Rajeev Kumar

(Submitted to)
CAREER POINT (0979), MATHURA

(Authorized Learnin Center o! "i##i$ Mani%a& Uni'er(it))
A STUDY ON LEADER SHIP STYLES OF THE
TEAMS IN NAYOR SOFT

"U*MITTE+ *,-
RAJEEV KUMAR
ROLL NO: 511237237
"E""ION- .0/.0.0/1

A %ro2e3t re%ort (u4$itted in %artia& !u&!i&&$ent o! the re5uire$ent(
!or the deree o! Ma(ter o! *u(ine(( Ad$ini(tration (HRM) o!
"i##i$ Mani%a& Uni'er(it), IN+IA
"i##i$0Mani%a& Uni'er(it)
+i(tan3e Edu3ation 6in
")ndi3ate hou(e Mani%a& 7 879 /01
1

Ackno!ed"ement
I take this opportunity to express my views and opinion about the use of
Internet in India & USA, which is not done without the help of Internet and
my Friends Support So I am very !lad to find this support in my favor
throu!h this I do this pro"ect I am very thankful to all people who are with
me to make me boost
I would like to take the pleasure of this opportunity to express my heartfelt
!ratitude to my Institute #A$%%$ &'I(), *A)+U$A who took personal
interest and !ave valuable su!!estions throu!h out my field work and
completion of the pro"ect
I thank all my faculty members of *,A department for their valuable
su!!estions throu!hout my course
)he importance of the moral support and !ood wishes of my parents and
friends is external and I am very much indebted to them
Also, I would like to extend my !ratitude to my institute- #AREER
POINT$ M%t&u'%
RA:EE; <UMAR
8//.=7.=7
2
Student Dec!%'%tion
I here by declare that the project report entitled
TEAMS IN NAYOR SOFT
submitted in partial fulfillment of the requirements
for the degree of Masters of business
Administration to i!!im Manipal "ni#ersity$
India$ is my original %or! and not submitted for the
a%ard of any other degree$ diploma$ fello%ship$ or
any other similar title or pri&es'
(lace) Mathura $A.%%/ 0U*A$
*ate) 8//.=7.=7
+
E(%mine')* #e'ti+ic%tion
)he pro"ect report of 1$A.%%/ 0U*A$ 1
TEAMS IN NAYOR SOFT
is approved and is acceptable in 2uality and form.
Internal Examiner External Examiner
Name. Name.
QUALIFICATION QUALIFICATION
,
Uni,e'*it- Stud- #ent'e #e'ti+ic%te
-his is to certify that the project report entitled
TEAMS IN NAYOR SOFT
ubmitted in partial fulfillment of the requirements for the
degree of Masters of .usiness Administration of i!!im
Manipal "ni#ersity that no part of this report has been
submitted for the a%ard of any other degree$ *iploma$
/ello%ship or other similar titles or pri&es and that the %or!
has not been published in any journal or Maga&ine'
$A.%%/ 0U*A$
511237237
0

(R1/A21
This Project report has been prepared as per the requirement of
my Masters of Business Administration Degree. This will also
give the proper nowledge of
TEAMS IN NAYOR SOFT
! have wored my best to eep the presentation of this Project
report simple and understandable. My aim is to mae clear all
related points of the study.
"hile presenting the project report ! am very optimistic about its
relevance to the organi#ation.
RA.EE/ 0UMAR
8//.=7.=7
3

TA*LE O> CONTENT"
CONTENT"
CHAPTER0/
1' IN-RO*"2-ION
2' O.412-I51 O/ -61 -"*7
+' N11* O/ -61 -"*7
+' M1-6O*OLO87
,' LIMI-A-ION O/ -61 -"*7
CHAPTER0.
0' L1A*1R 6I( -7L1 LI-1RA-"R1 R15I19
CHAPTER0=
3' 2OM(AN7 (RO/IL1
CHAPTER01
:' (RA2-I2AL ANAL7I O/ L1A*1R 6I( 7L1
O/ -61 -1AM
CHAPTER08
;' /IN*IN8 O/ -61 -"*7
<' 2ON2L"ION
1=' ,I,I3I'4$A&+5

>"1-IONAIR1
:

;
INTRO+UCTION
-eam%or! is essential for competing in today?s global arena$ %here indi#idual perfection is not
as desirable as a high le#el of collecti#e performance' In !no%ledge based enterprises$ teams
are the norm rather than the e@ception' -eam leadership plays a critical role in fostering
commitment$ accountability$ and team success' -he -eam leader must ensure that the right mi@
and le#el of s!ills are resident on the team' -hey are also responsible for effecti#ely managing
relationships outside the team$ o#ercoming obstacles to success$ and creating leadership
opportunities for others'

8ood leaders are made not born' If you ha#e the desire and %illpo%er$ you can become an
effecti#e leader' 8ood leaders de#elop through a ne#er ending process of selfAstudy$ education$
training$ and e@perience'
-o inspire your %or!ers into higher le#els of team%or!$ there are certain things you must be$
!no%$ and$ do' -hese do not come naturally$ but are acquired through continual %or! and
study' 8ood leaders are continually %or!ing and studying to impro#e their leadership s!illsB
they are NO- resting on their laurels'
.efore %e get started$ lets define leadership' Leadership is a process by %hich a person
influences others to accomplish an objecti#e and directs the organi&ation in a %ay that ma!es it
more cohesi#e and coherent' Leaders carry out this process by applying their leadership
attributes$ such as beliefs$ #alues$ ethics$ character$ !no%ledge$ and s!ills' Although your
position as a manager$ super#isor$ lead$ etc' gi#es you the authority to accomplish certain tas!s
and objecti#es in the organi&ation$ this po%e r does not ma!e you a leader'''it simply ma!es
you the bos s ' Leadership differs in that it ma!es the follo%ers %a nt to achie#e high goals$
rather than simply bos s i ng pe opl e a r ound
<
All teams must shape their o%n common purpose$ goals and approach' 9hile a leader must be
a %or!ing member of the team %ho contributes$ she also stands apart from the team by #irtue
of her position as leader' A team e@pects their leader to use that perspecti#e and distance to
help them clarify and commit to their mission$ goals$ and approach' *o not be afraid to get
your hands dirty Clead by e@ampleD$ but al%ays remember %hat you are paid to do Cget the job
done and gro% your employeesD' -he term EstylesE has become more prominent in popular
culture o#er the last decades$ but its origins lie in psychological research on learning and
personality' -he original concept of style is that %e all ha#e preferences for the 9A7 %e do
things AA thin!$ relate to others$ interact$ learn' Furt Le%in$ in the 1<+=?s identified three major
styles AA autocratic$ democratic$ and laisse& faire$ %hile Rensis Li!ert defined 1@ploiti#e
RE"EARCH PRO*LEM
It?s essential that %e !eep in mind that any styles approach is just an arbitrary %ay to cut up our
realities and e@perience and 2A-18ORIG1 and LA.1L people' 9hile they may be useful in
increasing selfAa%areness of leadership approaches$ care should be ta!en to reali&e that they
are labels$ and not real things' 9hen leadership styles are used to impro#e understanding and
communication about leadership they ha#e #alue' 9hen used to label people they often can be
destructi#e'
'
1=
O*:ECTI;E" O> THE "TU+,
/? To $ea(ure tea$ $e$4er( %er3e%tion a4out their tea$ &eader
.? To under(tand 6hat #ind o! re&ation(hi% e@i(t( 4et6een tea$ &eader and tea$
$e$4er(
=? To !ind out 6hat #ind o! LEA+ER "HIP "T,LE" are e@i(ted in the tea$( o!
NA,OR "O>T 3o
1? To (ue(t (trateie( to enhan3e tea$ %er!or$an3e ?

11
NEE+ O> THE "TU+,
Leadership style concepts may be #aluable in identifying strengths and %ea!nesses of current
and future leaders$ and leadership style in#entories and assessments are a#ailable' -hey can
also be used to identify %hat !ind of leader is needed for a particular organi&ation at a
particular time and assist in choosing someone %ho has the desired leadership approach'
/inally$ they can be useful in increasing a leader?s selfAa%areness of his or her o%n leadership
preferences and approaches for the purpose of self de#elopment'
"COPE
cope of the current study is limited to NA71RO/-$ located at Adrsha nagar$
6yderabad'
METHO+OLOA,
"AMPLE "TRUCTURE
/or the purpose of this study sample has been collected from employees %or!ing in
NA71RO/-$ total <3 of sample %ere collected among that HHHH of female and HHH no of
males there'
+ATA COLLECTION
/or the purpose of the study data has been collected through t%o sources among that
1' (rimary source
2' econdary source
12
PRIMAR, "OURCE-
/or the primary source data collected through structured questionnaire di#ided into three
categories those are to measure the en#ironmental$ physiological and psychological factors
stress' -otally t%enty t%o questions and %ith four demographic questions
"ECON+AR, "OURCE-
/or the secondary source I collected information from the company %ebsites $ company
broachers$ from journals and articles about the company
TOOL" AN+ TECHNIBUE"
*ata has been analy&ed by using $ cross tabulations '/rom the total <3 members there are <
teams 'for the purpose of finding o#er all leader ship styles I analysed the teams as single
team %ise and I compared the all teams to !no% %hat leader ship styles are follo%ed by the
NA7OR O/-'
LIMITATION"
A major limitation of this study is that$ apart from administering questionnaire management
didnIt allo% me to tal! %ith the %or!ers in person'
>uestionnaires %ere handed o#er to the 6R manager and he administered them among the
%or!ers'
1+

1,
Literature re'ie6

Leadership is the ability of a superior to influence the beha#ior of a subordinate or group and
persuade them to follo% a particular course of action'
Che(ter *ernard
Leader(hi% +e!inition /
Leadership is the art to of influencing and directing people in such a %ay that %ill %in their
obedience$ confidence$ respect and loyal cooperation in achie#ing common objecti#es'
U? "? Air >or3e
Leader(hi% +e!inition .
-he feminine leadership style emphasi&es cooperation o#er competitionB intuition as %ell as
rational thin!ing in problem sol#ing$ team structures %here po%er and influence are shared
%ithin the group ' ' ' interpersonal competenceB and participati#e decision ma!ing'
Leader(hi% +e!inition =
If your actions inspire others to dream more$ learn more$ do more and become more$ you are a
leader'

Leader(hi% "t)&e(
Leadership style is the manner and approach of pro#iding direction$ implementing plans$ and
moti#ating people' -here are normally three styles of leadership C"'' Army 6andboo!$
1<:+D )
o Authoritarian or autocratic
o (articipati#e or democratic
o *elegati#e or /ree Reign
Although good leaders use all three styles$ %ith one of them normally dominate$ bad leaders
tend to stic! %ith one style'
10
Authoritarian CautocraticD
-his style is used %hen the leader tells her employees %hat sheJhe %ants done and ho% sheJhe
%ants it done$ %ithout getting the ad#ice of her follo%ers' ome of the appropriate conditions
to use it is %hen you ha#e all the information to sol#e the problem$ you are short on time$ and
your employees are %ell moti#ated'
ome people tend to thin! of this style as a #ehicle for yelling$ using demeaning language$ and
leading by threats and abusing their po%er' -his is not the authoritarian style'''rather it is an
abusi#e$ unprofessional style called bossing people around' it has no place in a leaders
repertoire'
-he authoritarian style should normally only be used on rare occasions' If you ha#e the time
and %ant to gain more commitment and moti#ation from your employees$ then you should use
the participati#e style'
(articipati#e CdemocraticD
-his type of style in#ol#es the leader including one or more employees in on the decision
ma!ing process Cdetermining %hat to do and ho% to do itD' 6o%e#er$ the leader maintains the
final decision ma!ing authority' "sing this style is not a sign of %ea!ness$ rather it is a sign of
strength that your employees %ill respect'
-his is normally used %hen you ha#e part of the information$ and your employees ha#e other
parts' Note that a leader is not e@pected to !no% e#erything AA this is %hy you employ
!no%ledgeable and s!illful employees' "sing this style is of mutual benefit AA it allo%s them to
become part of the team and allo%s you to ma!e better decisions'
*elegati#e Cfree reignD
In this style$ the leader allo%s the employees to ma!e the decision' 6o%e#er$ the leader is still
responsible for the decisions that are made' -his is used %hen employees are able to analy&e
the situation and determine %hat needs to be done and ho% to do it' 7ou cannot do e#erythingK
7ou must set priorities and delegate certain tas!s'
-his is not a style to use so that you can blame others %hen things go %rong$ rather this is a
style to be used %hen you ha#e the full trust and confidence in the people belo% you' *o not
be afraid to use it$ ho%e#er$ use it %iselyK
/orces
13
A good leader uses all three styles$ depending on %hat forces are in#ol#ed bet%een the
follo%ers$ the leader$ and the situation' ome e@amples include)
o "sing an authoritarian style on a ne% employee %ho is just learning the job' -he leader
is competent and a good coach' -he employee is moti#ated to learn a ne% s!ill' -he situation is
a ne% en#ironment for the employee'
o "sing a participati#e style %ith a team of %or!ers %ho !no% their job' -he leader
!no%s the problem$ but does not ha#e all the information' -he employees !no% their jobs and
%ant to become part of the team'
o "sing a delegati#e style %ith a %or!er %ho !no%s more about the job than you' 7ou
cannot do e#erythingK -he employee needs to ta!e o%nership of her job' Also$ the situation
might call for you to be at other places$ doing other things'
o "sing all three) -elling your employees that a procedure is not %or!ing correctly and a
ne% one must be established CauthoritarianD' As!ing for their ideas and input on creating a ne%
procedure Cparticipati#eD' *elegating tas!s in order to implement the ne% procedure
Cdelegati#eD'
o /orces that influence the style to be used included) tas!'
o Internal conflicts'
o tress le#els -ype of tas!' Is it structured$ unstructured$ complicated$ or simpleL
o La%s or established procedures such as O6A or training plans'
(ositi#e and Negati#e Approaches
-here is a difference in %ays leaders approach their employee' (ositi#e leaders use re%ards$
such as education$ independence$ etc' to moti#ate employees' 9hile negati#e employees
emphasi&e penalties' 9hile the negati#e approach has a place in a leader?s repertoire of tools$ it
must be used carefully due to its high cost on the human spirit'
Negati#e leaders act domineering and superior %ith people' -hey belie#e the only %ay to get
things done is through penalties$ such as loss of job$ days off %ithout pay$ reprimand
employees in front of others$ etc' -hey belie#e their authority is increased by freighting
e#eryone into higher le#er of producti#ity' 7et %hat al%ays happens %hen this approach is
used %rongly is that morale fallsB %hich of course leads to lo%er producti#ity'
Also note that most leaders do not strictly use one or another$ but are some%here on a
continuum ranging from e@tremely positi#e to e@tremely negati#e' (eople %ho continuously
1:
%or! out of the negati#e are bosses %hile those %ho primarily %or! out of the positi#e are
considered real leaders'
U(e o! Con(ideration and "tru3ture
-%o other approaches that leaders use are)
2onsideration Cemployee orientationD A Leaders are concerned about the human needs of their
employees' -hey build team%or!$ help employees %ith their problems$ and pro#ide
psychological support'
tructure Ctas! orientationD A Leaders belie#e that they get results by consistently !eeping
people busy and urging them to produce'
-here is e#idence that leaders %ho are considerate in their leadership style are higher
performers and are more satisfied %ith their job'
Also notice that consideration and structure are independent of each other$ thus they should not
be #ie%ed on opposite ends of a continuum' /or e@ample$ a leader %ho becomes more
considerate$ does not necessarily mean that she has become less structured'
Paterna&i($
(aternalism has at times been equated %ith leadership styles' 7et most definitions of leadership
normally state or imply that one of the actions %ithin leadership is that of influencing'
Leadership is influencing people AA by pro#iding purpose$ direction$ and moti#ation AA %hile
operating to accomplish the mission and impro#ing the organi&ation'E
-he Army further goes on by defining ?influence? as a)
means of getting people to do %hat you %ant them to do' It is the means or method to achie#e
t%o ends) operating and impro#ing' .ut thereMs more to influencing than simply passing along
orders' -he e@ample you set is just as important as the %ords you spea!' And you set an
e@ample AA good or bad AA %ith e#ery action you ta!e and %ord you utter$ on or off duty'
-hrough your %ords and e@ample$ you must communicate purpose$ direction$ and moti#ation'
9hile ?paternalism? is defined as C9ebsterD)
a system under %hich an authority underta!es to supply needs or regulate conduct of those
under its control in matters affecting them as indi#iduals as %ell as in their relationships to
authority and to each other'
1;
o -hus paternalism supplies needs for those under its protection or control$ %hile
leadership gets things done' -he first is directed in%ards$ %hile the' Latter is directed out%ards'
-here are a number of different approaches$ or ?styles? to leadership and management that are
based on different assumptions and theories' -he style that indi#iduals use %ill be based on a
combination of their beliefs$ #alues and preferences$ as %ell as the organi&ational culture and
norms %hich %ill encourage some styles and discourage others'
N 2harismatic Leadership
N (articipati#e Leadership
N ituational Leadership
N -ransactional Leadership
N -ransformational Leadership
N -he >uiet Leader
N er#ant Leadership
Additional research
N -he Managerial 8rid) .la!e and Mouton?s peopleAtas! balance'
N Le%in?s leadership styles) -hree original styles'
N Li!ert?s leadership styles) from autocratic to participati#e'
N i@ 1motional Leadership tyles) from ?Mr' 1motional Intelligence?$ *aniel 8oleman
and friends'
N (ostAhoc Management
Chari($ati3 Leader(hi%
2harismatic Leadership is defined by Ma@ 9eber as Eresting on de#otion to the e@ceptional
sanctity$ heroism or e@emplary character of an indi#idual person$ and of the normati#e patterns
or order re#ealed or ordained by himE' 6e defines 2harisma as Ea certain quality of an
indi#idual personality$ by #irtue of %hich he is set apart from ordinary men and treated as
endo%ed %ith supernatural$ superhuman$ or at least specifically e@ceptional po%ers or
qualities' -hese are such as are not accessible to the ordinary person$ but are regarded as of
di#ine origin or as e@emplary$ and on the basis of them the indi#idual concerned is treated as a
1<
leader C'''D' 6o% the quality in question %ould be ultimately judged from an ethical$ aesthetic$
or other such point of #ie% is naturally indifferent for the purpose of definitionE'

