as a team. On the other
hand, everyone had got to do his duty to the best of his capacity, dedicated entirely to it
and on the other hand everyone had got to work together in order to achieve the highest
welfare. This welfare should be linked to the welfare of the organization, the community
and the society.
Varshneya J.S (1987) concluded in his research that in today’s world no sector
of the economy had been left untouched whether it be a public sector unit, manufacturing
steel or electronic components or service industry like banking or transport. The
emphasis now was on quality and greater customer satisfaction. The approach was now
on task accomplishment. The emphasis was on achievement of results. One important
quality which every leader must imbibe was a high degree of professional and personal
integrity. If person integrity was beyond doubt he will be trusted by all. The superior and
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subordinates value the opinions of such person’s ability to inspire his peers. The concern
for people assumes significance against the back drop of the commitment to
organizational goals. There were occasions in the life of an executive when he felt on the
top of the world and there were also times when he pushed into a corner and driven to a
greater distress. But he had to consistently try with all sincerity for the achievement of the
organizational goals, irrespective of whether he was at the bottom. In the banking
industry the manager had to be highly persuasive in his orientation. At the same time he
should be emotionally mature, had lot of patience and a tough heart. A leader had to gain
the confidence of his colleagues and they in turn have to gain his confidence. They had to
sit together and work harder to find out the best solution in a given situation.
Vittal N (1987) in his research Leadership Styles and Organizational
Effectiveness relates organizational effectiveness to leadership styles. Shakespeare said
that Leadership styles were like styles in dresses. They had to relate to the situation and
occasion that called for. It did not matter whether the cat was black or white, so long as it
catches mice. Indulging in managerial Dengism, it did not matter what the leadership
style was, so long as it was effective. Task oriented supervisor was one who emphasis the
task, often believes ends were more important than means and thinks employees need to
be supervised closely to get the work done whereas employee oriented supervisor
believes that concern for subordinates need and welfare promotes both the quality and
quantity of work. According to this concept, leadership or supervisory styles stem from
three mutually exclusive orientations: benevolent, critical and self-dispensing. Two styles
of leadership can be recognized: The effective style and the ineffective style. The very
first requirement for effective leader was to overcome the psychological inertia and
develop a positive attitude. Developing a positive attitude automatically leads one to that
old cliché in management, namely, that every problem was really an opportunity. Third
element constituting effective organizational leadership was “responsible intransigence”.
An effective leader must be able to take risks while taking decisions, which perhaps
could be challenged also. The leader not only tries to assimilate a new technology but
tries to improve it, thereby producing a better quality product more economically than
original inventor. In this way, the Japanese had beaten the Americans in the fields of
Electronics, by systematically adopting ‘followership’. Another important dimension to
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effective leadership was the need to vote all the time for speed against perfection. An
efficient leader must always give a positive feedback to enthusiasm his people. A leader
did not function in vacuum. He had to carry the people with him always like
subordinates, colleagues, and superior. A leader task also includes selling ideas that
benefit his organization. Effective leadership springs from adopting situational approach.
A leader must be able to look at situations and make a quick SWOT analysis and see
what will bring the results and fine tune his strategies in that extent. Two more things
were called for developing an effective leadership. One was integrity in thought and
action. Second was enthusiasm and energy. The leader enthusiasm was like a magnet
which pulls all the people around leader and helps leader to achieve your organizational
goals.
Parukh S.K (1995) in his research on “The Leadership Conundrum” concluded
that leadership was a function to be performed and not a status to be enjoyed. A superior
function requires a superior expertise, not a superior human being because the world was
comprised of equal men with differential capabilities. He founds that democratic leader
assumes the responsibility of creating for his followers self confidence, empowerment
and freedom. The leader was superior as man, the leader was supposed to have cultivated
a number of human virtues reserved for his class so that followers may emulate his
example, accept his value goals and walk in his footsteps but democratic leadership was
dangerous in the long run because it takes domination underground as it brings
psychological inequality and divides people into more humane and less humane.
According to him the most successful leader was one who leads without the follower
even knowing.
Dionne L (2000) in his research on Level of Negotiating Latitude and Job
Satisfaction found how the relationship between leaders and members affects the
behavior of members (i.e. satisfaction). Fifteen banks were approached to participate in
this study. There were two questionnaire used in this research. The first was the Leader-
Member exchange (multidimensional from Liden & Maslyn, 1998) which concerned
their relationship with their leader, divided into four aspects: Affect, Loyalty,
Contribution and Professional respect. Affect means the mutual affection that members
had for each other e.g. friendship. Loyalty involves faithfulness to the individual that was
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generally consistent from situation to situation. Contribution means perception of the
current level of work-oriented activity each member puts forth toward the mutual goals.
Professional respect involves reputation that each member built within and outside the
organization. And second was in regards to their satisfaction with work by Minnesota
Satisfaction Questionnaire, divided into two aspects: intrinsic e.g. achievement and
extrinsic e.g. working condition. The study showed that the manager, who wants to
influence the satisfaction of the employees, can put more energy into Affect, Loyalty and
Professional respect and less into Contribution because there was a low relationship with
regards to Contribution and General satisfaction. The study concluded that Affect,
Loyalty and Professional respect had positive relationship with Job satisfaction.
Flood P.C, Hannan E, Smith K.G et al. (2000) in his research paper on Chief
executive leadership style, consensus decision making, and top management team
effectiveness concluded that leadership style had both direct and indirect relationships
with consensus decision making and with the reported effectiveness of top management
teams using data from 79 high technology firms in the US and Ireland. It focused on what
effective leaders do rather than the individual traits they possessed and differentiates
between four styles of leadership: Authoritarian, Transactional, Transformational and
Laissez Fair. Authoritarian leaders were characterized by the use of instruction and non-
contingent reprimand. Transactional leaders were those who influence others by
appealing to their self-interest primarily through the exchange of valued rewards for
services or other desired behaviors. They used rewards as their primary source of power.
Transformational leader typically inspired followers to do more than originally expected.
The last one was laissez faire leader as those leaders who avoid decision making and
supervisory responsibility. The study found that transformational leadership was the only
leadership style that was significant and positively related to reported team effectiveness.
Groups working under high transformational leadership reported higher levels of
perceived performance, extra effort, and satisfaction with the leader. The laissez faire
style was significantly negatively related to reported team effectiveness. The study also
concluded that Authoritarian and transformational leadership also predicted consensus
decision making in the top management groups, the former negatively and the latter
positively. Transactional leadership was also negatively and significantly related to
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consensus decision making as people jockey for positions in a transactional group which
may create competition between team members, reducing their willingness to engage in
co-operative behaviors, where each may be more focused on their own individual goals
rather than the group’s goals. Finally, consensus decision making emerged as a
significant predictor of perceived team effectiveness.
Goleman D(2000) in his research on Leadership that gets results found that
leaders uses six styles namely Commanding, Visionary, Affiliative, Democratic,
Pacesetting and Coaching. Each springs from different components of emotional
intelligence. Commanding style used a phrase that “Do what I tell you”. This style had a
negative impact on climate. Visionary style used a phrase “Come with me”. Here the
leader mobilizes people towards vision. This type of leader creates self confidence among
employee and had most strong positive impact on climate. This style was used when
changes require a new vision or when clear direction was needed. Affiliative leader
created harmony and build emotional bonds among employees and used phrase “People
come first”. This style best fit to heal the rifts in a team or to motivate people during
stressful circumstances and had positive impact on climate. Democratic style forges
consensus through participation and used a phrase “What do you think”. This style was
best fit to get input from valuable employees and had positive impact on climate.
Pacesetting style used a phrase “Do as I do, now” and set high standard for performance.
This style was used when leader want quick results from a highly motivated and
competent team. The overall impact of this style was negative. The last one was
Coaching style. This style developed people for the future and used a phrase “Try this”.
This style was used to help employees to improve the performance or develop long team
strengths and had a positive impact on climate of the organization.
Premji A (2000) This was a very short article on Leadership in the new
millennium, highlighted the qualities of good leader. He stated that a leader must
communicate the vision in a way that it generates enthusiasm. He should built strong
foundation on Values. A leader should be aggressive, possessed high energy, emphasis
on quality, innovative and must build star performers and teams. He further stated that
leader should assume responsibility for their mistakes and share credit with their team
members.
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Ramchandran N (2000) of Karur Vysya Bank Limited explained the role of bank
manager in the changing business environment. First was planning which was essential at
both micro and macro levels. Manager’s aim was to achieve greater productivity through
optimum utilization of resources. He should be good organizer, communicator,
coordinator, delegator, motivator, integrator and implementer. He founds that manager
should neither be too authoritarian nor too flexible or too soft. He learns to handle
conflict in a mature way. A manager exists to make things happen. Strive for results.
They talked of all the mores “more charts, more deals, more growth, more satisfaction,
more success”. He must be aware of the fact that today’s worker were having better
education and greater expectations. Hence it was necessary to adapt to appropriate
motivational strategies. He should know how to be good boss. Five things were essential
to be a good boss (PERKS) i.e. Participation, Environment, Recognition, Knowledge and
Skills. He further holds that sensitivity to difference in people and adjusting himself to
match their needs shall be his watch words.
Rout E.L (2000) found that effective leadership was the outcome of collective
efforts (of the leader and the follower) rather than the individual effort (of the leader
alone). He found that the leader cannot be a successful leader without having good
interaction with the followers. The central feature of modern organizations was
interdependence –where no one has complete autonomy, where most employees were
tied to many others by their work, technology, management, systems and hierarchy.
Therefore, the leader had to cooperate through a complex web of dependent relationships.
It was the quantum leadership paradigm which explained that leadership was best
understood in terms of leader and the follower together. It defined the power of
leadership as a connection between leader and the followers who together play a role in
generating the leadership power.