2harismatic people ha#e a remar!able ability to distill comple@ ideas into simple messages CEI
ha#e a dreamEDB they communicate by using symbols$ analogies$ metaphors and stories'
/urthermore they relish ris! and feel empty %ithout it$ they are great optimists$ they are rebels
%ho fight con#ention$ and they may seem idiosyncratic'

2harismatic leaders are pictured as organi&ational heroes or magic leaders %ho ha#e the social
po%er basis to orchestrate turnarounds$ launch ne% enterprises$ inspire organi&ational rene%al$
and obtain e@traordinary performance from organi&ational members' -hese leaders inspire
trust$ faith and belief in themsel#es' Of course none of this is a guarantee that the mission %ill
be correct$ ethical$ or successful'

Origin of the 2harismatic Leadership model' 6istory
8erman ociologist Ma@ 9eber distinguished bac! in the 1<2=?s three ideal types of
leadership$ domination and authority)
1' 2harismatic domination Cfamilial and religiousD$
2' /eudal J -raditional domination Cpatriarchs$ patrimonalism$ feudalismD$ and
+' .ureaucratic J Legal domination Cmodern la% and state$ bureaucracyD'
Robert 6ouse C1<::D used four phrases to define charismatic leadership)
1' *ominant'
2' trong desire to influence others'
+' elfAconfident'
,' trong sense of oneIs o%n moral #alues'
2onger O Fanungo C1<<;D describe fi#e beha#ioral attributes of 2harismatic Leaders)
1' 5ision and articulation'
2' ensiti#ity to the en#ironment'
+' ensiti#ity to member needs'
,' (ersonal ris! ta!ing'
0' (erforming uncon#entional beha#ior'
2=
Most recently charisma is being characteri&ed as theatrical C8ardner O Al#olio$ 1<<;D)
charismatic leadership is an impression management process enacted theatrically in acts of
framing$ scripting$ staging$ and performing' 2ompare also) 1(I2 A*5I1R'

"sage of the 2harismatic Leadership style' Applications
N In difficult times or circumstances$ such as an urgent organi&ational turnaround'
2ompare) 2risis Management'
N Note that according to 9eber$ a charismatic leader does not ha#e to be a positi#e force'
.oth Mahatma 8andhi and Adolf 6itler could be reasonably considered charismatic leaders'
2ompare) er#antALeadership
N ee 2ore 8roups theory for some of the mechanisms behind charismatic leadership'
teps in 2harismatic Leadership approach' (rocess
4ay 2onger C1<;<D proposed the follo%ing fourAstage model of charismatic leadership)
1' 2ontinual assessment of the en#ironment and formulating a #ision'
2' 2ommunication of #ision$ using moti#ational and persuasi#e arguments'
+' .uilding trust and commitment' subordinates must desire and support the goals of the
leader and this is li!ely to be accomplished by more than coercionB rather the leader builds trust
in the leader and the #iability of the goalsB this is li!ely to be done through personal ris! ta!ing$
uncon#entional e@pertise$ and selfAsacrifice'
,' Achie#ing the #ision' "sing Role modeling$ empo%erment$ and uncon#entional tactics'
trengths of 2harismatic Leadership style' .enefits
N Results in relati#ely strong$ unchallenged le#els of obedience'
N "seful in difficult times or circumstances$ such as an urgent organi&ational turnaround'
2ompare) 2risis Management'
N 1ffecti#e' If the charismatic leader?s #ision is right$ this leadership style can be
e@tremely effecti#e'
N Rhetorical ability' 2ompare) /raming'
N 1nergetic$ inner clarity$ #isionary$ uncon#entional$ and e@emplary'
Limitations of 2harismatic Leadership style' *isad#antages
N Results in relati#ely strong$ unchallenged le#els of obedience' -endency of gathering
%ea! EyesAmenE around him' (oor delegation'
21
N (eople possessing these s!ills and attributes are relati#ely rare'
N -endency to narcissism' Loosing reality' Insensiti#e to others' 2ompare) e#en igns
Of 1thical 2ollapse
N Lac! of accountability' /reedom from inner CmoralD conflicts' -he #alues of
charismatic leaders are essential' If such leaders are %ellAintentioned to%ards others$ they can
ele#ate and transform an entire company' .ut if they are selfish or poor$ they can create cults
and effecti#ely rape the minds of the follo%ers'
N "npredictable' (otentially dangerous'
The (ear3h&iht o! attention
It is interesting to %atch a 2harismatic Leader ?%or!ing the room? as they mo#e from person to
person' -hey pay much attention to the person they are tal!ing to at any one moment$ ma!ing
that person feel li!e they are$ for that time$ the most important person in the %orld'
2harismatic Leaders pay a great deal of attention in scanning and reading their en#ironment$
and are good at pic!ing up the moods and concerns of both indi#iduals and larger audiences'
-hey then %ill hone their actions and %ords to suit the situation'
Pu&&in a&& o! the (trin(
Many politicians use a charismatic style$ as they need to gather a large number of follo%ers' If
you %ant to increase your charisma$ studying #ideos of their speeches and the %ay they
interact %ith others is a great source of learning' Religious leaders$ too$ may %ell use charisma$
as do cult leaders'
Leadin the tea$
2harismatic Leaders %ho are building a group$ %hether it is a political party$ a cult or a
business team$ %ill often focus strongly on ma!ing the group #ery clear and distinct$ separating
it from other groups' -hey %ill then build the image of the group$ in particular in the minds of
their follo%ers$ as being far superior to all others'
22
-he 2harismatic Leader %ill typically attach themsel#es firmly to the identify of the group$
such that to join the group is to become one %ith the leader' In doing so$ they create an
unchallengeable position for themsel#es'
A&ternati'e 'ie6(
-he description abo#e is purely based on charisma and ta!es into account #arying moral
positions' Other descriptions tend to assume a more bene#olent approach'
2onger O Fanungo C1<<;D describe fi#e beha#ioral attributes of 2harismatic Leaders that
indicate a more transformational #ie%point)
N 5ision and articulationB
N ensiti#ity to the en#ironmentB
N ensiti#ity to member needsB
N (ersonal ris! ta!ingB
N (erforming uncon#entional beha#iour'
Musser C1<;:D notes that charismatic leaders see! to instil both commitment to ideological
goals and also de#otion to themsel#es' -he e@tent to %hich either of these t%o goals is
dominant depends on the underlying moti#ations and needs of the leader'
+i(3u((ion
-he 2harismatic Leader and the -ransformational Leader can ha#e many similarities$ in that
the -ransformational Leader may %ell be charismatic' -heir main difference is in their basic
focus' 9hereas the -ransformational Leader has a basic focus of transforming the organi&ation
and$ quite possibly$ their follo%ers$ the 2harismatic Leader may not %ant to change anything'
*espite their charm and apparent concern$ the 2harismatic Leader may %ell be some%hat
more concerned %ith themsel#es than anyone else' A typical e@perience %ith them is that
%hilst you are tal!ing %ith them$ it is li!e being bathed in a %arm and pleasant glo%$ in %hich
they are #ery con#incing' 7et after%ards$ as! the sunbeam of their attention is mo#ed
else%here$ you may begin to question %hat they said Cor e#en %hether they said anything of
significance at allD'
-he #alues of the 2harismatic Leader are highly significant' If they are %ellAintentioned
to%ards others$ they can ele#ate and transform an entire company' If they are selfish and
Machia#ellian$ they can create cults and effecti#ely rape the minds Cand potentially the bodiesD
of the follo%ers'
2+
-heir selfAbelief is so high$ they can easily belie#e that they are infallible$ and hence lead their
follo%ers into an abyss$ e#en %hen they ha#e recei#ed adequate %arning from others' -he selfA
belief can also lead them into psychotic narcissism$ %here their selfAabsorption or need for
admiration and %orship can lead to their follo%ers questioning their leadership'
-hey may also be intolerant of challengers and their irreplaceability Cintentional or other%iseD
can mean that there are no successors %hen they lea#e'
Parti3i%ati'e Leader(hi%

A((u$%tion(
In#ol#ement in decisionAma!ing impro#es the understanding of the issues in#ol#ed by those
%ho must carry out the decisions'
(eople are more committed to actions %here they ha#e in#ol#ed in the rele#ant decisionA
ma!ing'
(eople are less competiti#e and more collaborati#e %hen they are %or!ing on joint goals'
9hen people ma!e decisions together$ the social commitment to one another is greater and
thus increases their commitment to the decision'
e#eral people deciding together ma!e better decisions than one person alone'
tyle
A (articipati#e Leader$ rather than ta!ing autocratic decisions$ see!s to in#ol#e other people in
the process$ possibly including subordinates$ peers$ superiors and other sta!eholders' Often$
ho%e#er$ as it is %ithin the managers? %him to gi#e or deny control to his or her subordinates$
most participati#e acti#ity is %ithin the immediate team' -he question of ho% much influence
others are gi#en thus may #ary on the manager?s preferences and beliefs$ and a %hole spectrum
of participation is possible$ as in the table belo%'

*iscussion
-here are many potential benefits of participati#e leadership$ as indicated in the assumptions$
abo#e'
-his approach is also !no%n as consultation$ empo%erment$ joint decisionAma!ing$ democratic
leadership$ Management .y Objecti#e CM.OD and po%erAsharing'
2,
(articipati#e Leadership can be a sham %hen managers as! for opinions and then ignore them'
-his is li!ely to lead to cynicism and feelings of betrayal'
"ituationa& Leader(hi%

A((u$%tion(
-he best action of the leader depends on a range of situational factors'
"t)&e
9hen a decision is needed$ an effecti#e leader does not just fall into a single preferred style$
such as using transactional or transformational methods' In practice$ as they say$ things are not
that simple'
/actors that affect situational decisions include moti#ation and capability of follo%ers' -his$ in
turn$ is affected by factors %ithin the particular situation' -he relationship bet%een follo%ers
and the leader may be another factor that affects leader beha#ior as much as it does follo%er
beha#ior'
-he leaders? perception of the follo%er and the situation %ill affect %hat they do rather than the
truth of the situation' -he leader?s perception of themsel#es and other factors such as stress and
mood %ill also modify the leaders? beha#ior'
7u!l C1<;<D see!s to combine other approaches and identifies si@ #ariables)
N ubordinate effort) the moti#ation and actual effort e@pended'
N ubordinate ability and role clarity) follo%ers !no%ing %hat to do and ho% to do it'
N Organi&ation of the %or!) the structure of the %or! and utili&ation of resources'
N 2ooperation and cohesi#eness) of the group in %or!ing together'
N Resources and support) the a#ailability of tools$ materials$ people$ etc'
N 1@ternal coordination) the need to collaborate %ith other groups'
Leaders here %or! on such factors as e@ternal relationships$ acquisition of resources$ managing
demands on the group and managing the structures and culture of the group'
*iscussion
-annenbaum and chmidt C1<0;D identified three forces that led to the leader?s action) the
forces in the situation$ the forces in then follo%er and also forces in the leader' -his recogni&es
20
that the leader?s style is highly #ariable$ and e#en such distant e#ents as a family argument can
lead to the displacement acti#ity of a more aggressi#e stance in an argument than usual'
Maier C1<3+D noted that leaders not only consider the li!elihood of a follo%er accepting a
suggestion$ but also the o#erall importance of getting things done' -hus in critical situations$ a
leader is more li!ely to be directi#e in style simply because of the implications of failure'
-ransactional Leadership

A((u$%tion(
(eople are moti#ated by re%ard and punishment'
ocial systems %or! best %ith a clear chain of command'
9hen people ha#e agreed to do a job$ a part of the deal is that they cede all authority to their
manager'
-he prime purpose of a subordinate is to do %hat their manager tells them to do'
The tran(a3tiona& &eader "t)&e
-he transactional leader %or!s through creating clear structures %hereby it is clear %hat is
required of their subordinates$ and the re%ards that they get for follo%ing orders' (unishments
are not al%ays mentioned$ but they are also %ellAunderstood and formal systems of discipline
are usually in place'
-he early stage of -ransactional Leadership is in negotiating the contract %hereby the
subordinate is gi#en a salary and other benefits$ and the company Cand by implication the
subordinate?s managerD gets authority o#er the subordinate'
9hen the -ransactional Leader allocates %or! to a subordinate$ they are considered to be fully
responsible for it$ %hether or not they ha#e the resources or capability to carry it out' 9hen
things go %rong$ then the subordinate is considered to be personally at fault$ and is punished
for their failure Cjust as they are re%arded for succeedingD'
-he transactional leader often uses management by e@ception$ %or!ing on the principle that if
something is operating to defined Cand hence e@pectedD performance then it does not need
23
attention' 1@ceptions to e@pectation require praise and re%ard for e@ceeding e@pectation$
%hilst some !ind of correcti#e action is applied for performance belo% e@pectation'
9hereas -ransformational Leadership has more of a ?selling? style$ -ransactional Leadership$
once the contract is in place$ ta!es a ?telling? style'
+i(3u((ion
-ransactional leadership is based in contingency$ in that re%ard or punishment is contingent
upon performance'
*espite much research that highlights its limitations$ -ransactional Leadership is still a popular
approach %ith many managers' Indeed$ in the Leadership #s' Management spectrum$ it is #ery
much to%ards the management end of the scale'
-he main limitation is the assumption of ?rational man?$ a person %ho is largely moti#ated by
money and simple re%ard$ and hence %hose beha#ior is predictable' -he underlying
psychology is .eha#iorism$ including the 2lassical 2onditioning of (a#lo# and !inner?s
Operant 2onditioning' -hese theories are largely based on controlled laboratory e@periments
Coften %ith animalsD and ignore comple@ emotional factors and social #alues'
In practice$ there is sufficient truth in .eha#iorism to sustain -ransactional approaches' -his is
reinforced by the supplyAandAdemand situation of much employment$ coupled %ith the effects
of deeper needs$ as in Maslo%?s 6ierarchy' 9hen the demand for a s!ill outstrips the supply$
then -ransactional Leadership often is insufficient$ and other approaches are more effecti#e'
Tran(!or$ationa& Leader(hi%
A((u$%tion(
(eople %ill follo% a person %ho inspires them'
A person %ith #ision and passion can achie#e great things'
-he %ay to get things done is by injecting enthusiasm and energy'
"t)&e
9or!ing for a -ransformational Leader can be a %onderful and uplifting e@perience' -hey put
passion and energy into e#erything' -hey care about you and %ant you to succeed'
2:
+e'e&o%in the 'i(ion
-ransformational Leadership starts %ith the de#elopment of a #ision$ a #ie% of the future that
%ill e@cite and con#ert potential follo%ers' -his #ision may be de#eloped by the leader$ by the
senior team or may emerge from a broad series of discussions' -he important factor is the
leader buys into it$ hoo!$ line and sin!er'
elling the #ision
-he ne@t step$ %hich in fact ne#er stops$ is to constantly sell the #ision' -his ta!es energy and
commitment$ as fe% people %ill immediately buy into a radical #ision$ and some %ill join the
sho% much more slo%ly than others' -he -ransformational Leader thus ta!es e#ery
opportunity and %ill use %hate#er %or!s to con#ince others to climb on board the band%agon'
In order to create follo%ers$ the -ransformational Leader has to be #ery careful in creating
trust$ and their personal integrity is a critical part of the pac!age that they are selling' In effect$
they are selling themsel#es as %ell as the #ision'
/inding the %ay for%ards
In parallel %ith the selling acti#ity is see!ing the %ay for%ard' ome -ransformational Leaders
!no% the %ay$ and simply %ant others to follo% them' Others do not ha#e a ready strategy$ but
%ill happily lead the e@ploration of possible routes to the promised land'
-he route for%ards may not be ob#ious and may not be plotted in details$ but %ith a clear
#ision$ the direction %ill al%ays be !no%n' -hus finding the %ay for%ard can be an ongoing
process of course correction$ and the -ransformational Leader %ill accept that there %ill be
failures and blind canyons along the %ay' As long as they feel progress is being made$ they
%ill be happy'
Leading the charge
-he final stage is to remain upAfront and central during the action' -ransformational Leaders
are al%ays #isible and %ill stand up to be counted rather than hide behind their troops' -hey
sho% by their attitudes and actions ho% e#eryone else should beha#e' -hey also ma!e
continued efforts to moti#ate and rally their follo%ers$ constantly doing the rounds$ listening$
soothing and enthusing'
It is their uns%er#ing commitment as much as anything else that !eeps people going$
particularly through the dar!er times %hen some may question %hether the #ision can e#er be
achie#ed' If the people do not belie#e that they can succeed$ then their efforts %ill flag' -he
2;
-ransformational Leader see!s to infect and reinfect their follo%ers %ith a high le#el of
commitment to the #ision'
One of the methods the -ransformational Leader uses to sustain moti#ation is in the use of
ceremonies$ rituals and other cultural symbolism' mall changes get big hurrahs$ pumping up
their significance as indicators of real progress'
O#erall$ they balance their attention bet%een action that creates progress and the mental state
of their follo%ers' (erhaps more than other approaches$ they are peopleAoriented and belie#e
that success comes first and last through deep and sustained commitment'
+i(3u((ion
9hilst the -ransformational Leader see!s o#ertly to transform the organi&ation$ there is also a
tacit promise to follo%ers that they also %ill be transformed in some %ay$ perhaps to be more
li!e this ama&ing leader' In some respects$ then$ the follo%ers are the product of the
transformation'
-ransformational Leaders are often charismatic$ but are not as narcissistic as pure 2harismatic
Leaders$ %ho succeed through a belie#e in themsel#es rather than a belie#e in others'
One of the traps of -ransformational Leadership is that passion and confidence can easily be
mista!en for truth and reality' 9hilst it is true that great things ha#e been achie#ed through
enthusiastic leadership$ it is also true that many passionate people ha#e led the charge right
o#er the cliff and into a bottomless chasm' 4ust because someone belie#es they are right$ it
does not mean they are right'
(arado@ically$ the energy that gets people going can also cause them to gi#e up'
-ransformational Leaders often ha#e large amounts of enthusiasm %hich$ if relentlessly
applied$ can %ear out their follo%ers'
-ransformational Leaders also tend to see the big picture$ but not the details$ %here the de#il
often lur!s' If they do not ha#e people to ta!e care of this le#el of information$ then they are
usually doomed to fail'
/inally$ -ransformational Leaders$ by definition$ see! to transform' 9hen the organi&ation
does not need transforming and people are happy as they are$ then such a leader %ill be
2<
frustrated' Li!e %artime leaders$ ho%e#er$ gi#en the right situation they come into their o%n
and can be personally responsible for sa#ing entire companies'
The Buiet Leader

A((u$%tion(
-he actions of a leader spea! louder than his or her %ords'
(eople are moti#ated %hen you gi#e them credit rather than ta!e it yourself'
1go and aggression are neither necessary nor constructi#e'
"t)&e
-he approach of quiet leaders is the antithesis of the classic charismatic Cand often
transformationalD leaders in that they base their success not on ego and force of character but
on their thoughts and actions' Although they are strongly tas!Afocused$ they are neither bullies
nor unnecessarily un!ind and may persuade people through rational argument and a form of
bene#olent -ransactional Leadership'
The CLe'e& 8C &eader
In his boo! 8ood -o 8reat$ 4im 2ollins$ identified fi#e le#els of effecti#eness people can ta!e
in organi&ations' At le#el four is the merely effecti#e leader$ %hilst at le#el fi#e the leader %ho
combines professional %ill %ith personal humility' -he ?professional %ill? indicates ho% they
are far from being timid %ilting flo%ers and %ill march against any ad#ice if they belie#e it is
the right thing to do' In ?personal humility? they put the %ellAbeing of others before their o%n
personal needs$ for e@ample gi#ing others credit after successes but ta!ing personal
responsibility for failures'
-o some e@tent$ the emphasis on the quiet leader is a reaction against the lauding of
charismatic leaders in the press' In particular during the heady days of the dotAcom boom of the
1<<=s$ some #ery #erbal leaders got much co#erage' Mean%hile$ the quiet leaders %ere getting
on %ith the job'
.eing quiet$ of course$ is not the secret of the uni#erse$ and leaders still need to see the %ay
for%ards' -heir job can be harder %hen they are faced %ith people of a more e@ternal
character'
+=
/or people accustomed to an e@tra#erted charismatic style$ a quiet style can be #ery confusing
and they may do%nplay the person$ %hich is usually a mista!e' uccessful quiet leaders often
play the #alues card to persuade others$ sho%ing selfishness and lac! of emotional control as
being un%orthy characteristics' Again there is a trap in this and leadership teams can fall into
patterns of beha#ior %here peace and harmony are pri&ed o#er any form of challenge and
conflict'

"er'ant &eader(hi%
Leading by ser#ing first' 1@planation of er#antALeadership of Robert F' 8reenleaf' C1<:=D
2ontributed by) Iet&e Oostinga MA M8M
9hat is er#antALeadershipL *escription
er#antALeadership is a practical altruistic philosophy %hich supports people %ho choose to
ser#e first$ and then lead as a %ay of e@panding ser#ice to indi#iduals and institutions' er#antA
leaders may or may not hold formal leadership positions' er#antAleadership encourages
collaboration$ trust$ foresight$ listening$ and the ethical use of po%er and empo%erment'
In 1<:=$ A-O- e@ecuti#e Robert F' 8reenleaf C1<=,A1<<=D coined the term in a short essay
entitled) E-he er#ant As LeaderE' In the essay$ 8reenleaf describes some of the characteristics
and acti#ities of ser#antAleaders)
-he ser#antAleader is ser#ant first' It begins %ith the natural feeling that one %ants to ser#e$ to
ser#e first' -hen conscious choice brings one to aspire to lead' 6e or she is sharply different
from the person %ho is leader first$ perhaps because of the need to assuage an unusual po%er
dri#e or to acquire material possessions' /or such it %ill be a later choice to ser#e A after
leadership is established' -he leaderAfirst and the ser#antAfirst are t%o e@treme types' .et%een
them there are shadings and blends that are part of the infinite #ariety of human nature'
-he difference manifests itself in the care ta!en by the ser#antAfirst to ma!e sure that other
people?s highest priority needs are being ser#ed' -he best test$ and difficult to administer$ is) do
those ser#ed gro% as personsB do they$ %hile being ser#ed$ become healthier$ %iser$ freer$ more
+1
autonomous$ more li!ely themsel#es to become ser#antsL And$ %hat is the effect on the least
pri#ileged in societyB %ill they benefit$ or$ at least$ %ill they not be further depri#edL
Origin of er#antALeadership' 6istory
In the 1ast$ 2hana!ya or Fautilya$ a strategic thin!er from ancient India$ %rote in his ,th
century boo! Arthashastra) E-he Fing CleaderD shall consider as good$ not %hat pleases himself
but %hat pleases his subjects Cfollo%ersDE'
In the 9est$ the concept of ser#ant leadership can be traced bac! to 4esus$ %ho taught his
disciples) E7ou !no% that those %ho are regarded as rulers of the 8entiles lord it o#er them$
and their high officials e@ercise authority o#er them' Not so %ith you' Instead$ %hoe#er %ants
to become great among you must be your ser#ant$ and %hoe#er %ants to be first must be sla#e
of all' /or e#en the on of Man did not come to be ser#ed$ but to ser#e$ and to gi#e his life as a
ransom for many'E CMar! 1=),2A,0D

2haracteristics of er#antALeaders' -raits
A ser#antAleader has ten characteristics C8reenleaf$ R' F'$ 2==+D)
1' Listening' -he leader has a deep commitment to listening intently to others' Listening
also encompasses getting in touch %ith one?s o%n inner #oice and see!ing to understand %hat
one?s body$ spirit and mind are communicating' Listening$ coupled %ith regular periods of
reflection$ is essential to the gro%th of the ser#antAleader'
2' 1mpathy' -he ser#antAleader stri#es to understand and empathi&e %ith others' (eople
need to be accepted and recogni&ed for their special and unique spirits'
+' 6ealing' Learning to heal is a po%erful force for transformation and integration' One of
the great strengths of ser#antAleadership is the potential for healing one?s self and others'
,' A%areness' 8eneral a%areness and especially selfAa%areness$ strengthens the ser#antA
leader'
0' (ersuasion' A ser#antAleader relies on persuasion$ rather than using one?s positional
authority'
3' 2onceptuali&ation' er#antAleaders see! to nurture their abilities to ?dream great
dreams?' -he ability to loo! at a problem Cor an organi&ationD from a conceptuali&ing
perspecti#e means that one must thin! beyond dayAtoAday realities'
+2
:' /oresight' -he ability to understand the lessons from the past$ the realities of the
present$ and li!ely consequences of a decision for the future'
;' te%ardship' 6olding something in trust for another'
<' 2ommitment to the gro%th of people' -he ser#antAleader is deeply committed to the
gro%th of each indi#idual %ithin his or her institution'
1=' .uilding community' Among those %ho %or! %ithin a gi#en institution'
trengths of the er#antALeadership philosophy' .enefits
N er#antAleadership is a longAterm$ transformational approach to life and %or! A in
essence$ a %ay of being A that has the potential for creating positi#e change throughout society'
N er#antAleadership is often compared %ith transformational leadership approaches$
%hich also emphasi&e collaboration' 9hile transformational leaders and ser#antAleaders both
sho% concern for their follo%ers$ the o#erriding focus of the ser#antAleaders is on ser#ice to
their follo%ers' -ransformational leaders ha#e a greater concern for getting follo%ers to engage
in and support organi&ational objecti#es' 2ompare) Appreciati#e Inquiry' -he e@tent to %hich
the leader is able to shift the primary focus of this or her leadership from the organi&ation to
the follo%er is the distinguishing factor in determining %hether the leader may be a
transformational or ser#antAleader'
Limitations of the er#antALeadership concept' *isad#antages
N It is not a quic!Afi@ approach' Nor is it something that can be quic!ly instilled %ithin an
institution'
N 2an be percei#ed by some as rather ?soft?' Listening and empathi&ing too much %ith
others may lead to indecisi#eness or a lac! of #ision'
A((u$%tion(
-he leader has responsibility for the follo%ers'
Leaders ha#e a responsibility to%ards society and those %ho are disad#antaged'
(eople %ho %ant to help others best do this by leading them'
"t)&e
-he ser#ant leader ser#es others$ rather than others ser#ing the leader' er#ing others thus
comes by helping them to achie#e and impro#e' -here are t%o criteria of ser#ant leadership)
++
N -he people ser#ed gro% as indi#iduals$ becoming ?healthier$ %iser$ more autonomous
and more li!ely themsel#es to become ser#ants? C8reenleaf$ 1<::D'
N -he e@tent to %hich the leadership benefits those %ho are least ad#antaged in society
Cor at least does not disad#antage themD'
(rinciples of ser#ant leadership defined by the Alliance for er#ant Leadership are)
N -ransformation as a #ehicle for personal and institutional gro%th'
N (ersonal gro%th as a route to better ser#e others'
N 1nabling en#ironments that empo%er and encourage ser#ice'
N er#ice as a fundamental goals'
N -rusting relationships as a basic platform for collaboration and ser#ice'
N 2reating commitment as a %ay to collaborati#e acti#ity'
N 2ommunity building as a %ay to create en#ironments in %hich people can trust each
other and %or! together'
N Nurturing the spirit as a %ay to pro#ide joy and fulfilment in meaningful %or!'
pears C2==2D lists) listening$ empathy$ healing$ a%areness$ persuasion$ conceptuali&ation$
foresight$ ste%ardship$ commitment to gro%th of people$ and building community'
An e@cellent e@ample of a ser#ant leader is 1rnest hac!leton$ the early 2=th century e@plorer
%ho$ after his ship became fro&en in the Antarctic life$ brought e#ery one of his 2: cre% home
ali#e$ including an ;== mile journey in open boats across the %inter Antarctic seas' It too! t%o
years$ but hac!leton?s sense of responsibility to%ards his men ne#er %a#ered'
+i(3u((ion
8reenleaf says that true leadership Eemerges from those %hose primary moti#ation is a deep
desire to help others'E er#ant leadership is a #ery moral position$ putting the %ellAbeing of the
follo%ers before other goals'
It is easy to dismiss ser#ant leadership as soft and easy$ though this is not necessarily so$ as
indi#idual follo%ers may be e@pected to ma!e sacrifices for the good of the %hole$ in the %ay
of the ser#ant leader'
-he focus on the less pri#ileged in society sho%s the ser#ant leader as ser#ing not just their
follo%ers but also the %hole of society'
+,
er#ant leadership is a natural model for %or!ing in the public sector' It requires more careful
interpretation in the pri#ate sector lest the needs of the shareholders and customers and the
rigors of mar!et competition are lost'
A challenge to ser#ant leadership is in the assumption of the leader that the follo%ers %ant to
change' -here is also the question of %hat ?better? is and %ho decides this'
er#ant leadership aligns closely %ith religious morals and has been adopted by se#eral
2hristian organi&ations'

Dhat i( the Leader(hi% Continuu$E +e(3ri%tion
According to the Leadership 2ontinuum model of R' -annebaum and 9'6' chmidt C1<:+D an
autocratic leader %ill li!ely ma!e his o%n decisions' 6e %ill not delegate to his subordinates'
9hereas a more democratic leader Claisse&Afaire managerD gi#es subordinates a greater degree
of delegation in decisionAma!ing'