Seshaiah K (2000) that there was a great debate on whether leader were born or
made , whether the skills and qualities of human being were inbred and hereditary
oriented or acquired and developed. Some argued upon the acquisition of qualities and
emphasize the need for imparting knowledge and skills through training for bringing
attitudinal changes among people with specific value orientation. The author talked about
that basically the leader was an individual endowed with different energy manifestations
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like physical, emotional and intellectual and spiritual energies. Thus, Human
performance was a sum of interplay of these energy forces on one hand and interplay of
the forces within each force on the other. That is, within each force, there was both
positive and negative and weak and strong. The strong forces were nullified by the weak
and the weak were compensated by the strong. He also concluded that leaders were born,
made and also discovered. Leadership was hidden in every man. It was to be opened and
uncovered. Hence, what was born was to be discovered. What was discovered was to be
developed. The discovery can be made either by one’s own effort or with any outsider’s
help. For example, Gandhi, Linclon and many others can be cited as examples of
‘development’. Every leader was recognized and remembered for a quality. For example,
Jesus was known for his love. Further a positive leader sometime becomes negative and
vice versa, depending on situational forces. Ashoka was an example of conversion from
negative to positive.
Seshaiah K (2000) states that literature on leadership usually deals with the way
the leader would influence the followers but the leader had to prove his mettle against
several others as well. The most important aspect was “influence”. Because, while a
leader creating the group’s or organizations missions and outlining the strategy for
attaining them, he had to influence different persons in different groups in different ways
and styles. Thus, the excellence of a leader depends upon the capability to deal with
different type of relationships successfully. He found that influence was the relationship
between the influencer and the influenced. The influencer was the leader and the
influenced cover (1) The purpose (2) The followers (3) Competitors, (4) Opponents
(enemies), (5) Superior and (6) Customers (Beneficiaries). The process of influencing
was divided into (a) Positive vs. Negative (b) Horizontal vs. Vertical (c) Direct vs.
Indirect. Positive influencing was based on love, sympathy, sacrifice and benevolence
shared by the leader with the influence. On the other hand, threat, punishment, reprimand
and humiliation can be considered as negative. The Horizontal influence covered the
competitors and the opponents. The Vertical category covered the influencing of
followers who were placed below the leader and the superiors who were placed above the
leader. Direct influencing was influencing the followers and indirect influencing other
leaders including the superior, competitors, opponents or enemies and customers.
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Sinha A.K & Chatterjee Venus (2000) discuss perception of peers and
subordinates were quiet important in gauging the effectiveness of leadership in an
organizational context. Leadership in organization depends on the willingness of
employees or subordinates to follow and the support of the peer group. According to their
observation the leaders contribute on an average no more than 20 percent to the success
of most organizations and thus remaining 80 percent followers and peers were important.
They found that today subordinates want their leader to take them as partner in
journeying towards excellence by sharing information, risks and rewards. They worked
on 180 degree assessment through a structural questionnaire addressed two issues i.e.
Why do some subordinates do not respond positively to a manager’s leadership style and
second one was Why do some of the peers do not collaborate and cooperate with some
manager’s?
Tambe A & Venkat R.K (2000) illustrated in his research “ Leadership in
Decision- making”, that there exist a relationship between the leadership and the decision
making styles of a boss and a subordinate’s perception of the boss’s effectiveness as well
as the subordinate’s own effort levels and satisfaction in the job. He took a sample of 98
managers of a large Indian manufacturing organization. He found that in today’s complex
business environment, where organizations were moving towards decentralization of
decision making, it was essential that every individual’s decision making process be
treated as part of his or her relationship with subordinates. This was needed, as it leaves a
significant impact on their perception of the boss’s competence as a leader and manager.
Teerlink R (2000) concluded in his research that we should create an
environment where everyone took responsibility for the company’s present and its future.
People were an organization’s only sustainable competitive advantage. The leader should
mind the interests of all stakeholders, of course, but he should also be an outspoken
advocate for employees, making sure they were front and center in an organization.
Employees could no longer be privates, taking orders and operating with in strict limits.
Collegial work atmosphere should be created in the organization that allows all
employees to share their information. We should launch a program designed to elicit
ideas, thoughts, concerns, complaints and vision from employees-across all departments
and functions.
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Ardichvili A (2001) in Leadership styles of Russian entrepreneurs and managers
utilized Bass and Avolio's full-range leadership styles model, and tested hypotheses
related to leadership styles of entrepreneurs and managers in Russia. Owners of small
businesses and managers of large companies participated in a survey conducted in late
1999 and early 2000. The study found significant differences in leadership styles between
Russian entrepreneurs and managers, and when compared to earlier findings reported
elsewhere, between Russian entrepreneurs and managers and their counterparts in the
West. Entrepreneurs were more likely than managers to use inspirational and charismatic
leadership behaviors and to motivate by establishing a direct link between performance
and rewards. Managers had higher level of passive, laissez faire leadership behavior than
did entrepreneurs group in their leadership and management styles and that leadership
training and development should be tailored to the needs of each of the two groups. An
implication of western entrepreneurs doing business in Russia was that leadership
behaviors, which they may be used successfully in the US, may not worked in Russia and
thus adjustment need to made.
Dhar U & Mishra P (2001) discussed studies that leadership was not about the
strategy-structure-systems but about purpose-process-people. He opined that major
challenges confronting organizations in recent times were increasing competition,
technological advances and changing worker attitudes. An examination of the evolution
of a retail firm over a sixty-year period led to the realization that a competent chief
executive could successfully reorient the firm by changing strategies and organization
structures. Another study of executive succession corroborated these results with retailing
firms where change of the chief executive accounted for up to 45% of the organizations
performance. Most researchers evaluate leader effectiveness in terms of the consequences
of leader’s actions, their contribution to quality of group processes, group cohesiveness,
increasing cooperation and motivation, stress tolerance, integrity, emotional maturity and
self confidence. Leader effectiveness can be direct and indirect. The findings from the
descriptive case studies revealed that effective leaders used a significant amount of
consultation and delegation to empower subordinates and give them a sense of ownership
for activities and decisions. A sample of 100 executives from middle level leadership
positions was selected from each manufacturing and service organizations situated at
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Indore, Pithampur and Dewas in state of Madhya Pradesh. The stratified random
sampling procedure was applied to select the subjects from 9 manufacturing and 8
services organizations. For data collection a psychometric and consisting of 24 items
measuring leadership effectiveness were administered to collect data from the
respondents on a five point scale. The leadership effectiveness scale was a standardized
tool with reliability and validity of 0.91 and 0.95 respectively. The analysis of data
revealed were 9 factors of leadership effectiveness for manufacturing organizations and 7
for service organizations. Today’s leader must posses an inspirational influence rather
than positional one alone. A leader was able to praise and give rewards to deserving
persons (0.7953). He managed his time and was able to explain responsibilities and
assign work (0.3333). Since the present study was undertaken using a psychometric
instrument to collect data. It was suggested to replicate the study using different methods
and measures.
Dumblekar V (2001) describe in his research “Leadership in Banking Sector”
that today one looks their CEO as ethical, having core competence, quality consciousness
and reliability. He needs to be creative, thoughtful and an activity center. His research
showed that bank managers had clear perception of what their leaders and superior
managers should do and should be. In an industry that deals with volatile funds in an
environment of trust, the Head of the business unit needs to be above reproach. All other
traits were less important, including intelligence and business knowledge. They also had
firm ideas of what factors hinder their performance at work. They did not rank
compensation highly amongst the factors that could encourage better performance. He
found that younger managers demand more training. The older managers want more
delegation and clear accountability. But as CMD, the older manger was hesitant to give
more authority to their personnel to decide their goals, but would eagerly support their
initiatives. This may be a result of long experience in the industry, where mistakes can be
costly and centralized decision making was seen to be safety procedure that would
prevent such mistakes. A leader must be scrupulously honest, as otherwise he would not
be able to hold their respect. He must act as facilitator and help improve co-operation
amongst his people. He also must act as career reward, when equitable; it serves to
remove dissatisfaction that caused poor performance at the workplace, and speed up
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performance, too. The improvement of working conditions would trigger the greatest
performance growth. The author holds that emotional intelligence was a vital factor in
leader effectiveness. The CMD’s managers want him to display strong motivation so that
he can pursue his goals with passion and persistence. This would help him to align his
subordinate towards those goals.
Pernick R (2001) in a research on creating a leadership development program
had concluded that a leader should have a degree of influence over their employees. The
leadership competencies should include Compassion, Willingness to help others,
Truthfulness, Fairness, Repudiation for destructive competition and tolerance for diverse
views but the competency may vary by level-supervisor, manager or executive-and
organizational unit. He also concluded that firm’s only distinctive competence was its
employees. Coordinated effort was needed to convert employee potential into positive
outcomes. Leadership at every level was necessary. High performing organizations were
led by technically, conceptually and interpersonally skilled individuals who had the
ability to empower and guide employee behavior. Leadership was a teachable skill, albeit
difficult and time consuming. So a systematic leadership development program was built
representing a long term investment in the organization’s future and that of employees.
Watson C.M (2001) in his book on Dynamics of Leadership discussed
Leadership: the effective Traits, Perceptions of Power and Authority, Leadership styles,
Manager or Leader, Leadership theory and training and Leadership in Transformation.
He discussed that leadership was not same as management; it was a high order capability.
A leader was the one who had to determine where the business was moving, with broad
internal and external objectives and align the assets and skills of the organization with the
opportunities and risks provided by the environment. A leader was the strategist who
built the organization objectives. Each leader had own distinctive style, whether it can be
democratic, authoritarian or benevolent. One distinguishing aspect of the leader was the
authority. The manager possesses a level of power commensurate with his or her position
and responsibility. The leader power was often derived from the opinion, respect and
esteem as well as from the power to dominate and command. Today’s business leader
faced difficult challenges from technological innovation, social change and increased
competition. In this demanding environment, a company’s leadership talent can give it an
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important competitive edge. Also the organization should have the foresight to train its
next generation of leaders. Therefore this book provides practical knowledge, research
and theory relating to leadership ability and how to develop it.