In 1<+;$ Le%in and Lippitt proposed classifications of leaders' -hese %ere based on ho% much
In 1<+;$ Le%in and Lippitt proposed classifications of leaders' -hese %ere based on ho% much
+0
in#ol#ement leaders placed onto tas! and relationship needs' -hese types of leadership
beha#ior %ere e@pressed in 1<:+ along a continuum by -annebaum O chmidt' -he spectrum
ranges from bossAcentered Ctas!D to subordinateAcentered CrelationshipD'

>or3e( to 3on(ider !or Leader(
-o choose the most appropriate style and use of authority$ the leader should ta!e into
consideration)
1' /orces in the manager) belief in team member participation and confidence in
capabilities of members' 2ompare) -heory of Needs
2' /orces in the subordinate person) subordinates %ho are independent$ tolerant of
ambiguity$ competent$ identify %ith organi&ational goals'
+' /orces in the situation)
o the team has requisite !no%ledge'
o the team has organi&ational #alues and traditions'
o the team %or!s effecti#ely'
,' -ime pressure) need for immediate decision under pressure' Mitigates against
participation'
Ad'antae( o! the Leader(hi% Continuu$ Mode&? *ene!it(
N 8i#es managers a range of choices for in#ol#ement'
N (resents criteria for in#ol#ement and delegation'
N /ocuses the decision ma!er on rele#ant criteria Ce'g' forces O timeD'
N 1mphasi&es employee de#elopment and empo%erment'
N Is heuristic' 1ncourages research to see ho% effecti#e delegation may be under the
model'
Li$itation( o! the Leader(hi% Continuu$?
+i(ad'antae(
N In#ol#es only the initial step of assigning a tas! to someone$ not the follo%ing
processes that may determine the effecti#eness of the outcome'
N Assumes that the manager has sufficient information to determine the disposition to
himself or to the team'
+3
N Assumes EneutralE en#ironment %ithout social bonds or politics'
N implifies comple@ decisions to%ards a t%oApolar dimensionB more simple than the
reality is'

+:
COMPAN, PRO>ILE

NA71RO/- has been deli#ering highA#alue and affordable application de#elopment$
engineering 2A*$ and #oice O nonA#oice based offshore support ser#ices' NA71RO/- has
adequately met the test of time by pro#iding clients %ith lo%Acost$ highAquality$ and
e@ceptionally fle@ible solutions'
Rede!inin O!!(hore Te3hno&o) "o&ution(
NA71RO/- pro#ides offshore technology solutions and ser#ices to industries and business
globally' NA71R O/-Is technology solutions and ser#ices are simple$ industryAspecific$ and
affordable$ and come %ith an assured guarantee of #ery less turnAaroundAtime in completion of
customerIs projects' 9hat is unique about NA71RO/- is its %ide and rich portfolio of
reusable$ modular frame%or!s that helps clients to jumpstart on their projects$ continue to
sustain progress$ and thereby ensure total success of the project'
+;
Ma2or "er'i3e Area( F Co$%eten3) Centre
NA71R O/-? s offer of application de#elopment ser#ices$ engineering 2A* ser#ices and
#oice O nonA#oice based ser#ices$ are tested by a pro#en soft%are de#elopment methodology
that ensures lo% ris! and a predictable path to success' NA71RO/-?s onshore and offshore
presence is guaranteed by its competency centre at 6yderabad$ India$ that allo%s for fle@ibility
and speed in offering 2,Ahour de#elopment en#ironment to the clients$ and ensuring 1==
percent customer satisfaction$ %ith increasing rates of repeat business coming from the clients'
Re&ia4i&it), "e3urit) and "3a&a4i&it)
9hat really matters is the le#el of preparedness of NA71RO/- inAterms of the stateAofAtheA
art soft%are competency centre at 6yderabad$ India %ith focus on %orldAclass technology
infrastructure that ensure reliability$ security and scalability' NA71RO/- has a
comprehensi#e physical security setup to ensure that all project documents$ data and ser#ices
are secure and protected at all times'
A%%&i3ation +e'e&o%$ent "er'i3e(
NA71RO/- has e#ol#ed a %ellAdefined and mature application de#elopment process that
en#elops the total oft%are *e#elopment Life 2ycle$ %hich e@tends from indi#idual business
case analysis to %arranty support of the application pro#ided'
-his process facilitates proper distribution of %or! responsibilities amongst teams$ irrespecti#e
of the geographical location'
NA71R O/-? s application de#elopment methodology can be applied for
ANe% application de#elopments
A1@isting application enhancements
AApplication consolidations
AApplication migrations
A%%&i3ation Maintenan3e "er'i3e(
+<
NA71R O/- has an established procedure for application maintenance that allo%s for
effecti#e capture$ and reporting of maintenance requests' NA71R O/-? s follo%s a +Ale#el
transformation plan that includes retire$ consolidate and replacement'

NA71R O/-? s application maintenance offers benefits li!e
A Reduction in total cost of o%nership
A 1fforts for continuous impro#ements in quality of ser#ices
A 9or! to%ards impro#ing the stability of applications
A 1nable clients to reduce support costs$ thereby pro#iding a#enues in#estment in profitable
business and strategic I- initiati#es
Enineerin CA+ "er'i3e(
NA71RO/- offers professional e@pertise in mechanical engineering and architectural
2omputer Aided *esign' NA71RO/- follo%s a pro#en and timeAtested data security policy'
In offer are the affordable and cost effecti#e
2* and +* 2A* ser#ices that include Architectural$ Mechanical drafting and con#ersion of
engineering dra%ings from (aper or microfilmed formats to 2A*
redrafting dra%ings to produce high quality electronic 2A* files on a #ariety of platforms to
produce fullAscaled$ layered 2A* files
micro film and fiche scanning$ *efaulting and digiti&ing the client?s paper manuals and other
tets to #arious fullAte@t searchable formats
5oice O NonA5oice based ser#ices
NA71RO/- offers #oice and nonA#oice based .(O ser#ices through offline and online
modes from its competency centre at 6yderabad$ India' NA71RO/-?s outbound online
offering includes sales$ collections$ lead generation and mar!et research'

Online 5oiceAbased er#ices include
2ustomer care
2ustomer ser#ice
-echnology helpdes! ser#ices
,=
Offline 5oiceAbased ser#ices include
>uality assurance support P
NA71RO/-?s non #oiceAbased ser#ices are technology intensi#e and pro#ide for online and
offline platforms of interaction' -he offered non #oiceAbased ser#ices include$
6R O payroll processing
,1
;I"ION
-o pro#ide the best business process outsourcing solutions by le#eraging on rele#ant
technology deli#ered by most seasoned domain e@perts'
MI""ION
-o achie#e total customer satisfaction by offer of clientAspecific industry and business
solutions$ soft%are de#elopment and administrati#e support ser#ices$ engineering 2A*
ser#ices$ and staffing O staff augmentation ser#ices'
MANAAEMENT TEAM
Moti'ated Tea$
NA71RO/- brings together a highly moti#ated team of professionals from technology and
business' -he cherished belief is in team spirit and team %or!$ %ith acceptance of the fact that
teams al%ays %in' -he management team at NA71RO/- has an unparalleled record of
successful projects'
Per(ona&ized tou3h to $ar#et
-he management team focuses on the issues and challenges of the comple@ I- mar!et
situation' NA71RO/- gauges the specific situations and constraints that I- professionals
face on a daily basis' -he management team ensures that I- ser#ices and solutions are pro#ided
to the clients %ith a personali&ed touch$ %ith due credence to security associated %ith each
client?s projects'
One04e(t %ra3ti3e $ethodo&o)
NA71RO/-?s management team includes e@pert analysts to de#elop oneAbest practice
methodology for the most critical I- issues' .y applying these oneAbest practice methodology
to each organi&ation?s unique situation allo%s NA71RO/-?s team to assist clients in
completing the comple@ and speciali&ed projects'
METHO+OLOAIE"
NA71RO/- follo%s methodologies that increase the probability of success$ pro#ides %orth
to the clientIs organi&ation$ and a %ellAthought out strategy of agenda$ guidelines$ and
techniques to direct the personnel and the %or!load to%ards project achie#ement'
,2
NA71RO/-Is project management methodology is comprehensi#e and complete' It includes
2ost management
Ris! management
cope management
Resource management
2ommunications management
>uality management
-ime management
(rocurement management
Integration management
NA71RO/-Is project management methodology co#ers
.rea!do%n Q 6o% far the project can be bro!en do%n into smaller components for
con#enience of %or!ing$ and deli#ery
O#er#ie% Q *efining the purpose$ objecti#es$ deli#erables and typical timeframes for each
component
Acti#ities Q Identifying the main acti#ities
Inputs and outputs Q Identifying the needful inputs CpreArequisitesD and outputs Cdeli#erablesD
for each acti#ity
Instructions Q (rocess by %hich each acti#ity is carried out
(articipants Q Matching a#ailable s!illAsets %ith acti#ities
upporting materials Q 2rossAchec!ing tools$ chec!lists$ and templates that contribute to
promoting an acti#ity
>A Q Identifying the one best %ay to manage quality$ at either acti#ity or phase le#el
-iming Q -a!ing an estimate of time for each acti#ity
8o#ernance Q Loo!ing into the needful appro#als$ rules and la%s to be adhered$ mandatory
pro#ision and signAoffs
NA71RO/- follo%s certain pro#en and established methodologies$ tailored to meet the
specific and unique requirements of indi#idual clients
,+
POLICIE"
NA71RO/- belie#es that information is an asset li!e other important business assets$ and
hence needs to be safeguarded and protected' NA71RO/- gauges the challenges of the
e@isting I- scenario %here interconnecti#ity is indispensable for any business$ e@posing the
client?s information to a %ide #ariety of threats and #ulnerabilities'
NA71RO/-?s pro#en strategies for information security ensures business continuity$
minimi&e business ris!$ and ma@imi&e return on in#estments$ and business opportunities'
NA71RO/- achie#es information security by adopting timeAtested policies$ processes$
procedures$ organi&ational structures and soft%are and hard%are functions'
NA71RO/- ta!es all measures to establish$ implement$ monitor$ re#ie% and impro#e the
specific security and business objecti#es of the client business$ done in conjunction %ith other
business management processes' NA71RO/-?s has e#ol#ed a set of guidelines and general
principles to initiate$ implement$ maintain$ and impro#e the information security management
in any business organi&ation'
NA71RO/-?s information security management is guided by policies concerning)
A ecurity
A (roject confidentiality
A >uality
A 5alues
A 6uman resources
"ER;ICE"
NA71RO/- speciali&es in offering premium and quality soft%are application de#elopment
ser#ices$ administrati#e support ser#ices RnonA#oice basedS$ #oiceAbased support and 2RM
ser#ices$ engineering 2A* ser#ices$ and staffing O staff augmentation ser#ices'
NA71RO/-?s outsourcing ser#ices are built on reali&ing the
Nuances of the business %orld
,,
*i#erse requirements of global customers
NA71RO/- follo%s a strategic global model that means to deli#er ace ser#ice and premium
quality products to clients at affordable prices'
NA71RO/- is committed to building lasting partnerships %ith global clients by ensuring
total %or! satisfaction and project?s success'
COMPETENC, CENTRE

NA71RO/-?s competency center offers dedicated$ customi&ed$ and secure offshore
de#elopment ser#ices and solutions for application de#elopment$ engineering 2A* ser#ices$
and nonA#oice O #oice based support' NA71RO/-?s facilitates the global customer to
outsource soft%are de#elopment and maintenance %or! for a mutually beneficial association'
NA71RO/-?s competency centre pro#ides the client %ith the needful control o#er the entire
process and ma!es it possible to increase the quality of %or! %hile decreasing the amount of
time$ effort and in most cases reduces e@penses' NA71RO/-?s competency centre enables
clients to achie#e
A /ull operational control
A 1stablished I- Infrastructure
A Access to the best manpo%er talent
A /ull intellectual property rights protection
A Impro#ed product release time
A /ocus on core I- competencies
A a#e on cost of Applications *e#elopment
A Immediate a#ailability
A Rapid scaling of operations
A A#oid longAterm in#estments
A Lo%er business ris!s
A >uic! Return on In#estment RROIS
,0
Added$ NA71R O/-? s offer of benefits galore for e#ery customer en#elops
A (hysically and technically secured en#ironment
A -eamAdedicated net%or! and communication infrastructure
A Ability to shift team?s %or!ing hours to synchroni&e %ith your time &one Cdiffers %ith
company?s locationD
A Ready to use administrati#e resources$ procedures and management
A /i@ed monthly cost$ %ith no o#erheads
A (ossibility to start %ith just one dedicated specialist
A Access to a large and di#erse pool of human resources
A Immediate replacement if any team member is unable to meet your e@pectations

PRO:ECT MANAAEMENT
NA71RO/- ta!es into consideration the customer?s e@pectations in deli#ery of quality end
products in a timely manner and %ithin the determined budget' -his in#ol#es managing
schedules$ budgets$ people$ and deadlines' NA71RO/- employs simple and clear project
management methods that include defining$ planning$ control$ and conclusion of a project'
NA71R O/-? s project management solutions cater to traditional organi&ations aiming to
adapt business changes %ith adoption of technology$ and also technology organi&ations that are
already through dynamic technologyAenabled business en#ironment' NA71RO/-?s project
management techniques are based on pro#en processes and techniques meant to achie#e
project goals'
Notable has been NA71RO/- ?s methodology that increases the probability of success$
pro#ides %orth to the clientIs organi&ation$ and a %ellAthought out strategy of agenda$
guidelines$ and techniques to direct the personnel and the %or!load to%ards project
achie#ement' NA71RO/-? s project management tools consist of soft%are$ %hich uses
project templates and estimating modules to assist planners formulate a successful project plan'
,3
NA71RO/- Is project templates permit planners to be more producti#e$ and assist them in
standardi&ing estimates for each project' -hese templates facilitate for data entry$ such as
estimating and scheduling' NA71RO/-I s estimating modules are remar!able for planners$
for they permit I- majors to small firms to standardi&e planning and estimating through out
their businesses'

,:

,;
PRACTICAL ANAL,"I" O> LEA+ER "HIP "T,LE"
2rosstabs tabulation
Tea$ /
-A.L1 1) 2RO -A."LA-ION O/ 81N*1R #s A81

A81 -otal

L1
-6AN
20
23 -O
+=
81N*1
R
MAL1
: = :
/1MAL
1
= , ,
-otal : , 11
-he abo#e table sho%s genderA age %ise classification' Out of 11 respondents$ : %ere male and
, %ere female' Also$ : of the total respondents %ere in the age group of T 20 and , of the total
respondents %ere in the age group of '23 to +=
-A.L1 2 ) 2RO -A."LA-ION O/ 81N*1R #s >"ALI/I2A-ION

>"ALI/I2A-ION
-otal
graduatio
n
(ost
graduation
(roffesion
al
81N*1
R
MAL1 , + = :
/1MAL
1
= 1 + ,
-otal , , + 11
-he abo#e table sho%s genderA qualification %ise classification' Out of 11 respondents$ : %ere
male and , %ere female' Also$ , of the total respondents %ith the qualification of (8 $ , of
them %ith the graduation and + of them are professionals'
-A.L1+) 2RO -A."LA-ION O/ 81N*1R #s IN2OM1

,<

IN2OM1
-otal T 1=$===
1==== A
2====
2==== A
+==== U+====
81N*1
R
MAL1 2 , = 1 :
/1MAL
1
1 2 1 = ,
-otal + 3 1 1 11
-he abo#e table sho%s genderA income %ise classification' Out of 11 respondents$ : %ere
male and , %ere female' Also$ + of the total respondents %ith the income of T1==== $ 3 of the
the respondents %ith the income of 1====A2====$ 1 of the total respondents %ith the income
of 2====A+==== %e and 1 of the the respondents %ith the income of U+====
-A.L1 ,) 2RO -A."LA-ION O/ 81N*1R V 1W(1RI1N21