Goleman D (2002) in his recent book on "The New Leaders" had presented
enough evidence on how moods of people influence their work and productivity and how
leaders in turn through their styles influence the moods of their people. He presented
evidence through a number of studies indicating that when leaders drive emotions
positively it results in resonance and when they draw it negatively it results in
dissonance; when people feel good they work at their best, the more positive the moods
of the top management were more cooperatively they work together and the better were
the results, negative emotions like anger, anxiety, or a sense of futility powerfully disrupt
work, Best leaders found a way to understand and improve the way they handle their own
and other people's emotions.
Schaeffer L.D (2002) stated in his research that leadership was about more than
heavy handed action from the top. Its defining characteristics change according to the
need and vagaries of the individual, the organization, the industry and the world at large.
In other words, leadership was not a state, it’s a journey. There weren’t always sharp
dividing lines between one style of leadership and another-an autocratic leader sometimes
had to be participative and a reformer sometimes needs to act like an autocrat. He founds
that CEO’s jobs can shift dramatically depending on the challenges they faced. He
discussed three styles of management autocrat, participative and reformer style.
Autocracy was the least enjoyable style of management. It had its place, especially in a
turnaround situation. When business needs to change quickly, it’s much more important
to just make a decision and get-people moving than it was to take the time to conduct a
thorough analysis and attempt to influence others to come around to your way of
thinking. He defined an autocratic leader not as someone who bullies others needlessly
but as the managerial equivalent of an emergency room surgeon, forced to do whatever it
takes to save a patient’s life. He explained that being a participative leader wasn’t always
easy because it requires letting go. He had to trust all the people who work for him to
make wise management decision. He also discussed about the reformer style of
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leadership in which the chief executive’s role was to represent the company’s interest on
a broader stage.
Bartlett C. & Ghoshal S (2003) in his article “What is a Global Manager?” state
that if our operations span the globe, then we needs to develop three very different kind
of managers and then unite them in a common purpose. They talked about that there were
three groups of specialists namely business manager, country manager and functional
manager .Business manager whose job was to serve as the strategist for his organization,
the architect of its world wide asset and resource configuration, and the coordinator of
transactions across national borders. Second one was Country manager who plays pivot
role not only in meeting local customers needs but also in satisfying the hosts
government’s requirement and defending their company’s market positions against local
and external competitors and third one was Functional manager who transform piecemeal
information into strategic intelligence and there were the top executives at corporate
headquarters, the leaders who manage the complex interactions between the three- and
can identify and develop the talented executives. It was up to the corporate managers to
promote strong managerial specialists who can translate company strategy into effective
operations around the world.
Bhal K.T, Bharule D & Gautam V (2003) Leadership style of CEOs: A
qualitative Assessment found that leadership style of CEO’s had significantly affected the
overall functioning of the organization. The style was evaluated using the frame work of
Transformational leadership style and Transactional leadership style. Transformational
leadership style was defined as the process whereby an individual engages with others
and creates a connection that raises the level of motivation and morality in both the leader
and the follower whereas transactional leadership style motivates the followers by
appealing to their self interest. These leaders focused on contingent rewards such as pay,
status and the like. These rewards were exchanged for work efforts. His study reported
styles of seven CEOs from the consumer durables sector including automobile sector.
Published interviews of the CEOs and Vision/Mission statements of the companies were
analyzed to rate the leader transactional and/or transformational. This study showed that
5 out off 7 CEOs reflect the use of Transformational style. In general the study revealed
that CEOs showed transformational orientation in their perception of the situation i.e.
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they perceived the situation to be structured and manageable. They were more
transformational in their administrative actions and also the formulation of their vision
statement. This was one possible combination of styles that the CEOs may be using while
dealing with the environment.
Manikutty S (2003) in his research From Manager to a Leader: Bridging a Gulf
or Jumping a Chasm concluded that the attribute needed in a leader were quite different
from those needed in a manager and it was by no means that a person who had been an
effective manager will turn out to be an effective leader as well. He identified five
dimensions for the transition from a manager to a leader: From a manager of ‘facts’ and
‘data’ to a manager of emotions, From a manager of emotions to a generator of emotions,
From a follower of standards to a setter of standards, From a realistic to a dreamer, From
a optimizer to a compromiser. He broadly discussed leadership as taking charge, setting
goals and priorities, establishing a direction to the others in the organization, getting the
people to do what they need to do willingly, effectively, enthusiastically and with a sense
of purpose. He discussed that if the organization had a wrong person as the CEO, there
was a limit to which other leaders at lower levels can define their own directions and
value system of their sub-units.
Shermon G (2003) holds in his research “Leadership Roles” that a role was
defined as an organized set of behaviors belonging to an identifiable office or position.
Every day, leader was faced with different problems, so it was important that they switch
roles according to the situation. To meet the many demands made on them, leadership
assumes multiple roles. He identified 10 roles common to the work of all leaders. These
roles was divided into three groups i.e. relationship, knowledge and decisional. The
knowledge roles linked all leadership work together. The relationship roles ensured that
knowledge was provided. Decisional roles made significant use of the knowledge. The
performance of leadership roles and the requirements of these can be played at different
times by the same leader and to different degrees depending on the level and function of
the corporate system. He also found that leadership work was more an art than a science.
It was more an intuitive process where the leader uses his sixth sense to decide what
approach we should take to handle a particular situation. It was important for the leader to
switch their role according to the situation. A leader must skilled in knowing how to
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analysis and improve the ability of an organization to survive and grow in a complex and
changing world.
Sood S (2003) in his research report on “Leadership Style and their effectiveness:
A study of Women entrepreneurs and Executive in Ludhiana”, aimed to found out the
leadership style of Women entrepreneurs and Executive and their effectiveness. It was
found that most of the women entrepreneurs and executive follow democratic style as
compare to autocratic style. He also founded that according to employees most of the
women leader were effective in the areas like Interpersonal Relations, Ethical, Moral
strength and adequacy of communication but they lack in areas like intellectual
operations, behavioral and emotional stability.
Aldoory, L & Toth E (2004) in his research on Leadership and Gender in Public
Relations: Perceived Effectiveness of Transformational and Transactional Leadership
Styles aimed to find out that which leadership style was perceived as the best and most
appropriate for public relations, How do sex differences in respondents affect perceptions
of leadership style i.e. Male respondents were compared to female respondents in their
opinions about effective leadership style for public relations and the last one was How do
respondents perceive a gendered nature of leadership in public relations i.e. Respondents
were asked to give their opinions as to whether male or female leaders were more
effective for public relations. The result showed that there was strong preference for
transformational leadership style as compare to transactional leadership style. The
difference between transactional and pluralistic leadership style were null. Pluralistic
leadership was characterized by participative decision making, the recognition of other
people, and the placing of value on others’ opinions. Further results showed that there
was no strong difference between male and female respondents and their preference for
leadership style. There were small but significant differences in which women more than
men agreed that effective leaders know that good rapport with employees was the key,
that leadership was about creating personal connections with employees, and that the best
leaders share decision-making power. The Leadership Preference Index scores also
showed significant difference between men and women in which women scored higher
than men. Again the difference was small. The study revealed that women rated
themselves lower in terms of being a leader then men did. Thus this study give public
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relations practitioners some support for choosing transformational leadership as an
appropriate fit for accomplishing public relations goals. However, practitioners also may
envision how different leadership styles work in different situations rather than focus on
one stereotypical type of leadership. Women who were moving up into management
positions may need to seriously consider the complexities of enacting a feminine, a
masculine, or a mixed style of leadership, depending on circumstances.
Babu T.D, Jayabal G & Kaiyamoorthy S (2004) in leadership qualities of
Indian CEO’s discussed that many studies found that the qualities of leadership do differ
significantly between manufacturing and service organizations, private sector and public
sector organsation’s, hierarchies (levels) of management within the organization and
different functional leaders but discussed: what were perceived qualities of leadership on
the part of CEO’s of India? Do their present CEO’s of Indian companies believe and
accept (a) shared or distributed leadership? (b) Willing to create a shared vision? (c)
Willing to develop and empower people? (d) Willing to live values? Will there be
difference in the perceived role of CEO’s of non IT and IT companies? Will there be
difference in the perceived qualities of CEO’s and next to CEO’s levels in the Indian
companies? He took a sample of 31 CEO’s included president of India. The qualities
required by the CEO’s were based on the 14 listed qualities identified by the Anderson
Consulting Group (1999) for the global CEO’s. He found that the first five qualities of
the present CEO’s were (a) Develops and Empowers people (b) Creates shared vision (c)
shares leadership (d) Build team work and participation (e) lives the values. The above
qualities were more or less the same when the perception of CEO’s of IT and non IT
companies compared.
Banne P (2004) in his article “Leading from within” holds that managing other
begins with managing yourself. If you can manage your ego, you were better qualified to
handle others. He founds that a person who cannot get a grip on their ego and emotions,
they usually failed. Every day market told you whether you were smart or stupid. Then
he talked about servant leadership. It was necessary to navigate rather than rule. A leader
needs to evaluate the strength and weaknesses personally and in others and play to their
strengths. It means knowing your own limits and that of other people. Some leaders see
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the people who work at the business as an extended family. A leader tries to be rationale
when he wants to crawl over the table and choke the person.
Bose S.K (2004) focused on ethical issues of modern leaders: A managerial
perspective. He discussed that leadership cannot really be taught. It can only be learned.