1W(1RI1N21
-otal T + yrs + A 0 yrs 0 A ; yrs U ; yrs
81N*1
R
MAL1 2 , = 1 :
/1MAL
1
1 2 1 = ,
-otal + 3 1 1 11
-he abo#e table sho%s genderA e@perience %ise classification' Out of 11 respondents$ : %ere
male and , %ere female' Also$ + of the total respondents %ith the e@perience of T+ yrs $ 3 of
the the respondents %ith the e@perience of +A0 yrs $ 1 of the total respondents %ith the
e@perience of 0A; yrs and 1 of the the respondents %ith the e@perience of U ; yrs'
-A.L1 0 ) 2ross tabulation of 81N*1R #s 6eJshe does not consider suggestions made by
us as heJshe does not ha#e time for us

' 6eJshe does not consider suggestions made
by us as he does not ha#e time for us -otal

trongly
disagree
*isagre
e Neutral Agree
trongly
agree
81N*1R MAL1 + 2 1 = 1 :
,2'<X 2;'3X 1,'+X '=X 1,'+X 1=='=X
/1MAL1 = = = 2 2 ,
'=X '=X '=X 0='=X 0='=X 1=='=X
-otal + 2 1 2 + 11
2:'+X 1;'2X <'1X 1;'2X 2:'+X 1=='=X
9hen the team members of an organi&ation %ere as!ed about their team leader regarding
0=
%hether the team leader considers the suggestions gi#en by the team members$ 2:'+X of the
respondents strongly agree %ith it' At the same time$ 2:'+X of the team members do not agree
%ith the same' o$ %e cannot say %hether their team leader considers the suggestions or not'
-A.L1 3) 81N*1R 5 ' As!s team members for ideas and input on upcoming plans and
projects

' As!s team members for ideas and
input on upcoming plans and projects -otal
*isagree Neutral Agree
trongly
agree
81N*1R MAL1 = + + 1 :
'=X ,2'<X ,2'<X 1,'+X 1=='=X
/1MAL1 1 2 = 1 ,
20'=X 0='=X '=X 20'=X 1=='=X
-otal 1 0 + 2 11
<'1X ,0'0X 2:'+X 1;'2X 1=='=X
%hether the team leader$ As!s team members for ideas and input on upcoming plans and
projects ,0 '0X of the respondents %ere not deciding that to agree %ith that or not ' At the
same time$ 2:'+X of the team members agree %ith the same' o$ %e cannot say %hether their
team leader As!s team members for ideas or not ' Y
-A.L1 :) 81N*1R V /or a major decision to pass in our team$ it must ha#e the appro#al of
each indi#idual or the majority

/or a major decision to pass in our team$ it must ha#e
the appro#al of each indi#idual or the majority -otal

trongly
disagree *isagree Neutral Agree
trongly
agree
81N*1R MAL1 1 1 1 2 2 :
1,'+X 1,'+X 1,'+X 2;'3X 2;'3X 1=='=X
/1MAL1 = = = + 1 ,
'=X '=X '=X :0'=X 20'=X 1=='=X
-otal 1 1 1 0 + 11
<'1X <'1X <'1X ,0'0X 2:'+X 1=='=X
01
%hether the team leader$ /or a major decision to pass in our team$ it must ha#e the appro#al of
each indi#idual or the majority ,0 '0X of the respondents %ere agree %ith that ' At the
same time$ 2:'+X of the team members stronglyagree %ith the same' o$ %e can say /or a
major decision to pass in their team$ it must ha#e the appro#al of each indi#idual or the
majority
-A.L1 ;)81N*1R V 9hen someone ma!es a mista!e$ he tells us not to e#er do that and
ma!e a note of it

9hen someone ma!es a
mista!e$ he tells us not to e#er
do that and ma!e a note of it -otal
Neutral Agree
trongly
agree
81N*1R MAL1 = = : :
'=X '=X 1=='=X 1=='=X
/1MAL1 1 + = ,
20'=X :0'=X '=X 1=='=X
-otal 1 + : 11

<'1X 2:'+X 3+'3X 1=='=X
%hether the team leader gi#es any order to team members 9hen someone ma!es a mista!e$
he tells us not to e#er do that and ma!e a note of it 3+'3X of the respondents strongly agree
%ith it' At the same time$ 2:'+X of the team members do not agree %ith the same' o$ %e can
say that 9hen someone ma!es a mista!e$ he tells them not to e#er do that and ma!e a note of
it
02
-A.L1 <) 81N*1R V ' heJshe creates an en#ironment %here the team members ta!e
o%nership of the project and allo%s us to participate in that decision ma!ing proceess

' heJshe creates an
en#ironment %here the team
members ta!e o%nership of the
project and allo%s us to
participate in that decision
ma!ing proceess -otal

trongly
disagree *isagree Neutral
81N*1R MAL1 , 2 1 :
0:'1X 2;'3X 1,'+X 1=='=X
/1MAL1 = 1 + ,
'=X 20'=X :0'=X 1=='=X
-otal , + , 11
+3',X 2:'+X +3',X 1=='=X
%hether the team leader creates an en#ironment %here the team members ta!e o%nership of
the project and allo%s us to participate in that decision ma!ing proceess$ +3' ,X of the
respondents strongly dis agree %ith it' At the same time$ +3',X of the team members neutral
%ith the same' o$ %e canIt say that this thing happens in team or not
-A.L1 1=)81N*1R V heJshe allo%s team members to determining %hat has to be done and
ho% to do it

heJshe allo%s team
membersto
determining %hat
has to be done and
ho% to do it -otal

trongly
disagree *isagree
81N*1R MAL1 + , :
,2'<X 0:'1X 1=='=X
/1MAL1 1 + ,
20'=X :0'=X 1=='=X
-otal , : 11
+3',X 3+'3X 1=='=X
0+
%hether the team leader allo%s team members to determining %hat has to be done and ho% to
do it '$3+'3X of the respondents dis agree %ith it' At the same time$ +3',X of the team
members stronglyagree %ith the same' o$ %e can say that heJshe allo%s team members to
determining %hat has to be done and ho% to do it
-A.L111 )81N*1R V %hen some thing goes %rong $heJshe tells to team that a procedure is
not %or!ing correcylyO he as!s to establish ne% one'

%hen some thing goes %rong $heJshe tells
to team that a procedure is not %or!ing
correcylyO he as!s to establish ne% one' -otal
trongly
agree
81N*1R MAL1 = + + 1 :
'=X ,2'<X ,2'<X 1,'+X 1=='=X
/1MAL1 1 2 = 1 ,
20'=X 0='=X '=X 20'=X 1=='=X
-otal 1 0 + 2 11
<'1X ,0'0X 2:'+X 1;'2X 1=='=X
%hether the team leader said to team %hen some thing goes %rong $heJshe tells to team that a
procedure is not %or!ing correcyly'',0'0X of the respondents neutral %ith it' At the same
time 2:'+X of the team members agree %ith the same' o$ %e can say that some times it
%ould be done by the team leader

-able 12) 81N*1R V ' 6eJshe allo%s employees to set priorities %ith hisJher guidance'

' 6eJshe allo%s employees to set priorities
%ith hisJher guidance' -otal

trongly
disagree
*isagre
e Neutral Agree
trongly
agree
81N*1R MAL1 1 1 1 2 2 :
1,'+X 1,'+X 1,'+X 2;'3X 2;'3X 1=='=X
/1MAL1 = = = + 1 ,
'=X '=X '=X :0'=X 20'=X 1=='=X
-otal 1 1 1 0 + 11
<'1X <'1X <'1X ,0'0X 2:'+X 1=='=X
0,
%hether the team leader allo%s employees to set priorities %ith hisJher guidance '',0'0X of the
respondents agree %ith it' At the same time 2:'+X of the team members strongly agree %ith
the same' o$ %ecan say that heJshe set priorities %ith hisJher guidance'
-A.L1 1+) 81N*1R V delegates tas!s in order to implement a ne% procedure or process

delegates tas!s in order to implement a
ne% procedure or process -otal

trongly
81N*1R MAL1 1 , 2 = :
1,'+X 0:'1X 2;'3X '=X 1=='=X
/1MAL1 = = 1 + ,
'=X '=X 20'=X :0'=X 1=='=X
-otal 1 , + + 11
<'1X +3',X 2:'+X 2:'+X 1=='=X
%hether the team leader delegates tas!s in order to implement a ne% procedure or
process''+3',X of the respondents disagree %ith it' At the same time 2:'+X of the team
members s agree %ith the same' o$ %e can say that most of the times uses hisJher
leadership to share po%er %ith hisJher subordinates
-A.L1 1,) 81N*1R V 6eJshe closely monitors his team members to ensure they are
performing correctly'

6eJshe closely
monitors his team
members to ensure
they are performing
correctly' -otal

trongly
disagree *isagree
00
81N*1R MAL1 + , :
,2'<X 0:'1X 1=='=X
/1MAL1 1 + ,
20'=X :0'=X 1=='=X
-otal , : 11
+3',X 3+'3X 1=='=X
%hether the team leader closely monitors his team members to ensure they are performing
correctly or not
''3+'3X of the respondents strongly disagree %ith it' At the same time +3',X of the team
members disagree %ith the same' o$ %e can say that the team leader does not monitor them
-A.L1 10) 81N*1R V 9hen there are differences in role e@pectations$ heJshe %or!s
%ith to resol#e the differences'

9hen there are differences in role e@pectations$
heJshe %or!s %ith to resol#e the differences' -otal

trongly
trongly
agree
81N*1R MAL1 1 1 1 + 1 :
1,'+X 1,'+X 1,'+X ,2'<X 1,'+X 1=='=X
/1MAL1 = = = = , ,
'=X '=X '=X '=X 1=='=X 1=='=X
-otal 1 1 1 + 0 11
<'1X <'1X <'1X 2:'+X ,0'0X 1=='=X
%hether the team leader %ill do any thing ,0'0X of the respondents strongly agree %ith it' At
the same time 2:'+X of the team members agree %ith the same' o$ %e can say that the team
leader %ould help them in their role e@pectations
03
-A.L1 13) 81N*1R V 1ach indi#idual is responsible for defining their job

1ach indi#idual is
responsible for defining their
job -otal
Neutral Agree
trongly
agree
81N*1R MAL1 = = : :
'=X '=X 1=='=X 1=='=X
/1MAL1 1 + = ,
20'=X :0'=X '=X 1=='=X
-otal 1 + : 11
<'1X 2:'+X 3+'3X 1=='=X
%hether the team leader sho%s that 1ach indi#idual is responsible for defining their job or not
''3+'3X of the respondents strongly agree %ith it' At the same time 2:'+X of the team
members agree %ith the same' o$ %e can say that in the team leader #ie% 1ach indi#idual is
responsible for defining their job
-A.L1 1:) 81N*1R V 6eJshe uses the po%er that hisJher leadership position holds o#er
subordinates

6eJshe uses the po%er that
hisJher leadership position
holds o#er subordinates' -otal

trongly
81N*1R MAL1 , 2 1 :
0:'1X 2;'3X 1,'+X 1=='=X
/1MAL1 = 1 + ,
'=X 20'=X :0'=X 1=='=X
-otal , + , 11
+3',X 2:'+X +3',X 1=='=X
%hether the team leader sho%s that 6eJshe uses the po%er that hisJher leadership position
holds o#er subordinates or not
''+3',X of the respondents strongly disagree %ith it' At the same time +3',X of the team
members neutral %ith the same' o$ %e can say that some times 6eJshe uses the po%er that
hisJher leadership position holds o#er subordinates
0:

-A.L1 1;) 81N*1R V ' 6eJshe uses his Jher leadership po%er to help subordinates
gro%'

' 6eJshe uses
his Jher leadership
po%er to help
subordinates gro%' -otal

trongly
disagree *isagree
81N*1R MAL1 + , :
,2'<X 0:'1X 1=='=X
/1MAL1 1 + ,
20'=X :0'=X 1=='=X
-otal , : 11
+3',X 3+'3X 1=='=X
%hether the team leader uses his Jher leadership po%er to help subordinates gro%'+3',X of
the respondents strongly disagree %ith it' At the same time 3+'3X of the team members
disagree %ith the same' o$ %e can say that that team leader didnIt uses his Jher leadership
po%er to help subordinates gro%
-A.L1 1<) 81N*1R V 6eJshe uses leadership to share po%er %ith hisJher subordinates

6eJshe uses leadership to
share po%er %ith hisJher
subordinates -otal
Neutral Agree
trongly
agree
81N*1R MAL1 = = : :
'=X '=X 1=='=X 1=='=X
/1MAL1 1 + = ,
20'=X :0'=X '=X 1=='=X
-otal 1 + : 11
<'1X 2:'+X 3+'3X 1=='=X
%hether the team leader 3+'+X of the respondents strongly agree %ith it' At the same time
2:'0X of the team members agree %ith the same' o$ %e can say that that team leader uses
hisJher leadership to share po%er %ith hisJher subordinates
'2ON2L"ION)
/rom the abo#e analysis of the team 1 %e may conclude that for any decision ma!ing relating
0;
to any projects team leader as!s for ideas to the members and some other situations not' .ut
any decision pass in the team the team leader get the appro#al of the e#er team 'and if any
mista!e %as happened in the team the leader told them to not
as! for not to do it again and ma!e a note of it 'but he does not told to the members to %hat
has to be done O ho% it is done and he does not creates any feasible en#ironment to
participate in the decision prosses by ta!ing the o%ener ship to that 9hen there are differences
in role e@pectations$ heJshe %or!s %ith to resol#e the differences' .ut he does not deligates
the authority to them and does not monitors them'team leader sho%s that 1ach indi#idual is
responsible for defining their job and he didnIt not do any his Jher leadership po%er to help
subordinates gro%'
As analy&ing the things the team leader the most of the times follo%ing the
A"-O2RA-I2 Leader ship style
Tea$ .
2ross tabulations
-A.L11) 2RO -A."LA-ION O/ 81N*1R #s A81
A81
-otal
23 -O
+=
+1 -O
+3
8R1-1R
-6AN
+:
81N*1
R
MAL1 1 + 1 0
/1MAL
1
= 2 1 +
-otal 1 0 2 ;
-he abo#e table sho%s genderA age %ise classification' Out of ; respondents$ 0 %ere male and
+ %ere female' Also$ 1 of the total respondents %ere in the age group of 23 to += $ 0 of the
total respondents %ere in the age group of '+1 to +3 and 2 of the total respondents %ere in the
age group of greater than +:
-A.L12) 2RO -A."LA-ION O/ 81N*1R #s >"ALI/I2A-ION

>"ALI/I2A-ION
-otal
graduatio
n
(ost
graduation
(roffesion
al
81N*1
R
MAL1 1 2 2 0
/1MAL 1 1 1 +
0<
1
-otal 2 + + ;
-he abo#e table sho%s genderA qualification %ise classification' Out of ; respondents$ 0 %ere
male and + %ere female' Also$ + of the total respondents %ith the qualification of (8 $ 2 of
them %ith the graduation and + of them are professionals'
IN2OM1
-otal T 1=$===
1==== A
2====
2==== A
+====
81N*1
R
MAL1 1 1 + 0
/1MAL
1
= + = +
-otal 1 , + ;
-he abo#e table sho%s genderA income %ise classification' Out of ; respondents$ 0 %ere male
and + %ere female' Also$ 1 of the total respondents %ith the income of T1==== $ , of the the
respondents %ith the income of 1====A2====$ and + of the total respondents %ith the income
of 2====A+==== '
-A.L1,) 2RO -A."LA-ION O/ 81N*1R #s 1W(1RI1N21
1W(1RI1N21
-otal T + yrs + A 0 yrs 0 A ; yrs
81N*1
R
MAL1 1 1 + 0
/1MAL
1
= + = +
-otal 1 , + ;
-he abo#e table sho%s genderA e@perience %ise classification' Out of ; respondents$ 0 %ere
male and + %ere female' Also$ 1 of the total respondents %ith the e@perience of T+ yrs $ , of
the the respondents %ith the e@perience of +A0 yrs and + of the total respondents %ith the
e@perience of 0A; yrs '
crosstabulations)
-A.L1 0) 81N*1R #s 6eJshe does not consider suggestions made by us as he does not
ha#e time for us
' 6eJshe does
not consider
-otal
3=
suggestions made
by us as he does
not ha#e time for us
*isagree
trongly
agree
81N*1R MAL1 1 , 0
2='=X ;='=X 1=='=X
/1MAL1 = + +
'=X 1=='=X 1=='=X
-otal 1 : ;
12'0X ;:'0X 1=='=X
%hether the team leader considers the suggestions gi#en by the team members$ ;:'0X of the
respondents strongly agree %ith it' At the same time$ 2:'+X of the team members do not agree
%ith the same' o$ %e can say that the team leader does not considers the suggestions of the
team'
-A.L1 3) 81N*1R #s ' As!s team members for ideas and input on upcoming plans
and projects


trongly
trongly
agree
81N*1R MAL1 1 2 1 1 0
2='=X ,='=X 2='=X 2='=X 1=='=X
/1MAL1 2 1 = = +
33':X ++'+X '=X '=X 1=='=X
-otal + + 1 1 ;
+:'0X +:'0X 12'0X 12'0X 1=='=X
%hethe the team leader$ As!s team members for ideas and input on upcoming plans and
projects or not$+:'0X of the respondents %ere not deciding that to agree %ith that or not ' At
the same time$ +:'0X of the team members agree %ith the same' o$ %e can say thet team
leader As!s team members for ideas '
31

/or a major decision
to pass in our team$
it must ha#e the
appro#al of each
indi#idual or the
majority -otal
*isagree
trongly
agree
81N*1R MAL1 2 + 0
,='=X 3='=X 1=='=X
/1MAL1 2 1 +
33':X ++'+X 1=='=X
-otal , , ;
0='=X 0='=X 1=='=X
%hether the team leader$ /or a major decision to pass in your team$ it must ha#e the appro#al
of each indi#idual or the majority or not $ 0=X of the respondents %ere dis agree %ith
that ' At the same time$ 0=X of the team members strongly agree %ith the same' o$ %e can
say that team leader /or a major decision to pass in their team$ he dint consider the team'
-A.L1 ;) 81N*1R V 9hen someone ma!es a mista!e$ he tells us not to e#er do that and
ma!e a note of it


trongly
81N*1R MAL1 2 1 2 0
,='=X 2='=X ,='=X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
-otal + 2 + ;
+:'0X 20'=X +:'0X 1=='=X
he tells us not to e#er do that and ma!e a note of it +:'0X of the respondents strongly disagree
%ith it' At the same time$ +:'0X of the team members neutral %ith the same' o$ %e can say
that 9hen sometimes he says to do that some times not
-A.L1 < )81N*1R V ' heJshe creates an en#ironment %here the team members ta!e
32

' heJshe creates an
members ta!e o%nership of
the project and allo%s us to
81N*1R MAL1 = 1 , 0
'=X 2='=X ;='=X 1=='=X
/1MAL1 1 = 2 +
++'+X '=X 33':X 1=='=X
-otal 1 1 3 ;
12'0X 12'0X :0'=X 1=='=X
the project and allo%s us to participate in that decision ma!ing proceess$ :0'=X of the
respondents strongly agree %ith it' At the same time$ 12'0X of the team members neutral %ith
the same' o$ %e can say that this %ill happens in most of the times
-A.L1 1=) 81N*1R V heJshe allo%s team membersto determining %hat has to be done and
ho% to do it

heJshe allo%s team membersto
determining %hat has to be
done and ho% to do it -otal

trongly
81N*1R MAL1 2 1 2 0
,='=X 2='=X ,='=X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
-otal + 2 + ;
+:'0X 20'=X +:'0X 1=='=X
do it $+:'0X of the respondents strongly disagree %ith it' At the same time$ +:'0X of the team
members neutral %ith the same' o$ %e cannot say that %eather this is done by the team
leader or not
-A.L1 11) 81N*1R V %hen some thing goes %rong $heJshe tells to team that a procedure is
3+


trongly
trongly
agree
81N*1R MAL1 1 2 1 1 0
2='=X ,='=X 2='=X 2='=X 1=='=X
/1MAL1 2 1 = = +
33':X ++'+X '=X '=X 1=='=X
-otal + + 1 1 ;
+:'0X +:'0X 12'0X 12'0X 1=='=X
procedure is not %or!ing correcyly''+:'0X of the respondents strongly %ith it' At the same
time +:'0X of the team members disagree %ith the same' o$ %e can say that team leader did
not establish the ne% things
-A.L1 12) 81N*1R V ' 6eJshe allo%s employees to set priorities %ith hisJher
guidance'

' 6eJshe allo%s
employees to set
priorities %ith
hisJher guidance' -otal
*isagree
trongly
agree
81N*1R MAL1 2 + 0
,='=X 3='=X 1=='=X
/1MAL1 2 1 +
33':X ++'+X 1=='=X
-otal , , ;
0='=X 0='=X 1=='=X
%hether the team leader allo%s employees to set priorities %ith hisJher guidance ''0=X of the
respondents agree %ith it' At the same time 0=X of the team members strongly agree %ith
the same' o$ %e cant say that %eather heJshe set priorities %ith hisJher guidance or not'

delegates tas!s in
order to implement
a ne% procedure or
process -otal
3,
Agree
trongly
agree
81N*1R MAL1 + 2 0
3='=X ,='=X 1=='=X
/1MAL1 = + +
'=X 1=='=X 1=='=X
-otal + 0 ;
+:'0X 32'0X 1=='=X
process''32'0X of the respondents strongly agree %ith it' At the same time +:'0X of the team
members agree %ith the same' o$ %e can say that leader uses hisJher leadership to share
po%er %ith hisJher subordinates

6eJshe closely monitors his
team members to ensure they
are performing correctly' -otal

trongly
81N*1R MAL1 2 1 2 0
,='=X 2='=X ,='=X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
-otal + 2 + ;
+:'0X 20'=X +:'0X 1=='=X
correctly or not +:'0X of the respondents strongly disagree %ith it' At the same time +:'0X of
the team members neutral %ith the same' o$ %e cant say that the team leader does it or not

9hen there are differences
in role e@pectations$ heJshe
%or!s %ith to resol#e the
differences' -otal
30
Neutral Agree
trongly
agree
81N*1R MAL1 1 2 2 0
2='=X ,='=X ,='=X 1=='=X
/1MAL1 = + = +
'=X 1=='=X '=X 1=='=X
-otal 1 0 2 ;
12'0X 32'0X 20'=X 1=='=X
%hether the team leader %ill do any thing 20'=X of the respondents strongly agree %ith it' At
the same time 32'0X of the team members agree %ith the same' o$ %e can say that the team
leader helps them in their role e@pectations

1ach indi#idual is
job -otal

trongly
81N*1R MAL1 2 1 2 0
,='=X 2='=X ,='=X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
-otal + 2 + ;
+:'0X 20'=X +:'0X 1=='=X
''+:'0X of the respondents strongly disagree %ith it' At the same time +:'0X of the team
members neutral %ith the same' o$ %e canIt say that %eather the team leader #ie% 1ach
indi#idual is responsible for defining their job or not
subordinates'

33
81N*1R MAL1 = 1 , 0
'=X 2='=X ;='=X 1=='=X
/1MAL1 1 = 2 +
++'+X '=X 33':X 1=='=X
-otal 1 1 3 ;
12'0X 12'0X :0'=X 1=='=X
%hether the team leader sho%s or not 6eJshe uses the po%er that hisJher leadership position
holds o#er subordinates' :0X of the respondents agree %ith it' At the same time 12'0X of the
team members neutral %ith the same' o$ %e can say that it %ould be done by the laeder
gro%'

' 6eJshe uses his Jher
leadership po%er to help

trongly
81N*1R MAL1 2 1 2 0
,='=X 2='=X ,='=X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
-otal + 2 + ;
+:'0X 20'=X +:'0X 1=='=X
%hether the team leader uses his Jher leadership po%er to help subordinates gro%'+:'0X of
the respondents strongly disagree %ith it' At the same time +:'0X of the team members
neutral %ith the same' o$ %e canIt say that that team leader uses his Jher leadership po%er to
help subordinates gro% or not
-A.L1 1<) 81N*1R V 6eJshe uses hisJher leadership to share po%er %ith hisJher
subordinates

6eJshe uses hisJher leadership
to share po%er %ith hisJher
subordinates -otal
3:

trongly
81N*1R MAL1 2 1 2 0
,='=X 2='=X ,='=X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
-otal + 2 + ;
+:'0X 20'=X +:'0X 1=='=X
%hether the team leader +:'0X of the respondents strongly disagree %ith it' At the same time
+:'0X of the team members agree %ith the same' o$ %e canIt say that that team leader uses
hisJher leadership to share po%er %ith hisJher subordinates or not
?CONCLU"ION-
to any projects team leader dpes not as!s for ideas to the members' .ut any decision pass in
the team the team leader get the appro#al of the e#er team 'and if any mista!e %as happened in
the team the leader does not as!s for not to do it again and ma!e a note of it 'but he does not
told to the members to %hat has to be done O ho% it is done ' and he creates an feasible
en#ironment to participate in the decision prosses by ta!ing the o%ener ship to that ' 9hen
there are differences in role e@pectations$ heJshe %or!s %ith to resol#e the differences' .ut he
delegates the authority to them and does not monitors them''team leader sho%s that 1ach
indi#idual is responsible for defining their job and he didnIt uses his leadership po%er to help
subordinates gro%' And he ma!es the en#ironment friendly'
As analy&ing the things the team leader the some times follo%ing the A"-O2RA-I2
Leader ship style 'and some times *1MO2RA-I2 -7L1
Tea$ =
2ross tabulations
3;
-A.L1 1) 2RO -A."LA-ION O/ 81N*1R #s A81

A81
-otal
23 -O
+=
+1 -O
+3
8R1-1R
-6AN
+:
81N*1
R
MAL1 + , = :
/1MAL
1
1 1 1 +
-otal , 0 1 1=
-he abo#e table sho%s genderA age %ise classification' Out of 1= respondents$ : %ere male
and + %ere female' Also$ , of the total respondents %ere in the age group of 23 to += and 0 of
the total respondents %ere in the age group of +1 to +3
of the total respondents %ere in the age group of greater than +: '

>"ALI/I2A-ION
-otal
graduatio
n
(ost
graduation
(roffesion
al
81N*1
R
MAL1 2 = 0 :
/1MAL
1
1 2 = +
-otal + 2 0 1=
-he abo#e table sho%s genderA qualification %ise classification' Out of 1= respondents$ :
%ere male and + %ere female' Also$ 2 of the total respondents %ith the qualification of (8 $ +
of them %ith the graduation and 0 of them are professionals'
-A.L1 + ) 2RO -A."LA-ION O/ 81N*1R #s IN2OM1

IN2OM1
-otal T 1=$===
1==== A
2====
2==== A
+====
81N*1
R
MAL1 + + 1 :
/1MAL
1
= + = +
3<
-otal + 3 1 1=
-he abo#e table sho%s genderA income %ise classification' Out of 1= respondents$ : %ere
male and + %ere female' Also$ + of the total respondents %ith the income of T1==== $ 3 of the
the respondents %ith the income of 1====A2====$ and 1 of the total respondents %ith the
income of 2====A+===='
-A.L1 , ) 2RO -A."LA-ION O/ 81N*1R #s 1W(1RI1N21

1W(1RI1N21
81N*1
R
MAL1 + + 1 :
/1MAL
1
= + = +
-otal + 3 1 1=
-he abo#e table sho%s genderA e@perience %ise classification' Out of 1= respondents$ : %ere
male and + %ere female' Also$ + of the total respondents %ith the e@perience of T+ yrs $ 3 of
the the respondents %ith the e@perience of +A0 yrs and 1 of the total respondents %ith the
e@perience of 0A; yrs
2rosstabulations
-A.L1 0) 81N*1R 5' 6eJshe does not consider suggestions made by us as he does

' 6eJshe does not consider
suggestions made by us as he
does not ha#e time for us -otal
Neutral Agree
trongly
agree
81N*1R MAL1 2 + 2 :
2;'3X ,2'<X 2;'3X 1=='=X
/1MAL1 2 = 1 +
33':X '=X ++'+X 1=='=X
-otal , + + 1=
,='=X +='=X +='=X 1=='=X
%hether the team leader considers the suggestions gi#en by the team members$ +='=Xof the
respondents strongly agree %ith it' At the same time$ ,=X of the team members neutral %ith
the same' o$ %e can consider that their team leader does not consider the suggestions of the
members'
:=
-A.L1 3) 81N*1R #s As!s team members for ideas and input on upcoming plans and
projects
' As!s team members for
ideas and input on upcoming
plans and projects
-otal
Neutral Agree
trongly
agree
81N*1R MAL1 1 2 , :
1,'+X 2;'3X 0:'1X 1=='=X
/1MAL1 = = + +
'=X '=X 1=='=X 1=='=X
-otal 1 2 : 1=
1='=X 2='=X :='=X 1=='=X
projects or not :=X of the respondents %ere strongly agree %ith that ' At the same time$ 2=X
of the team members agree %ith the same' o$ %e can say that their team leader As!s team
members for ideas '
-A.L1 :) 81N*1R V /or a major decision to pass in our team$ it must ha#e the appro#al
of each indi#idual or the majority

/or a major decision to pass in
our team$ it must ha#e the
appro#al of each indi#idual or
the majority -otal
Neutral Agree
trongly
agree
81N*1R MAL1 + 2 2 :
,2'<X 2;'3X 2;'3X 1=='=X
/1MAL1 = = + +
'=X '=X 1=='=X 1=='=X
-otal + 2 0 1=
+='=X 2='=X 0='=X 1=='=X
each indi#idual or the majority or not0=X of the respondents %ere strongly agree %ith that
' At the same time$ 2=X of the team members agree %ith the same' o$ %e can say that /or a
major decision to pass in their team$ team leader ta!es the appro#al of each indi#idual or the
majority
:1
ma!e a note of it

81N*1R MAL1 1 + + :
1,'+X ,2'<X ,2'<X 1=='=X
/1MAL1 = = + +
'=X '=X 1=='=X 1=='=X
-otal 1 + 3 1=
1='=X +='=X 3='=X 1=='=X
he tells us not to e#er do that and ma!e a note of it 3=X of the respondents agree %ith it' At
the same time$ += X of the team members neutral %ith the same' o$ %e say that most of the
times leader says 9hen someone ma!es a mista!e$ he told them not to e#er do that and
ma!e a note of it
o%nership of the project and allo%s us to participate in that decision ma!ing process

' heJshe creates an
en#ironment %here
the team members
ta!e o%nership of
the project and
allo%s us to
participate in that
decision ma!ing
process -otal
Agree
trongly
agree
81N*1R MAL1 1 3 :
1,'+X ;0':X 1=='=X
/1MAL1 2 1 +
33':X ++'+X 1=='=X
-otal + : 1=
+='=X :='=X 1=='=X
:2
the project and allo%s us to participate in that decision ma!ing process$ :=X of the
respondents strongly agree %ith it' At the same time$ +=X of the team members agree %ith the
same' o$ %e can say that the team leader creates an en#ironment %here the team members
ta!e o%nership of the projects'
-A.L1 1=) 81N*1R #s heJshe allo%s team members to determining %hat has to be done
and ho% to do it

heJshe allo%s team members to
Neutral Agree
trongly
agree
81N*1R MAL1 2 0 = :
2;'3X :1',X '=X 1=='=X
/1MAL1 = 1 2 +
'=X ++'+X 33':X 1=='=X
-otal 2 3 2 1=
2='=X 3='=X 2='=X 1=='=X
do it 3=X of the respondents agree %ith it' At the same time$ 2=X of the team members
strongly agree %ith the same' o$ %e can say that the team leader allo%s team members to
-A.L1 11) 81N*1R V %hen some thing goes %rong $heJshe tells to team that a procedure
is not %or!ing correctlyO he as!s to establish ne% one'
:+