The key element of successful business leader was emotional attitude. He suggested that
quality of leadership was most important ingredient in the recipe for business success by
inspiring other people to work together as a team. The ultimate nature and quality of that
leadership comes out of the innate character and personality of the leader himself. He
found that in modern corporate culture it was often noted that the leaders observe the
individual preference rather than corporate preference and create a chain of unethical
dilemmas while we were always advocating for the transparent dealing and to clear
balance sheet for long-term corporate image and growth. It was often observed that such
leaders get and hold success through short cut tactics. But it was sure that they were in
peril of losing their position today or tomorrow. The leaders should be great visionaries
with emotional commitments to the organization and society. The reflection of the
character and personality was always important to a successful business leader. In his
view, “the management was not a collection of boxes with names and titles in the
organization chart of the business but it was living force and the key element of
successful business leader was emotional and the rest was mechanics.”
C. Rajendra Kumar (2004) in Leadership Crises in Indian Business: Brand you
as a Leader that leaders were brand and the look about securing the future of company,
its human resources, products and services by building loyalties using emotional as well
as rational values. Such values matter because; they were exchanged for value in the
market place and affect the perception of company’s human resources, products and
services as well as its ability and its freedom to manage its future. Leaders were the ones
with the vision, who inspire others and cause them to galvanize their efforts and achieve
goals and objectives. Today, countries were branded as leaders in their respective fields
for example Amitabh Bachan, Bill Gates etc. A leader had to perform himself, he had to
motivate his team and he had to make the right moves and decisions and get the team
together. He needed to have some humor and humility as well. He suggested eleven steps
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to become branded leader i.e. Visioners, Candor, Caring, Helping, Empathy, Listening,
Maturity, Motivator, Mentor, Monitor, Innovators etc.
Kellerman B (2004) in his research “Leadership Warts and All” found that
leadership was not a moral concept. Leaders were like the rest of us: trustworthy and
deceitful, cowardly and brave, greedy and generous. To assume that all good leaders were
good people was to be willfully blind to the reality of the human condition, and it
severely limits our scope for becoming more effective at leadership. Worse, it may cause
the leaders among us to kid themselves into thinking that, because they were leaders, they
must be trustworthy, brave and generous and that they were never deceitful, cowardly, or
greedy. Therefore we can achieve greatness as people and as a society when we
recognize and manage our fallings. He also found that some leaders achieve great things
by capitalizing on the dark sides of their soul.
Khandwalla P.N (2004) concluded in his research “Competencies for Senior
Managerial Roles” that manager play multiple roles especially at higher levels in the
organization. Besides discharging specific responsibility allocated to them such as those
relating to marketing, finance or personal management, the managers also play strategic,
leadership and operational roles. Strategic roles relates to policy formulation, setting long
time objectives, articulation of vision of excellence for the organization, contributing to
the organization’s growth and diversification, procuring of strategic resources and
intelligence etc. Operational roles relate to implementation of policies and changes,
setting short term targets, work allocation, operating control system, crisis management
etc. Leadership role includes inspiring subordinates, developing effective relationships,
getting cooperation, fostering teamwork and collaborative effort, effective conflict
resolution etc. He found that the performance of manager depends on how well they play
their multiple roles in turn, how well these roles were played by manager influence the
performance of the organization. A sample of 73 senior levels Indian corporate manager
was taken. He found that there were large numbers of competencies that contribute to the
managerial excellence. The six core competencies associated with excellence,
performance of strategic, operational and leadership roles of senior manager were
Reliability, Planning ability, Team building, Goodwill , Time management and capacity
to mobilize scare resource. The study found that senior level Indian corporate manager
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were less adapted at playing leadership roles that at playing strategic and operational
roles and also they may not be as proficient in interpersonal and leadership related
competencies as compared to tactical or task achievement related competencies.
Prentice W.C.H (2004) concluded in his article that leadership means
accomplishment of a goal through the direction of human assistants. The man who
successfully marshals his human collaborators to achieve particular ends was a leader.
Effective leaders took a personal interest in the long-term development of their
employees, and they used tact and other social skills to encouraged employees to achieve
their best. It wasn’t about being “nice” or “understanding”- it’s about tapping into
individual motivations in the interest of furthering an organization wide goal. A leader
may not possess or display power, force or the threat of harm may never enter into his
dealings. His unique achievement was a human and social one which stems from his
understanding of his fellow workers and the relationship of their individual goals to the
group goal that he must carry out. He said that leader’s job was to provide that
recognition of roles and functions within the group that will permit each member to
satisfy and fulfill some major motive or interest. A leader should deal employees with
tact’s like their growth and satisfaction was a part of his job. If they were right then they
will get all the help from his side plus recognition they deserve.
Rawal S & Saxena A.K (2004) emergence of leadership in unpredictable times:
an approach illustrates that in order to be a successful leader a manager needs to be an
optimal user of resources, implementer of strategic policies and plans and an efficient
executive for smooth running of an industrial enterprise. In present scenario a leader was
not only entitled to lead by direction but various other allied roles were also associated
with him viz. a good motivator, a perfect counselor communicator and career planner. A
leader had to direct his follower in such a way that their concern on interest as well as
organizational goals could be achieved on a long term basis. India had plenty of
exemplary personalities in corporate world like Subrata Roy Sahara. A man who has
proud of himself by building Rs 20,000 crores, empire out of Rs 2,000 only. He was one
of the best examples of participative leaders. He proved the concept that leaders were
born and their styles can be improved by training. He himself quoted, “Emotional
involvement decides the degree of productivity without emotions you can never give or
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achieve 100%. The author also distinguishes between leader and manager. The very first
difference was leader had followers by managers do no. Secondly, managers possess the
authority to by manage but such authority was not enjoyed by leaders. Leaders were
expected to be charismatic people with great vision who can alter follower’s mood
whereas managers were expected to be rational decision makers and problem solves. But
by one way or other both try to attain organizational goals and employee’s personal
needs.
Roddy N (2004) has found that leadership fell into three main categories i.e.
Technical skills, Leadership skills and Management skills. Technical skill was having
knowledge about being proficient in specific type of work or activity. It required
competencies in specialize area, analytical ability and ability to use appropriate tools and
techniques. Leadership skills as the ability to use ones knowledge and competencies to
use one’s knowledge and competencies to accomplish set of goals and objectives.
Leadership skills fell into four categories i.e. Vision, People skills, Political savvy and
Values & Integrity. Management skills involved some hard and soft skills. Hard skills
related to budgeting, problem solving, time management and the ability to develop
business proposals. The softer skills related to administration, diversity, finance and
reporting requirements. He founds that leader at all levels can enhance the program by
participating in coaching and mentoring. Such activities will not only build leadership
capacity for the future but also strengthen organizational loyalty and enhance the transfer
knowledge.
Zaleznik A (2004) concluded that difference between managers and leaders lies
in the conceptions they hold, deep in their psyches, of chaos and order. Managers
embrace process, seek stability and control, and instinctively try to resolve problems
quickly- sometimes before they fully understand a problem’s significance. Leaders, in
contrast, tolerate chaos and lack of structure and were willing to delay closure in order to
understand the issues more fully. In this way, the author argued that business leaders had
much more in common with artists, scientist and other creative thinkers then they did
with managers. Organization needs both managers and leaders to succeed, but developing
both requires a reduced focus on logic and strategic exercise in favor of an environment
where creativity and imagination were permitted to flourish. He found that manager act to
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limit choices; leaders develop fresh approaches to long standing problems and open
issues to new options. To be effective, leaders must project their ideas onto images that
excite people and only then develop choices that give those images substance. Leader’s
works from high risk positions whereas managers prefer to work with people; they avoid
solitary activity because it makes them anxious. Managers relate to people according to
the role they play in a sequence of events or in a decision-making process, while leaders,
who were concerned with ideas, relate in more intuitive and empathetic ways. The
distinction was simply between a manager’s attention to how things get done and a
leader’s to what the events and decisions mean to participants. Managers strive to convert
win-lose into win-win situations. He found that leaders were twice born personality,
people who feel separate from their environment. They may work in organizations but
they never belong to them.
Awamleh R, Evans J, Mahate A (2005) tested the transformational leadership
theory among managers at functional levels in United Arab Emirates (UAE) banks. The
UAE banking sector was chosen due to its importance in the U.A.E. economy and its
significant contribution to the Emirates GDP. This study examined the effects of both
transformational and transactional leadership styles of bank managers on employees'
satisfaction and self-perceived performance. Self-esteem and leadership disposition i.e.
Romance of Leadership of employees were hypothesized to act as moderators. Data was
collected from employees working in national and international banks operating in the
UAE. A multiple regression analysis indicated that transformational leadership style and
self-esteem were related to job satisfaction. On the other hand, transformational
leadership, Romance of Leadership, and self-esteem were all related to self-perceived
performance. Results confirmed that to have higher levels of satisfaction and
performance among bank employees, managers need to demonstrate transformational
leadership attributes.
Buckingham M (2005) in his research emphasized that great managers perform
their magic by discovering, developing and celebrating what’s different about each
person who works for them. He begins with a survey of 80,000 managers conducted by
Gallup organization and continuing during the past two years with in depth studies of few
top performers found that while there were as many styles of management as there were
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managers, there was one quality that sets truly great managers apart from the rest: They
discover what was unique about each person and then capitalize on it. Average managers
played checkers while great mangers played chess. The difference was that in checkers
all the pieces were uniform and move in the same way; they were interchangeable. We
need to plan and coordinate our movements, certainly, but they all move at the same
pace, on parallel paths. In chess, each type of piece moves in a different way and we can’t
play if we didn’t know how each piece moves. More important that we can’t win if we
didn’t think carefully about how we move the pieces. Great managers know and value the
unique abilities and even the eccentricities of their employees, and they learnt how best to
integrate them into a coordinated plan of attack. He also concluded in his research that
there were three things we must know about someone to manage him well: his strengths,
the trigger that activate those strengths and how he learns.