%hen some thing goes %rong
$heJshe tells to team that a
procedure is not %or!ing
correcylyO he as!s to establish
ne% one' -otal
Neutral Agree
trongly
agree
81N*1R MAL1 1 2 , :
1,'+X 2;'3X 0:'1X 1=='=X
/1MAL1 = = + +
'=X '=X 1=='=X 1=='=X
-otal 1 2 : 1=
1='=X 2='=X :='=X 1=='=X
procedure is not %or!ing correcyly'':=X of the respondents neutral %ith it' At the same time
2=X of the team members agree %ith the same' o$ %e can say that the team leader establish
a ne% thing %hen a e@isting one is not correct'
-A.L1 12) 81N*1R V ' 6eJshe allo%s employees to set priorities %ith hisJher
guidance'

' 6eJshe allo%s employees
to set priorities %ith hisJher
guidance' -otal
Neutral Agree
trongly
agree
81N*1R MAL1 + 2 2 :
,2'<X 2;'3X 2;'3X 1=='=X
/1MAL1 = = + +
'=X '=X 1=='=X 1=='=X
-otal + 2 0 1=
+='=X 2='=X 0='=X 1=='=X
%hether the team leader allo%s employees to set priorities %ith hisJher guidance ''0=X of the
respondents agree %ith it' At the same time 2=X of the team members strongly agree %ith
the same' o$ %e can say that heJshe set priorities %ith hisJher guidance'
delegates tas!s in order to
implement a ne% procedure or
-otal
:,
process
Neutral Agree
trongly
agree
81N*1R MAL1 1 , 2 :
1,'+X 0:'1X 2;'3X 1=='=X
/1MAL1 + = = +
1=='=X '=X '=X 1=='=X
-otal , , 2 1=
,='=X ,='=X 2='=X 1=='=X
process''2=X of the respondents strongly agree %ith it' At the same time ,=X of the team
members agree %ith the same' o$ %e can say that most of the times team leader delegates
tas!s in order to implement a ne% procedure'

Neutral Agree
trongly
agree
81N*1R MAL1 2 0 = :
2;'3X :1',X '=X 1=='=X
/1MAL1 = 1 2 +
'=X ++'+X 33':X 1=='=X
-otal 2 3 2 1=
2='=X 3='=X 2='=X 1=='=X
correctly or not '2=X of the respondents strongly agree %ith it' At the same time 3=X of the
team members agree %ith the same' o$ %e can say that the team leader monitors them
:0

9hen there are differences in role
e@pectations$ heJshe %or!s %ith to
resol#e the differences' -otal
trongly
agree
81N*1R MAL1 = + + 1 :
'=X ,2'<X ,2'<X 1,'+X 1=='=X
/1MAL1 2 = = 1 +
33':X '=X '=X ++'+X 1=='=X
-otal 2 + + 2 1=
2='=X +='=X +='=X 2='=X 1=='=X
%hether the team leader %ill do any things 9hen there are differences in role e@pectations$
heJshe %or!s %ith to resol#e the differences$ +=X of the respondents agree %ith it' At the
same time +=X of the team members neutral %ith the same' o$ %e can say that the team
leader some times help them in their role e@pectations

1ach indi#idual is
job -otal
81N*1R MAL1 1 + + :
1,'+X ,2'<X ,2'<X 1=='=X
/1MAL1 = = + +
'=X '=X 1=='=X 1=='=X
-otal 1 + 3 1=
1='=X +='=X 3='=X 1=='=X
''3=X of the respondents agree %ith it' At the same time +=X of the team members neutral
%ith the same' o$ %e consider that in the team leader sho%s that 1ach indi#idual is
subordinates'
:3

6eJshe uses the
po%er that hisJher
leadership position
holds o#er
subordinates' -otal
Agree
trongly
agree
81N*1R MAL1 1 3 :
1,'+X ;0':X 1=='=X
/1MAL1 2 1 +
33':X ++'+X 1=='=X
-otal + : 1=
+='=X :='=X 1=='=X
%hether the team leader sho%s the po%er that hisJher leadership position holds o#er
':=X of the respondents strongly agree %ith it' At the same time +=X of the team members
agree %ith the same' o$ %e can say that this thing %ill be done by the leader
gro%'

Neutral Agree
trongly
agree
81N*1R MAL1 2 0 = :
2;'3X :1',X '=X 1=='=X
/1MAL1 = 1 2 +
'=X ++'+X 33':X 1=='=X
-otal 2 3 2 1=
2='=X 3='=X 2='=X 1=='=X
%hether the team leader uses his Jher leadership po%er to help subordinates gro%'3=X of the
respondents strongly agree %ith it' At the same time 2=X of the team members strongly agree
%ith the same' o$ %e can say that that team leader uses his Jher leadership po%er to help
subordinates gro%
::
subordinates
subordinates
-otal
81N*1R MAL1 1 + + :
1,'+X ,2'<X ,2'<X 1=='=X
/1MAL1 = = + +
'=X '=X 1=='=X 1=='=X
-otal 1 + 3 1=
1='=X +='=X 3='=X 1=='=X
%hether the team leader hisJher leadership to share po%er %ith hisJher subordinates 3=X of the
respondents agree %ith it' At the same time +=X of the team members neutral %ith the same'
o$ %e can say that that team leader uses hisJher leadership to share po%er %ith hisJher
subordinates
'CONCLU"ION-
/rom the abo#e analysis of the team + %e may conclude that for any decision ma!ing relating
to any projects team leader as!s for ideas to the members and some other situations 6e does
not'considers suggestions made by them .ut any decision pass in the team the team leader get
the appro#al of the e#er team 'and if any mista!e %as happened in the team the leader told
them to not as! for not to do it again and ma!e a note of it 'but he told to the members to
%hat has to be done O ho% it is done and he creates any feasible en#ironment to participate in
the decision prosses by ta!ing the o%ener ship to that 9hen there are differences in role
e@pectations$ heJshe %or!s %ith to resol#e the differences' .ut he delegates the authority to
them and monitors them'team leader sho%s that 1ach indi#idual is responsible for defining
their job 'and his Jher leadership po%er to help subordinates gro%'
As analy&ing the things %e concluded that the team leader the follo%ing the
*1MO2RA-I2 Leader ship style '
Tea$1
:;
2rosstabulations
-A.L11) 2RO -A."LA-ION O/ 81N*1R #s A81

A81
-otal
L1
-6AN
20
23 -O
+=
+1 -O
+3
81N*1
R
MAL1 : 1 1 <
/1MAL
1
1 , 1 3
-otal ; 0 2 10
-he abo#e table sho%s genderA age %ise classification' Out of 10 respondents$ < %ere male
and 3 %ere female' Also$ ; of the total respondents %ere in the age group of T 20 and 0 of
the total respondents %ere in the age group of '23 to += and 2 of the total respondents %ere in
the age group of '+1 to +3
-A.L12 ) 2RO -A."LA-ION O/ 81N*1R #s >"ALI/I2A-ION

>"ALI/I2A-ION
-otal
graduatio
n
(ost
graduation
(roffesion
al
81N*1
R
MAL1 0 , = <
/1MAL
1
1 2 + 3
-otal 3 3 + 10
-he abo#e table sho%s genderA qualification %ise classification' Out of 10 respondents$ < %ere
male and 3 %ere female' Also$ 3 of the total respondents %ith the qualification of (8 $ 3 of
them %ith the graduation and + of them are professionals
:<

IN2OM1
-otal T 1=$===
1==== A
2====
2==== A
+==== U+====
81N*1
R
MAL1 1 0 2 1 <
/1MAL
1
2 2 1 1 3
-otal + : + 2 10
-he abo#e table sho%s genderA income %ise classification' Out of 10 respondents$ : %ere male
and 3 %ere female' Also$ + of the total respondents %ith the income of T1==== $ : of the the
respondents %ith the income of 1====A2====$ + of the total respondents %ith the income of
2====A+==== %e and 2 of the the respondents %ith the income of U+====
-A.L1 , ) 2RO -A."LA-ION O/ 81N*1R #s 1W(1RI1N21

1W(1RI1N21
81N*1
R
MAL1 1 0 2 1 <
/1MAL
1
2 2 1 1 3
-otal + : + 2 10
-he abo#e table sho%s genderA e@perience %ise classification' Out of 10 respondents$ < %ere
male and 3 %ere female' Also$ + of the total respondents %ith the e@perience of T+ yrs $ : of
the the respondents %ith the e@perience of +A0 yrs $ + of the total respondents %ith the
2rosstabulations
-A.L1 0) 81N*1R V ' 6eJshe does not consider suggestions made by us as he does

' 6eJshe does not consider suggestions made by us
as he does not ha#e time for us -otal

trongly
trongly
agree
81N*1R MAL1 + 2 1 = + <
++'+X 22'2X 11'1X '=X ++'+X 1=='=X
/1MAL1 = 1 = 2 + 3
'=X 13':X '=X ++'+X 0='=X 1=='=X
-otal + + 1 2 3 10
2='=X 2='=X 3':X 1+'+X ,='=X 1=='=X
;=
%hether the team leader considers the suggestions gi#en by the team members$ ,='=Xof the
respondents strongly agree %ith it' At the same time$ 2=X of the team members strongly dis
agree %ith the same' o$ %e consider that in some situations their team leader does not
considers the suggestions '
-A.L1 3) 81N*1R V ' As!s team members for ideas and input on upcoming plans and
projects

trongly
agree
81N*1R MAL1 2 + + 1 <
22'2X ++'+X ++'+X 11'1X 1=='=X
/1MAL1 2 2 = 2 3
++'+X ++'+X '=X ++'+X 1=='=X
-otal , 0 + + 10
23':X ++'+X 2='=X 2='=X 1=='=X
projects $23':X of the respondents %ere dis agree %ith that ' At the same time$ ++'+X of the
team members neutral %ith the same' o$ %e cannot say that %eather all the time their team
leader As!s team members for ideas or not '


trongly
trongly
agree
81N*1R MAL1 1 1 1 2 , <
11'1X 11'1X 11'1X 22'2X ,,',X 1=='=X
/1MAL1 = = = , 2 3
'=X '=X '=X 33':X ++'+X 1=='=X
-otal 1 1 1 3 3 10
3':X 3':X 3':X ,='=X ,='=X 1=='=X
each indi#idual or the majority ,=X of the respondents %ere stronglyagree %ith that ' At
the same time$ ,=X of the team members agree %ith the same' o$ %e can say /or a major
decision to pass in their team$ team leader ta!es the appro#al of each indi#idual or the
majority
;1
ma!e a note of it

9hen someone ma!es a mista!e$ he tells
us not to e#er do that and ma!e a note of it -otal

trongly
disagree Neutral Agree
trongly
agree
81N*1R MAL1 2 = = : <
22'2X '=X '=X ::';X 1=='=X
/1MAL1 1 1 + 1 3
13':X 13':X 0='=X 13':X 1=='=X
-otal + 1 + ; 10
2='=X 3':X 2='=X 0+'+X 1=='=X
he tells us not to e#er do that and ma!e a note of it 0:'+X of the respondents stronglyagree
%ith it' At the same time$ 2= X of the team members agree %ith the same' o$ %e say that
most of the times 9hen someone ma!es a mista!e$ he told them not to e#er do that and
ma!e a note of it

' heJshe creates an en#ironment %here
the team members ta!e o%nership of the
project and allo%s us to participate in that
decision ma!ing process -otal

trongly
81N*1R MAL1 , 2 2 1 <
,,',X 22'2X 22'2X 11'1X 1=='=X
/1MAL1 = 2 , = 3
'=X ++'+X 33':X '=X 1=='=X
-otal , , 3 1 10
23':X 23':X ,='=X 3':X 1=='=X
%hether the team leader creates an en#ironment %here the team members ta!e o%ner ship of
the project and allo%s us to participate in that decision ma!ing process$ 23':X of the
respondents strongly disagree %ith it' At the same time$ ,=X of the team members agree %ith
the same' o$ %e can say that the team leader does not creates an en#ironment %here the
;2
team members ta!e o%nership of the projects'
-A.L1 1=) 81N*1R V heJshe allo%s team membersto determining %hat has to be done and
ho% to do it

heJshe allo%s team membersto

trongly
disagree *isagree
trongly
agree
81N*1R MAL1 0 , = <
00'3X ,,',X '=X 1=='=X
/1MAL1 2 + 1 3
++'+X 0='=X 13':X 1=='=X
-otal : : 1 10
,3':X ,3':X 3':X 1=='=X
do it ,3':X of the respondents disagree %ith it' At the same time$ ,3':X of the team
members stronglydis agree %ith the same' o$ %e say that the team leader does not allo%s
team membersto determining %hat has to be done and ho% to do it
-A.L1 11) 81N*1R V %hen some thing goes %rong $heJshe tells to team that a
procedure is not %or!ing correcylyO he as!s to establish ne% one'

trongly
agree
81N*1R MAL1 2 + + 1 <
22'2X ++'+X ++'+X 11'1X 1=='=X
/1MAL1 2 2 = 2 3
++'+X ++'+X '=X ++'+X 1=='=X
-otal , 0 + + 10
23':X ++'+X 2='=X 2='=X 1=='=X
procedure is not %or!ing correcyly''++'+X of the respondents neutral %ith it' At the same
time 23':X of the team members neutral %ith the same' o$ %e canIt say that %eather the
team leader establish ane% thing %hen a e@isting one is not correct or not
;+
-A.L1 12) 81N*1R V ' 6eJshe allo%s employees to set priorities %ith hisJher guidance'

' 6eJshe allo%s employees to set priorities %ith

trongly
trongly
agree
81N*1R MAL1 1 1 1 2 , <
11'1X 11'1X 11'1X 22'2X ,,',X 1=='=X
/1MAL1 = = = , 2 3
'=X '=X '=X 33':X ++'+X 1=='=X
-otal 1 1 1 3 3 10
3':X 3':X 3':X ,='=X ,='=X 1=='=X
%hether the team leader allo%s employees to set priorities %ith hisJher guidance '',=X of the
respondents agree %ith it' At the same time ,=X of the team members strongly agree %ith
the same' o$ %e say that heJshe set priorities %ith hisJher guidance'

delegates tas!s in order to implement a ne%
procedure or process -otal

trongly
trongly
agree
81N*1R MAL1 1 , 2 1 1 <
11'1X ,,',X 22'2X 11'1X 11'1X 1=='=X
/1MAL1 = 1 1 + 1 3
'=X 13':X 13':X 0='=X 13':X 1=='=X
-otal 1 0 + , 2 10
3':X ++'+X 2='=X 23':X 1+'+X 1=='=X
process''++'+X of the respondents dis agree %ith it' At the same time 23':X of the team
members agree %ith the same' o$ %e canIt say that %eather team leader delegates tas!s in
order to implement a ne% procedure or not'
A.L1 1,) 81N*1R #s 6eJshe closely monitors his team members to ensure they are
;,


trongly
disagree *isagree
trongly
agree
81N*1R MAL1 0 , = <
00'3X ,,',X '=X 1=='=X
/1MAL1 2 + 1 3
++'+X 0='=X 13':X 1=='=X
-otal : : 1 10
,3':X ,3':X 3':X 1=='=X
correctly or not ''2=X of the respondents strongly agree %ith it' At the same time 3=X of the
team members agree %ith the same' o$ %e can say that the team leader monitors them

heJshe %or!s %ith to resol#e the differences' -otal

trongly
trongly
agree
81N*1R MAL1 1 1 1 , 2 <
11'1X 11'1X 11'1X ,,',X 22'2X 1=='=X
/1MAL1 = 1 = 1 , 3
'=X 13':X '=X 13':X 33':X 1=='=X
-otal 1 2 1 0 3 10
3':X 1+'+X 3':X ++'+X ,='=X 1=='=X
heJshe %or!s %ith to resol#e the differences$ ++'+X of the respondents agree %ith it' At the
same time ,=X of the team members strongly agree %ith the same' o$ %e can say that the
team leader some times help them in their role e@pectation
;0