Jui-Chen Chen & Silverthorne C (2005) in his research paper on Leadership
effectiveness, leadership style and employee readiness aims to test the situational
leadership theory of leadership effectiveness and the impact of the degree of match
between leadership style and employee readiness on various measures like employee job
satisfaction, job performance, job stress and turnover intention. Situational leadership
theory said that an effective leader adopts a leadership style according to the ability and
willingness of subordinates for a given task. The results did not support SLT that an
appropriate match between leadership style and subordinate readiness results in higher
levels of employee job satisfaction and performance and lower levels of job stress and
intention to leave but the results partially supported SLT that the higher the leader's
leadership score, the more effective was the leader's influence. The leadership score did
not predict job performance. There was a positive correlation between ability and
willingness, employee job satisfaction, and job performance. Employee willingness was
positively correlated with job satisfaction and job performance and was negatively
correlated with turnover intention.
Manikutty S (2005) in his research Manager as a Trainer, a Coach and a Mentor
concluded that for effective development of managers, the important task of senior
manager was to make sure that training program should be directed and effective. The
development of junior managers assumed a central place in a learning organization. In
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today’s world, only learning organization that will survive, Competitive advantage was
not static-organizations just place themselves in particular strategy postures in an
industry for all the time to come but were ultimately dependent on how they can evolve
and adapt to a new situation and also how innovative they were. This, in turn, depends on
the amount and kind of learning that had taken place continuously and how effectively
these learning did can be applied. Formal training programs should be done by managers
themselves instead of done by academic institution or consultants. He found that
organization also conducted internal programs for development of managers as without
an internal program, external inputs were not likely to have any major impact. He
concluded that leadership was not bringing about change by oneself it was what called
collective genius. Leadership was about creative a context for learning and change and
managers at all levels had to discharge their role as trainers, coaches and mentors by
creating this context.
Kuchinke K.P (2006) The influence of leadership styles on subordinates'
attitudes towards their leaders and towards performance, A comparison of US and
German manufacturing employees in his research focused on investigated the influence
of leadership styles on subordinates' levels of satisfaction with the leader, judgment of the
effectiveness of the leader, and willingness to apply extra work efforts using data from
5,300 manufacturing employees in US and German. This study followed the work of
Bass. According to Bass, transformational leaders motivated subordinates to perform
beyond expectations by developing, intellectually stimulating, and inspiring followers to
transcend their own self-interest for a higher collective purpose, mission, or vision.
Transformational leadership consisted of four factors namely Charisma, Inspirational
Motivation, Intellectual Stimulation, and Individualized Consideration. Charisma refers
to gaining respect, trust, and confidence toward the leader and transmitting a strong sense
of mission and vision of the desired future to followers. Inspirational Motivation means
communicating a vision with confidence and increasing optimism and enthusiasm in the
attainability of the vision. Intellectual Stimulation refers to actively encouraging
followers to question the status quo and current methods and challenging critically one's
own and others' assumptions and beliefs. Lastly Individual consideration focused on
personalized attention to the needs of all individuals, making each person feel valued, and
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treating followers differently, but equitably on a one-on-one basis whereas Transactional
leadership was defined as a negotiation process, by which subordinates exchange efforts
for specific rewards. It consisted of two factors namely Contingent Reward and
Management-by-Exception. Contingent Reward involves positively reinforcing the
achievement of mutually agreed upon goals but Management-by-Exception was
expressed as negatively reinforcing undesirable behavior. The study found that US
employees scored higher on the transformational leadership dimensions of Charisma and
Inspirational Motivation and more transactional oriented culture exist in German. US
employees also showed higher levels of satisfaction with their leaders than did German
employees but there were neither differences in the perception of the leader effectiveness
nor the employees' willingness to apply extra effort. Different results showed when
comparing employees in each country by job category i.e. Managers, Production
employees and engineer’s i.e. Among US employees, managers scored higher in terms of
Charisma and Intellectual Stimulation but lower on Management-by-Exception.
Managers rated higher levels of Individual consideration than both production employees
and engineers. They rated their leaders higher in terms of leader effectiveness and their
own willingness to apply extra effort when needed whereas in German, production
employees and managers scored comparatively high and equal levels of transformational
leadership styles and subsequent satisfaction, leader effectiveness and extra effort. The
employees with the lowest scores in 1eadership.attributes and outcome scores were
engineers who scored lower than both managers and production employees on
charismatic leadership, inspirational motivation, and extra effort. Engineers also ranked
lower on intellectual stimulation, positive reinforcement, and leader effectiveness than
their colleagues in the production areas. Thus the results showed higher levels of
transformational styles among US employees and among higher-ranked employees. A
transformational leadership style was correlated positively with outcome measures in
both countries and at all levels of the organizations, but the strength of the correlations
was lower for German employees.
Ji Li (2006), The interactions between person–organization fit and leadership
styles in Asian firms, an empirical testing found that feminine leadership (or interactive
and team-oriented leader behaviors) had significant effects on person–organization value
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fit as well as on employees trust in their leaders by using data collected from junior and
middle level managers of local Chinese banks and other financial institutions in
Singapore. About 300 managers were contacted and 77 of them participated in this study.
Out of them 51 were females and 26 were males. Feminine leadership behaviors refer to
the verbal and non-verbal behaviors that a leader adopts when interacting with his
subordinates. Interactive style may consists such elements as being a good listener,
showing empathy, sharing information with others, and a ‘soft’ approach in dealing with
people whereas Team-oriented behavior referred to team-building and subordinates
participation in decision making. It also included fostering mutual trust and respect
among organizational members. Interactive behavior encouraged participation, shares
power and information, enhances other people’s self-worth and gets others excited about
their work. It assumed that allowing employees to contribute and to feel powerful and
important was a win-win situation – good for the employees and the organization.
Feminine leadership had a positive and significant effect on employee motivation, trust
and commitment. This research had also found that the effectiveness of feminine
leadership was moderated by employees’ age, gender, company tenure and years of work
experience. In Chinese societies, leaders or managers may change their leader behaviors
to create a better person–organization value fit. This study said that behaviors had
positive effects on person–organization value fit means managers may be able to create
person–organization value fit by adopting these behaviors. And this would help increase
person–organization value fit, employees’ trust in their leaders, improve employee’s
motivation and enhance their commitment to their companies. Secondly the study found
that even among the employees who had below average person–organization value fit,
leader behaviors can make a difference to their motivation, commitment and their trust in
their leader. Suppose their values did not fit their organizations’ values, the employees
working under high interactive style leaders showed significantly higher motivation,
commitment and trust in their leader than did those who worked under low interactive
leader. Employees working under high team-oriented leaders also had significantly
higher motivation, commitment and trust than did those under low team-oriented leaders,
even though they all had below average person–organization value fit. It means that
organizations can effectively manage even those employees who have a low person–
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organization value fit. Rather than throwing out these people or preventing them from
entering the organizations, managers or leaders can change their behaviors to improve
their motivation, commitment and trust.
Kruglanski A.W, Pierro A & Higgins E.T (2007) conducted four studies in
diverse organizational contexts examined preferences and fit between two regulatory
modes, referred to as ‘‘locomotion’’ and ‘‘assessment’’ , and leadership styles practiced
by supervisors over their subordinates. This paper was concerned with strong autocratic
type of leadership style as forceful and the soft democratic type of leadership style as
advisory. “Force” means to press, drive or compel whereas “Advice” means to
recommend, counsel, or consult. The locomotion mode constitutes the aspect of self-
regulation that was concerned with movement from state to state, and the assessment
mode constitutes the aspect of self-regulation that was concerned with making
comparisons. One hundred bank clerks in Rome, 73 firemen in Rome, 141 employees of
Italian branches in German, 179 members of police force in Rome participated in study 1,
study 2, study 3 and study 4. All the three studies showed that individuals high in
locomotion prefer a ‘‘forceful’’ leadership style represented by ‘‘coercive’’,
‘‘legitimate’’, and ‘‘directive’’ kinds of strategic influence, whereas individuals high in
assessment prefer an ‘‘advisory’’ leadership style represented by ‘‘expert’’, ‘‘referent’’,
and ‘‘participative’’ kinds of strategic influence. The authors further found that
subordinates’ job satisfaction would be higher when there was a greater fit between their
regulatory mode orientation and the leadership style of their supervisor.
May-Chiun Lo & Ramayah T (2007) in his research Supervisors’ power and
Turnover intention: The moderating impact of Leader-Member Exchange Strategy stated
that what might actually caused the employees to leave their organization. To find out
this he took a sample of 30 medium and large sized manufacturing firms in Klang valley.
Total 300 questionnaires were distributed. 15 companies agreed to participate in the
study. He found that personal power was found to have a negative relationship with
turnover intention. It means supervisor who use soft strategy, who seek compliance in a
polite or friendly manner by complimenting and sympathizing with the subordinates
would have the ability to retain their workers better. Maintaining good relationship
between supervisor and their subordinates could help to embed employees to stay in the
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organization. He also found that management should encourage and provide sufficient
training program for managers to learn and improve their skills to correctly evaluate their
power appropriate to their power status and social relationship with their subordinates in
order to increase the chances of achieving desired outcomes. Only by building up a
supportive work environment and valuing their employees as important assets, it could
retain workers of high human capital-worth.
Mrudula E (2007) discussed about Transformational Leadership.
Transformational leaders focused on change, progress and transformation-the end results
whereas transactional leaders focused on the means to achieve the results. Therefore,
transformational leadership was the most dynamic, stimulating and justifiable leadership
style which when applied practically will not only increase productivity but will also
generate more employee satisfaction. He told that there were seven principles of
transformational leadership i.e. Motivation, Simplification, Facilitation, Innovation,
Mobilization, Preparation and Determination.
Tekuru S (2007) on Alpha Leader discussed that organization were driven by the
managerial leaders and without them the organization’s survival was at stake. They were
the go-getters for the organization and see that things were done efficiently. So
organization should be careful about the alpha males. They were those leaders who had
the qualities such as self-confidence, being highly opinionated, intelligent and were
action-oriented but they failed to appreciate the ideas and effort of those around. They de
motivate their co-workers and consider themselves as go-getters in the organization. They
were unemotional about the things. They think that being emotional will distract them
form achieving their goals. Alphas were highly disciplined in work as well as in life and
have proven track record of being exceptionally productive in whatever they get into.
Alpha leaders required skilled coaches who can regulate their energies by preserving their
strength and working on their weakness, thereby leading to harmonious team spirit.
Dadhich A, Bhal K.T (2008) in his research paper on “Ethical Leader Behaviour
and Leader-Member Exchange as Predictors of Subordinate Behaviour”, highlighted the
impact of ethical leader behavior and LMX on subordinate outcome which were
distinguished in terms of ethics related and work related outcome. Ethics related outcome
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include behavior related to leaders honesty, willingness to report problems, affective and
cognitive trust, idealized behavior. Work related outcomes include behavior related
leader effectiveness, satisfaction with the leader and employee’s extra effort. This study
set the hypothesis that ethics related outcomes was predicted by ethical leadership
whereas work related outcome was predicted by LMX. The results showed that leader
effectiveness and satisfaction with the leader (feelings for the leader) were influenced not
only by on the job interaction with the leader but also by ethical leader behavior. The
result also showed that affective trust for the leader was predicted both by ethical
leadership as well as by LMX.
Nazatul S.A.R, Fatimah P, Normaziah Che Musa et al. (2008) in his research
on Malaysian Employees’ Preference of their Managers Leadership Style highlighted that
the employees were actually the blood that make the company move and perform in the
business world, as such ability to manage the employees were critical to ensure that they
were alive and able to put 100% efforts towards achieving the organizational goals and
objectives. By collecting data from 107 employees who responded that their managers
should adopt chaimaistic leadership style. Moreover, nowadays most of the employees
were well educated, exposed to the new era of modernization, and not to mention with
the digital age, the knowledge and expectation of the employees were vast. In order, not
to frustrate the employees further, a manager should have charismatic qualities in leading
the subordinates or employees. By having a charismatic leaders or managers the
employees will feel that they were special, accepted or established in the organization,
empowered, able to respect the leader as being extraordinary, and tangible in the
workplace. In short, having these qualities will indirectly motivate the employees to
spend more hours working and keep up contributing to the organization improvement and
achievement.
Oshagbemi T (2008) in his research on The impact of personal and
organizational variables on the leadership styles of managers found that age was directly
related to the consultative, participative and delegative leadership styles of managers by
collecting data from more than 400 managers from UK industries. The older the
manager, the more consultative, participative and delegative leadership processes he or
she engages in, preferring more of collective decisions as compared to younger managers
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who appeared happy to take decisions that may not necessarily get the approval of the
majority of workers i.e. Older leaders can draw on their years of experience to
specifically make decisions with greater degree of confidence which younger managers
do not have.. Older managers were often eager to participate with others to share their
experiences and facilitate the faster or better performance of organizational duties and
tasks. Older managers tend to leave subordinates alone and/or encourage them to make
their own decisions while younger managers tend to make the decisions for their
subordinates. The results also showed that hierarchy was directly related to consultative
and participative leadership style, but not to directive or delegative leadership. The higher
the management level, the less directive leadership takes place. Higher level
organizational leaders tend to give only broad outlines, opinions and suggestions rather
than directives to their lower level managers. Results revealed that consultation and
participation were less the higher one goes on the organizational hierarchy depicting an
ideal situation where consultation and participation were highest lower down the
organizational hierarchy and diminishes upwards.
Amer A.M (2009), in his thesis on “The Bank Managers Leadership Style and Its
Impact on Employee Job Satisfaction in the South of West Bank” concluded that most
common leadership style in the south of west bank was democratic style followed by
autocratic style but the laissez fair style was least common style in these banks.
Satisfaction among bank employees was found to be moderate. Male employees were
more satisfied then female employees. This study also found strong positive relation
between democratic style and employee’s job satisfaction, weak positive relation between
autocratic and Job satisfaction and strong negative relation between laissez fair leadership
style and employee’s satisfaction by collecting data from 390 bank employees from 20
bank branches in the southern part of west.
Mittal R.K, Khera S.N (2009) in his paper on An Analysis of Managerial
Competencies of Bank Branch Managers in India: A Study of Private and Public Sector
Banks said that India had large public and private sector banks and there was a common
perception that public sector banks were inefficient and ineffective while the privately
owned and managed banks provide superior services and were more sustainable. The
underlying assumption was that there was a potential gap in management capacity
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between the sectors. This study aimed to ascertain the skills and competency levels of
bank branch managers in India and to determine whether there were any significant
differences in competency levels between managers in the different sector banks.
Respondents were asked to rate their proficiency with seven key functions that they
perform. These included functional characteristics such as development of public
relations, responsibility of bank's promotion in the local market, development of
collaboration with colleagues and subordinates, ensures timely and accurate information
sharing, uses appropriate communication channels and behavioral characteristics such as
creation of a climate of trust, dealing with conflicts and appreciation of diversity. Ratings
were based on a five point Likert scale ranging from very low skill level to very high skill
level. The results showed that managers in the private sector perceive themselves to be
significantly more competent than their public sector in most of the management facets.
Public sector bank managers required more training and development efforts to perform
their jobs efficiently in the changing banking environment as compare to private sector
banks.
Ardichvili A & Kuchinke K.P (2010) on Leadership styles and cultural values
among managers and subordinates: a comparative study of four countries of the former
Soviet Union, Germany and the US. In this study the author used the full range leadership
framework developed by Bass and Avolio and Hofstede’s model of culture, and
compared leadership styles and cultural values of over 4,000 managerial and non-
managerial employees in ten business organizations in Russia, Georgia, Kazakhstan,
Kyrgyzstan, Germany, and the US. The author used five socio-cultural dimensions,
identifed by Hofstede (1984, 1997) namely PDI, IND, MAS, UAI, LTO. Power Distance
(PDI) was defined as the degree of inequality among the people which a group of people
considers as normal. The second one was individualism (IND) defined as the degree to
which people prefer to act as individuals rather than as members of groups. The third
dimension one was masculinity (MAS), was the degree to which such ‘masculine’ values
as assertiveness, competition, and success are emphasized as opposed to such values as
quality of life, warm personal relationships, and service. Uncertainty avoidance (UAI)
was the degree to which people in a country prefer structured over unstructured
situations. Finally, the last dimension was long-term orientation (LTO), defined as the
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degree to which people’s actions are driven by long-term goals and results, rather than
the short-term results and the need for immediate gratification. Research work also used a
transformational leadership theory formulated by Bass and his colleague Avolio.
Transformational leaders motivated their followers by inspiring them, offering
challenges, and encouraging individual development. It included individualized
consideration (IC), intellectual stimulation (IS), charisma (CHA), and inspirational
motivation (IM) whereas Transactional leadership style involved negotiations between
leaders and their subordinates, and exchange relationships between them and included
contingent reward (CR) behavior and management by exception (ME). These
Transactional and transformational leadership styles were contrasted with laissez-faire
leadership style. About socio-cultural dimensions, the study found that, compared to
Germany and the US, the four former USSR countries differed primarily by much lower
levels of Power Distance, higher levels of Masculinity and much longer planning
horizons. The results on leadership indicated that two dimensions – Contingent Reward
and Inspirational Motivation – produced the highest scores in all four countries of the
former USSR. Two less efficient leadership styles, Laissez-faire and Management by
Exception, had received significantly higher scores in the four former USSR countries,
than in the US and Germany.
Hansen J.R.R & Villadsen A (2010) in his research paper on “Comparing Public
and Private Managers' Leadership Styles: Understanding the Role of Job Context” found
that job context variables i.e. the degree of job complexity, role clarity and job autonomy
vary significantly between private and public sector managers. They argued that
differences in job context explained the use of different leadership styles in the public and
private sector. Job complexity means the number of different issues a manager had to
deal with, and the dilemmas and variety of interests with which the manager must cope
on a daily basis. Role clarity referred how clearly the responsibility and power of a
manager were defined. If role definition was high, a manager will know exactly what
possibilities were available to perform the job and what place was occupied in the formal
organisational hierarchy. Thus it makes easier for the manager to lead. Job autonomy
described the degree to which a manager can plan his or her own work hours, influence
the content of specific tasks, and priorities between tasks during the day. For example a
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manager in government may have little autonomy in choosing the types of tasks or
activities which were undertaken or how decisions were to be reached. A sample of 949
managers in Denmark was taken. Out of which 38% of the respondents were managers in
public organizations, and 62% of the respondents were managers in private organizations.
Thus results showed that public and private managers in Denmark use different
leadership styles. Public managers seek to achieve their task through a participative
focus, while private managers used a more directive and task-oriented leadership style.
Public managers had greater job complexity, Role clarity and job autonomy than private
managers. Hence public managers scored high on all the three job context variables as
compare to private managers.
Hartmann F, Gil D.N & Perego P (2010) in his paper on “The Effects of
Leadership Styles and Use of Performance Measures on Managerial Work-Related
Attitudes” found that the effects of superiors’ performance evaluation behaviors on
subordinates work-related attitudes. There were two dominant dimensions underling
supervisory style construct were leadership style and performance measure use. A
performance measure related to the characteristic of the performance indicators and
matrices (e.g. budget based or other) that supervisors use. A ‘style’ dimension referred to
the manner (e.g. rigid or lenient) in which supervisors used those performance measures.
They developed and test the path model that allows to disentangle the effects of
leadership style (initiating structure and consideration) and performance measure use (
objective and subjective measures) on managerial work related attitudes ( goal clarity and
evaluation fairness ).Objective measure as those measures which express performance in
financial and quantitative non-financial measures associated with formalized targets
whereas subjective performance measures based on supervisors judgment of
performance, using one or more qualitative expression of employees performance such as
work attitude, interpersonal, communicational and motivational skills. Hypothesis was
tested using survey data from 196 middle level managers in 11 organizations. It was
concluded that initiating structure leadership style affected subordinates work related
attitudes through use of objective measures. Consideration leadership behavior instead
only had a direct impact on work related attitudes.
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Rauf A (2010) student of GC University, Faisalabad in his research on Study of
relationship among Leadership Styles, employee performance and job satisfaction
concluded that manager must have effective leadership skills to perform well and inspire
employees to do well. Previous study concluded that transformational and transactional
leadership style was closely related to effective leadership style used in banking sector.
Transactional leadership was based on the exchange process where the leader administers
rewards. In this style desired follower behaviors will be rewarded, while
undesirable behaviors will draw out punishment. The possible rewards
consisted of increase in salary, promotions, and other more benefits to
employee. Punishment can be in the form of pay reduct ion, no promotion, and
terminat ions and leave of job forever whereas transformat ion leadership style
encourage followers by appealing to their upper level needs that was self-actualization
and their ideals that yield higher levels of follower satisfaction, performance, and
organizational commitment in individuals. This study revealed the effect of both
transformational and transactional leadership style of bank managers on the employee
performance and job satisfaction. It was seen that transformational leadership style was
positively related to employee performance as its charismatic style and inspiration
behavior will increased employee productivity and job satisfaction but transactional
leadership style alone will not provide positive result to the organization. It should be
used with transformation leadership style to get effective results.
Shukla T (2010) in his research on “A Comparative Study of Leadership Styles
in Different Organizational Settings” concluded that in any kind of organization, be it
governmental or nongovernmental, it was the situation that determines the particular
leadership style of an organization and the participative management helps to build
conducive environment to work for employees of organization. The research
questionnaire was addressed to the staff members of National University of Educational
Planning and Administration, New Delhi (NUEPA), Indian Institute of Public
Administration, New Delhi (IIPA), Royal Bank of Scotland (RBS) and ODOSOFT of
New Delhi. Eight staff members from each institution were picked up. The result
concluded that NUEPA showed high relationship, low task i.e. participating leadership
style exists as dominant in this organization, whereas high task, high relationship i.e.
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selling leadership style was found as supporting style in the organization. NUEPA was an
academic training organization and mainly deals with academic administration that was
liberal in approach rather than bureaucratic in nature, hence they were more relationship
oriented than task oriented. Whereas in IIPA the dominant style of leadership style was
found to be as low relationship, high task i.e. telling leadership style. IIPA was a
bureaucratic training organization which provides training to the officers that come from
civil services thus they were more rigid and firm in approach. RBS showed high
relationship, high task i.e. selling leadership style was found as dominant one whereas
supporting style come out to be as participating leadership style. Since RBS was a
multinational banking organization and stands very high in world banking, which had to
compete with several other banking organizations, so high productivity was the main
target of such kind of organizations. ODOSOFT was low on relationship as well as task
i.e. delegating style of leadership was found as dominating. Since software company may
not be dealing directly with the public so the organization was not inclined towards the
relationship. All decisions were made exclusively by the CEO by sitting in the office and
employees were not consulted in the decisions, so they were alienated from their work.
Hence it was concluded that it was the situation of the working environment only, which
determined the particular styles of leadership. As all the four different organizations
revealed different styles of leadership, those exhibited different organizational cultures. A
particular working condition of an organization makes the particular style of leadership.
Yukongdi V (2010) in his research paper on a study of Thai employees preferred
leadership style discussed leadership style preferred among employees in Thai
organizations by collected data from employees in manufacturing firms. The study
revealed that the most preferred style of leader for employees was the consultative
manager, followed by participative, paternalistic, while the least preferred style was
autocratic style. However, the largest proportion of employees perceived their leader to
be consultative, followed by paternalistic, autocratic and participative. Also, the
employees who perceived their leader to be more democratic also reported a higher level
of influence in decision-making, greater satisfaction with participation and job
satisfaction.
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Alkahtani A.H, Jarad I A, Mohamed Sulaiman (2011) aims to found out the
relationship between the personality of the Malaysian managers based on the big five
personality traits as well as the impact of the leadership style they used on their
capabilities of bringing about change by using data from 105 managers. It was concluded
from this study that Malaysian leaders tend to enjoy personalities that were conscious and
open to experience. These managers used consultative leadership style more. Also
managers used autocratic, democratic and some of them used laissez-fair, but they scored
higher in consultative leadership style. It was also showed that Extroversion personality
trait as well as involvement leadership style were positively related with Leading Change.
Both Openness to Experience and Emotional Stability were significantly and positively
correlated with Consultative Leadership Style that the managers used. Involvement
Leadership Style was found to be significantly and positively correlated with Leading
Change. Hence, this study showed a positively significant correlation between personality
of managers, their leadership styles and their leading change capabilities.
Binwal J.C (2011) expressed in his paper that an organization had to maintain
balance between technology, management and leadership. Leadership was very crucial
for an effective management. The author described five fundamental elements of
leadership i.e. vision, mission, values, environment and behavior. Firstly, a leader had to
find out if these key elements already exist in the organization. If yes, he had to evaluate
their potential to the prevailing situation of the organization. Were they powerful enough
to meet the challenges of the future? In case these elements were missing or need
modifications or revisions, he/she had to create them. Then he explained various theories
of leadership , leadership styles and leadership skills in six broad categories i.e.
formulation of vision, mission and value statements, communication skills, team building
skills, initiative and innovative spirit, motivation and feedback skill and positive attitude.
To conclude, it needs to be reiterated that leadership was crucial to the effectiveness of
organization. Leadership skills can be learned through training and experience. Leaders
were made, not born.
Burewala F.K (2011) in his article on Impact of Leadership Styles on Employee
Motivation in the Banking sector revealed the relationship between leadership style and
employees motivation in the Banking sector of Pakistan. He discussed how organization
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performance was affected by the relationship of leaders (management) and employees.
Effective utilization of human resource cannot be possible without motivating the
employees of the organization. To motivate the employees, leadership styles played an
important role. There were two type of leadership style Democratic and Autocratic. In
democratic style, employees were encouraged and allowed to participate in decision
making. Employees will be more motivated if higher level of needs, such as esteem needs
and self-actualization were satisfied within the organization. In this type of leadership
employees were more satisfied and it had a positive impact on the employee behavior but
leadership style effectiveness would be determined by the type of task and workforce
itself, so democratic style may or may not always be the best. On the other hand
autocratic leadership style believed in top to bottom approach. This approach was based
on theory X where leader retained the maximum amount of power. A leader must have
the ability to adjust the group action accordingly. All decisions were taken by the leader
and no consultation take place with the employees. Therefore Leadership style played a
significant role in the organization. Hence this study concluded that Employee motivation
was a key of success to every organization. To convert an organization as high
performing workplace, organizations should developed strong employee motivation and
employee motivation can be developed through different means. This article also
discussed Transformational and Transactional Leadership Style.
Chauhan A & Negi A (2011) in his paper on Grooming Global Leaders aimed
to found out the qualities of global leader and rank them in order of their importance. The
data was collected by directly interviewing the directors of management colleges who
had academic as well as corporate experience. A global leader was one who leads his
team to success and was a leader in every circumstance. These were the people who can
develop skills within themselves as well as within their team. They can set goals and tune
to 100%. The author concluded that to make an individual to be global leader , he should
have these qualities like Global mindset, Vision, Communication, Foresightedness,
Cultural sensitivity, Diversity Management, Adaptability and innovation, Profitability
and productivity management, Excellence and versatility, Continuity, Flexibility, Self-
assurance and conviction, Entrepreneurship, Work-life balance, Good and fair decision
maker, Human values, Tolerance and Patience, Optimism, Motivator, Emotional
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intelligence. The study further revealed that 86% of the respondent thought to have
Global mindset as a prime quality in an individual. 84% thought visionary and having
foresightedness was the key for being globally fit and accepted. 79% was in favour of
excellence and versatility.77.80% respondents said cultural sensitivity was must. 74 % in
favour of Flexibility and 73.66% people said diversity management skills were very
important in a manager who has to lead global team. 69% respondents said that leader
must be adaptable and innovative and 57.23% of them thought they should be efficient
enough in profitability and productivity management.
Kamble R.R (2011) discussed various skills required by the Manger to perform
various complex tasks or implement various policies in global environment. In the era of
Globalization, it's become difficult to handle lot of expectation from, customers,
employees and external factors. So to handle these issues., Manager should enhance his
Managerial skills i.e. Technical skills means ability to use various methods, techniques
and equipment to achieve organizational objectives, Interpersonal skills means ability to
know his employee and should learn how to motivate and seek cooperation from them,
Conceptual skill means ability to understand the complexities of the overall organization,
his ability to think in abstract, analyze work situation and his creature & innovative
ability to access the environment, Analytical and Decision Making means ability to solve
the problems logically, objectively and scientifically and use modern techniques to arrive
at right and optimal solution., Human Skills ability to work with others, Communication
skills and Time Management skills means effective utilization of time for organization
effectiveness.
Linda A. Hill & Kent Lineback (2011) in his book on Being the Boss: The
Three Imperatives for Becoming a Great Leader stated that managing and leading were
the two sides of being the boss. It explained that being the boss, there were three
challenges that a good boss/leader faces i.e. Manage themselves, Manage their Networks
and Manage their Teams. In short, being a good boss was about much more than wielding
authority. Managing themselves means start considering yourself as an instrument to get
the things done and use it appropriately, so that your imprint matches your impact.
Second one was Manage his Network which means that leader must understand the
reality of his organization, weave his own web of influence and never forget his boss and
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the last one was Manage his Team means how he thinks about managing the performance
of individuals, preparing for the future and be clear about how his team works.
Prabha N (2011) in his research paper on “A Study on Leadership Style and their
Impact in Public Sector-Tamil Nadu” revealed the impact of leadership style in public
sector, which style was used by the leader whether it may be Authoritarian Style or
Participative Style or Delegative Style and also to found that how highly the executives
were concerned either with the people or task. From among 300 leaders, 210 leaders
showed high concern to the autocratic leadership style i.e. leader gives instructions
regarding the task or tasks to be accomplished and how they should be accomplished
means more tasks oriented. 144 and 150 were utilizing shared leadership style at high
and medium, which showed that leader concentrate both on task and people. 78 executive
had high Laissez faire means they allow people to make their own decision regarding the
task to be accomplished. This study further concluded that age and gender doesn’t have
any influence over the leadership style of managers/executives but education of the
executives having weight over their style. Managers of the public sector used autocratic
leadership style more than other two i.e. democratic and Laissez-Faire Leadership.
Therefore these executives in Tamil Nadu were more on task oriented. The foremost
conclusion of this research was that leaders and their style were meant for individual
concern it had been not forced by anyone to used only authoritarian or participative but
everything was depends on person an situation.
Reddy A (2011) states that leadership was a continuous journey – a journey of
moving from one place to another place, one level to another level. Every leader needs
followers - followers who were committed, dedicated and willing. Even when the leader
returns to the same point, there was a different level of maturity, understanding and
thinking. His research identify the impact of transformational and transactional leadership
styles on employee job performance and job satisfaction through focusing on
management styles in three different banks by collecting opinions of the bank employees.
A Multifactor Leadership questionnaire (MLQ) questionnaire was designed for the
survey. Survey was done on three banks in Al Ain, UAE which included 54 participants.
Since transactional leadership was mainly related to rewards and punishments.
Dependence only on this theory will cause damage to the bank’s reputation in future.
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Thus the results indicated that though transactional method of leadership still persists in
minor form but overall the management should take into consideration transformational
leadership. There was no doubt that being able to inspire people, stimulate them to think
differently and pay attention to their needs were great ways for a leader to behave. It was
emphasized that if a leader has good content and integrity and can present a case for
change with enough enthusiasm to inspire people there can be better communication.
Being inspirational was most useful in situations where there was no evidence or the facts
were unclear. This was especially true with clashes of values or standards of behavior.
Thus the transformational leadership observed in the survey improved employee
commitment, increase in trust in leadership and stronger connection with the vision of the
banks.
Sharma A (2011) this was a very short article that highlighted the fourteen
managerial competencies that a manager or a leader must have in order to perform the job
efficiently and effectively i.e. Analytical skills, Communication skills, Creativity,
Decision-making, Ability to delegate, Flexibility, Initiative, Interpersonal skills, Job
knowledge, Leadership, Managerial skills, Ability to motivate, Ability to plan and team
management. Job knowledge, Managerial skills, was found to be the most important
skills. Other important skills were communication skill, inter-personal skill and team
management.
Vlachoutsicos C.A (2011) “Managing Yourself: How to Cultivate Engaged
Employees”, this was a very short article discussed that success of leader depend on
capabilities of their subordinate. To be successful a leader must see themselves as
catalysts for solving problem rather than as problem solver per se. He should listen his
employees seriously as people tune to his body language, where he looks , what he do
with his hands i.e. managing such signals was important. A leader should view every
interaction with subordinates, not just formal one-on-one meetings, as a chance to tap
their expertise and encourage them to express what they really think. He should not insist
that decision must be made. If he cannot get agreement on a decision, don’t rush to
impose. In this way the leader will not loose the employee’s goodwill.
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Wood B (2011) in his short essay on ethical leadership explains that Firstly, good
leader must align its one’s own behavior with ethical values. That was they have to
practice what they preach. Secondly He must consider the language that was tolerated by
people in discussion means leader must align with what he say with what he do. The third
mechanism was the culture that the leader creates.
Akhtar S (2012) aimed to study the relationship of manager’s leadership style
with age, gender and Socio-economic status in the banking sector. This research focused
on three types of leadership namely Transformational Leadership, Transactional
Leadership and Charismatic Leadership (having extraordinary talents). The data was
collected from bank managers. The results showed that male managers tend to adopt a
transactional leadership style more often than female managers. Also, it was observed
that female managers tend to be transformational leaders and the number of male
managers preferring charismatic leadership style was higher than female ones. Managers
working in an environment with low socio-economic status tend to adopt transactional
style whereas mangers having transformation leadership style were observed to work in
environments with high socio-economic status. Moreover managers adopted charismatic
leadership features more in high socio-economic environments then low ones. Based on
age, Managers having an experience over 25 years tend to more transactional in their
style than others. However, the more years a manager works, the less he prefers or
performs transformational leadership features. Also, managers perform charismatic leader
behaviors less as they had longer term of service in their profession.
Chaudhry A.Q , Javed H (2012) conducted their research in banking sector of
Pakistan based on Transactional and Laissez fair leadership style and their impact on
employee motivation to identify that which leadership style was good for the employee to
increase their motivational level. The data was collected from 278 respondents out of
which 217 were male and 61 were female. This study found out that employees were
more motivated in banks having transactional leadership style but in transactional
leadership style, banks want to improve management by exception trait and try to be
moderate in other traits of transactional leadership aspects. Motivation level was high in
respect of transactional method of leadership but the motivational level in respect of
Laissez Faire was low because of not interference of management. Laissez Faire also had
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positive relation but due to insignificance relation it indicated that Laissez Faire style was
not an important style that boosted the motivation level of employees as compare to other
leadership styles. So it was important for banking sector to focus and adopt that method
which was beneficial and healthy for their workers.
de Poel F.M, Stoker J.I & van der Zee K.I (2012) Climate control? The
relationship between leadership, climate for change, and work outcomes illustrated that
previous studies showed Transformational leadership was the most effective leadership
style from which temporary work agencies may benefit. Temporary work agencies were
those agencies that had a commitment to both the temporary workers and the
organizations that employed the temporary workers through the agency. Transformational
leaders were able to promote change and growth by expressing a clear vision of future
goals. They were able to commit their employees to their vision but transformational
leaders may leave little room for employees to have their own ideas, to reflect upon and
criticize their ways of working. Therefore this research presented a theoretical framework
that introduced participative leadership as an additional appropriate leadership style.
Participative leadership was defined as the degree to which a leader shares the influence
on decision making with his followers in a workgroup. Participative leaders involved
their employees in change processes within the organization and stimulate them to
actively participate in making decisions. The authors predicted that transformational
leadership and participative leadership conjointly impact work outcomes via a climate for
change. Data from 258 employees working for a large Dutch employment agency support
these hypotheses. Results showed that both were independently related to work
outcomes. Participative leadership was related to climate for change but the results did
not show any relationship between transformational leadership and a climate for change.
Therefore, the present study showed that, in addition to transformational leadership,
participative leadership was also important, when it comes to effective leadership in the
dynamic and changing context of temporary work agencies. In addition, the present study
provided evidence that participative leadership stimulates positive work outcomes by
encouraging a climate in the work environment of temporary work agencies where
employees were oriented towards the ongoing changes.
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Khan M.J, Aslam N, Riaz M.N (2012) in his research on Leadership Styles as
Predictors of Innovative Work Behavior focused on the role of transformational,
transactional, and laissez-faire leadership styles in predicting innovative work behavior
among bank managers by collecting data from 100 bank managers including 78 male
respondent and 22 female respondent. Result showed that both transformational and
transactional leadership style positively predicted innovative work behavior whereas
laissez-faire leadership style negatively predicted it. Also women bank managers scored
high on transformational leadership style and men bank managers scored high on
transactional and laissez fair leadership style. Managers of public sector banks used
transformational leadership style and private bank managers used transactional leadership
style. Further innovative work behavior was high in private banking sector as compared
to public banking sector.
Rehman S.U, Muhammad Mansoor , Rafi ullah bilal (2012) conducted a
study in private banking sector of Pakistan on “The Impact of Leadership Styles on Job
Satisfaction at Work Place”. In banking sector, manager was very important person
which individually control the entire branch as boss. So each employee directly and
indirectly answered to the manager. A manager was also performing a role of leader at
bank branch. So he should take a best style of leader which satisfied him and his all
employees who were working under him. Manager leadership style was methods which
give best working of employee were work place. If employees were satisfied with
manager than they enjoyed their work and more committed with their work. So behavior
of leader influenced his employees. Therefore this study aims to found out that which
type of leadership style gave more satisfaction to the employees at work place. Mostly
mangers had two type of behavioral leadership style at work place. Either they had
consideration or initiating structure. Data was collected from 320 private bank employees
because private banks considered their employees as most valuable assets and try to
satisfy them by many means of incentives. From this study, it was concluded that bank
manager should follow consideration style at work place because with the help of this
style they can make their employees more productive.
Zineldin M & Hytter A (2012) expressed in his paper on Leaders' negative
emotions and leadership styles influencing subordinates' well-being that today’s in
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organization life emotions plays an important role. However emotional issues specially
negative emotions traditionally been ignored in organizational life. Therefore this study
aimed to investigate the relationship between leadership styles i.e. Transformational,
Transactional, laissez-faire and leaders’ negative emotions such as jealousy , envy
perceived by the subordinates as well as the influence of leadership styles on the
subordinates’ overall psychological health and well-being. Subordinate well being
suggested a focus on the job related dimensions of well being taking in mind that there
was strong indication for job satisfaction and life satisfaction being significantly and
reciprocally related. The result challenges some of the earlier findings, suggesting that
there was a need for a better understanding of how contextual factors might intervene in
the relation between leaders’ negative emotions, leadership styles, and subordinates’
well-being.