1ach indi#idual is responsible for
defining their job -otal

trongly
trongly
agree
81N*1R MAL1 2 = = : <
22'2X '=X '=X ::';X 1=='=X
/1MAL1 1 1 + 1 3
13':X 13':X 0='=X 13':X 1=='=X
-otal + 1 + ; 10

2='=X 3':X 2='=X 0+'+X 1=='=X
%hether the team leader sho%s that 1ach indi#idual is responsible for defining their job or
not0+'+X of the respondents strongly agree %ith it' At the same time 2=X of the team
members agree %ith the same' o$ %e consider say that in the team leader sho%s that 1ach
indi#idual is responsible for defining their job
subordinates'

6eJshe uses the po%er that hisJher
leadership position holds o#er
subordinates' -otal

trongly
81N*1R MAL1 , 2 2 1 <
,,',X 22'2X 22'2X 11'1X 1=='=X
/1MAL1 = 2 , = 3
'=X ++'+X 33':X '=X 1=='=X
-otal , , 3 1 10
23':X 23':X ,='=X 3':X 1=='=X
%hether the team leader mista!e$ he tells us not to e#er do that and ma!e a note of it that',=X
of the respondents neutral %ith it' At the same time 23':X of the team members strongly
disagree %ith the same' o$ %e canIt say that this %eather thing is done by the leader or not
;3
gro%'


trongly
disagree *isagree
trongly
agree
81N*1R MAL1 0 , = <
00'3X ,,',X '=X 1=='=X
/1MAL1 2 + 1 3
++'+X 0='=X 13':X 1=='=X
-otal : : 1 10
,3':X ,3':X 3':X 1=='=X
%hether the team leader uses his Jher leadership po%er to help subordinates gro%',3':X of
the respondents strongly disagree %ith it' At the same time ,3':X of the team members
disagree %ith the same' o$ %e can say that that team leader does not help them by using
his Jher leadership po%er
subordinates

6eJshe uses hisJher leadership to share
po%er %ith hisJher subordinates -otal

trongly
trongly
agree
81N*1R MAL1 2 = = : <
22'2X '=X '=X ::';X 1=='=X
/1MAL1 1 1 + 1 3
13':X 13':X 0='=X 13':X 1=='=X
-otal + 1 + ; 10
2='=X 3':X 2='=X 0+'+X 1=='=X
%hether the team leader uses hisJher leadership to share po%er %ith hisJher subordinates
0+'0X of the respondents strongly agree %ith it' At the same time 2=X of the team members
agree%ith the same' o$ %e can say that that team leader uses hisJher leadership to share
po%er %ith hisJher subordinate
CONCLU"ION-
/rom the abo#e analysis of the team , %e may conclude that for any decision ma!ing relating
to any projects team leader does not as!s for ideas to the members and some other situations
;:
not' .ut any decision pass in the team the team leader get the appro#al of the e#er team 'and if
any mista!e %as happened in the team the leader told them to not to do it again and ma!e a
note of it 'but he does not told to the members to %hat has to be done O ho% it is done and he
does not creates any feasible en#ironment to participate in the decision prosses by ta!ing the
o%ener ship to that 9hen there are differences in role e@pectations$ heJshe %or!s %ith to
resol#e the differences' .ut he does not deligates the authority to them and does not monitors
them'team leader sho%s that 1ach indi#idual is responsible for defining their job and he didnIt
not do any his Jher leadership po%er to help subordinates gro%' 6e allo%s to set priorities
%ith leader guidance'
As analy&ing the things the team leader the most of the times follo%ing the
A"-O2RA-I2 Leader ship style 'some times *1MO2RA-I2 leader ship style'
Tea$ 8
2rosstabulations
-A.L1 1 ) 2RO -A."LA-ION O/ 81N*1R #s A81

A81
-otal 23 -O += +1 -O +3
8R1A-1R
-6AN +:
81N*1R MAL1 1 0 1 :
/1MAL1 = 1 1 2
-otal 1 3 2 <
-he abo#e table sho%s genderA age %ise classification' Out of < respondents$ : %ere male and
2 %ere female' Also$ 3 of the total respondents %ere in the age group of +1A+3 and 2 %ere in
the age group of greater than '23

>"ALI/I2A-ION
-otal
graduatio
n
(ost
graduation
(roffesion
al
81N*1
R
MAL1 2 1 , :
/1MAL
1
1 = 1 2
-otal + 1 0 <
;;
-he abo#e table sho%s genderA qualification %ise classification' Out of < respondents$ : %ere
male and 2 %ere female' Also$ 1 of the total respondents %ith the qualification of (8 $ + of
them %ith the graduation and 0 of them are professionals'
-A.L1+ ) 2RO -A."LA-ION O/ 81N*1R #s IN2OM1

IN2OM1
-otal T 1=$===
1==== A
2====
2==== A
+==== U+====
81N*1
R
MAL1 1 , 2 = :
/1MAL
1
= 1 = 1 2
-otal 1 0 2 1 <
-he abo#e table sho%s genderA income %ise classification' Out of < respondents$ : %ere male
and 2 %ere female' Also$ 1 of the total respondents %ith the income of T1==== $ 0 of the the
respondents %ith the income of 1====A2====$ 2 of the total respondents %ith the income of
2====A+==== %e and 1 of the the respondents %ith the income of U+====
-A.L1, ) 2RO -A."LA-ION O/ 81N*1R #s 1W(1RI1N21

1W(1RI1N21
81N*1
R
MAL1 1 , 2 = :
/1MAL
1
= 1 = 1 2
-otal 1 0 2 1 <
-he abo#e table sho%s genderA e@perience %ise classification' Out of < respondents$ : %ere
male and 2 %ere female' Also$ 1 of the total respondents %ith the e@perience of T+ yrs $ 0 of
the the respondents %ith the e@perience of +A0 yrs $ 2 of the total respondents %ith the
;<
-A.L1 0) 2ross tabulations 81N*1R #s 6eJshe does not consider suggestions made by us
as he does not ha#e time for us

*isagree Agree
trongly
agree
81N*1R MAL1 1 + + :
1,'+X ,2'<X ,2'<X 1=='=X
/1MAL1 = = 2 2
'=X '=X 1=='=X 1=='=X
-otal 1 + 0 <
11'1X ++'+X 00'3X 1=='=X
%hether the team leader considers the suggestions gi#en by the team members$ 00'3Xof the
respondents strongly agree %ith it' At the same time$ ++'+X of the team members agree %ith
the same' o$ %e consider that their team leader does not considers the suggestions
projects


trongly
trongly
agree
81N*1R MAL1 1 1 2 + :
1,'+X 1,'+X 2;'3X ,2'<X 1=='=X
/1MAL1 2 = = = 2
1=='=X '=X '=X '=X 1=='=X
-otal + 1 2 + <
++'+X 11'1X 22'2X ++'+X 1=='=X
projects ++'+X of the respondents %ere strongly agree %ith that ' At the same time$ 22'2X of
the team members agree %ith the same' o$ %e can say that their team leader As!s team
members for ideas '
<=

the majority -otal
*isagree Neutral
trongly
agree
81N*1R MAL1 2 + 2 :
2;'3X ,2'<X 2;'3X 1=='=X
/1MAL1 2 = = 2
1=='=X '=X '=X 1=='=X
-otal , + 2 <
,,',X ++'+X 22'2X 1=='=X
each indi#idual or the majority 22'2X of the respondents %ere strongly agree %ith that ' At
the same time$ ,,',X of the team members agree %ith the same' o$ %e can say /or a major
decision to pass in their team$ team leader does not ta!es the appro#al of each indi#idual or
the majority
ma!e a note of it

81N*1R MAL1 2 , 1 :
2;'3X 0:'1X 1,'+X 1=='=X
/1MAL1 1 1 = 2
0='=X 0='=X '=X 1=='=X
-otal + 0 1 <
++'+X 00'3X 11'1X 1=='=X
he tells us not to e#er do that and ma!e a note of it ++X of the respondents disagree %ith it'
At the same time$ 00'3 X of the team members neutral %ith the same' o$ %e cant say
%eather the leader says the same thing to them or not
<1

' heJshe creates an
en#ironment %here
the team members
ta!e o%nership of
the project and
allo%s us to
participate in that
decision ma!ing
proceess -otal
Agree
trongly
agree
81N*1R MAL1 + , :
,2'<X 0:'1X 1=='=X
/1MAL1 2 = 2
1=='=X '=X 1=='=X
-otal 0 , <
00'3X ,,',X 1=='=X
the project and allo%s us to participate in that decision ma!ing process$ ,,X of the
respondents strongly agree %ith it' At the same time$ 00X of the team members agree %ith the
same' o$ %e say that the team leader creates an en#ironment %here the team members ta!e
o%nership of the projects'
-A.L1 1=) 81N*1R V heJshe allo%s team members to determining %hat has to be done and
ho% to do it

81N*1R MAL1 1 + + :
1,'+X ,2'<X ,2'<X 1=='=X
/1MAL1 1 1 = 2
0='=X 0='=X '=X 1=='=X
-otal 2 , + <
22'2X ,,',X ++'+X 1=='=X
<2
do it ++'+X of the respondents agree %ith it' At the same time$ ,,',X of the team members
neutral %ith the same' o$ %e canIt say that %eather all the time the team leader allo%s team
members to determining %hat has to be done and ho% to do it or not


trongly
trongly
agree
81N*1R MAL1 1 1 2 + :
1,'+X 1,'+X 2;'3X ,2'<X 1=='=X
/1MAL1 2 = = = 2
1=='=X '=X '=X '=X 1=='=X
-otal + 1 2 + <
++'+X 11'1X 22'2X ++'+X 1=='=X
procedure is not %or!ing correcyly''++'+X of the respondents strongly disagree %ith it' At the
same time ++'+X of the team members agree %ith the same' o$ %e cannot say that the team
leader establish ane% thing %hen a e@isting one is not correct or not'

guidance' -otal
*isagree Neutral
trongly
agree
81N*1R MAL1 2 + 2 :
2;'3X ,2'<X 2;'3X 1=='=X
/1MAL1 2 = = 2
1=='=X '=X '=X 1=='=X
-otal , + 2 <
,,',X ++'+X 22'2X 1=='=X
%hether the team leader allo%s employees to set priorities %ith hisJher guidance or
<+
not '',,',X of the respondents disagree %ith it' At the same time ++'+X of the team members
neutral %ith the same' o$ %e canIt say that %eather heJshe set priorities %ith hisJher guidance
or not'
-A.L1 1+) 81N*1R #s delegates tas!s in order to implement a ne% procedure or process

delegates tas!s in
order to implement
a ne% procedure or
process -otal
Agree
trongly
agree
81N*1R MAL1 0 2 :
:1',X 2;'3X 1=='=X
/1MAL1 = 2 2
'=X 1=='=X 1=='=X
-otal 0 , <
00'3X ,,',X 1=='=X
%hether the team leader delegates tas!s in order to implement a ne% procedure or process or
not ,,',X of the respondents strongly agree %ith it' At the same time 00'3X of the team
members agree %ith the same' o$ %e can say that team leader delegates tas!s in order to
implement a ne% procedure'

81N*1R MAL1 1 + + :
1,'+X ,2'<X ,2'<X 1=='=X
/1MAL1 1 1 = 2
0='=X 0='=X '=X 1=='=X
-otal 2 , + <
22'2X ,,',X ++'+X 1=='=X
<,
correctly or not '2=X of the respondents strongly agree %ith it' At the same time 3=X of the
team members agree %ith the same' o$ %e can say that the team leader monitors the

differences' -otal
Neutral Agree
trongly
agree
81N*1R MAL1 + 2 2 :
,2'<X 2;'3X 2;'3X 1=='=X
/1MAL1 = 2 = 2
'=X 1=='=X '=X 1=='=X
-otal + , 2 <
++'+X ,,',X 22'2X 1=='=X
heJshe %or!s %ith to resol#e the differences$ ,,',X of the respondents agree %ith it' At the
same time ++'+X of the team members neutral %ith the same' o$ %e can say that the team
leader most of the times help them in their role e@pectations

1ach indi#idual is
job -otal
81N*1R MAL1 2 , 1 :
2;'3X 0:'1X 1,'+X 1=='=X
/1MAL1 1 1 = 2
0='=X 0='=X '=X 1=='=X
-otal + 0 1 <
++'+X 00'3X 11'1X 1=='=X
<0
00'3X of the respondents neutral %ith it' At the same time ++'+X of the team members
disagree %ith the same' o$ %e canIt say that %eather the team leader that 1ach indi#idual is
responsible for defining their job or not
subordinates'

6eJshe uses the
po%er that hisJher
leadership position
holds o#er
subordinates' -otal
Agree
trongly
agree
81N*1R MAL1 + , :
,2'<X 0:'1X 1=='=X
/1MAL1 2 = 2
1=='=X '=X 1=='=X
-otal 0 , <
00'3X ,,',X 1=='=X
%hether the team leader sho%s the po%er that hisJher leadership position holds o#er 1==X of
the respondents agree %ith it' o$ %e can say that this thing is done by the leader
gro%'

81N*1R MAL1 1 + + :
1,'+X ,2'<X ,2'<X 1=='=X
/1MAL1 1 1 = 2
0='=X 0='=X '=X 1=='=X
-otal 2 , + <
22'2X ,,',X ++'+X 1=='=X
%hether the team leader uses his Jher leadership po%er to help subordinates gro%'++'+X of
the respondents agree %ith it' At the same time ,,',X of the team members strongly agree
<3
%ith the same' o$ %e can Zt say that that %eather team leader uses his Jher leadership po%er
to help subordinates gro% or not
-A.L1 1<) 81N*1R V 6eJshe uses hisJher leadership to share po%er %ith subordinates

to share po%er %ith
subordinates -otal
81N*1R MAL1 2 , 1 :
2;'3X 0:'1X 1,'+X 1=='=X
/1MAL1 1 1 = 2
0='=X 0='=X '=X 1=='=X
-otal + 0 1 <
++'+X 00'3X 11'1X 1=='=X
%hether the team leader hisJher leadership to share po%er %ith subordinates 00'3X of the
respondents neutral %ith it' At the same time ++'+X of the team members dis agree%ith the
same' o$ %e canIt say that %eather that team leader uses hisJher leadership to share po%er
%ith hisJher subordinatesor not
?CONCLU"ION )
to any projects team leader dpes not as!s for ideas to the members' .ut any decision pass in
the team the team leader did get the appro#al of the e#er team 'and if any mista!e %as
happened in the team the leader does not as!s for not to do it again and ma!e a note of it 'but
he told to the members to %hat has to be done O ho% it is done ' and he creates an feasible
en#ironment to participate in the decision process by ta!ing the o%ner ship to that ' 9hen
there are differences in role e@pectations$ heJshe %or!s %ith to resol#e the differences' .ut he
delegates the authority to them' And does not monitors them''-eam leader sho%s that each
indi#idual is responsible for defining their job 'and he didnIt uses his leadership po%er to help
subordinates gro%' And he uses his po%er to hold the sub ordinates
As analy&ing the things the team leader the follo%ing the *1MO2RA-I2 -7L1
Tea$ 9
<:
2rosstabulations
-A.L11 ) 2RO -A."LA-ION O/ 81N*1R #s A81

A81
-otal
L1
-6AN
20
23 -O
+=
+1 -O
+3
8R1-1R
-6AN
+:
81N*1
R
MAL1 0 2 = = :
/1MAL
1
2 1 1 1 0
-otal : + 1 1 12
-he abo#e table sho%s genderA age %ise classification' Out of 12 respondents$ : %ere male
and 0 %ere female' Also$ : of the total respondents %ere in the age group of T 20 and + of the
total respondents %ere in the age group of '23 to += $ 1 of the total respondents %ere in the age
group of +1A+3 and 1 of the total respondents %ere in the age group of greater than +:

>"ALI/I2A-ION
-otal
graduatio
n
(ost
graduation
(roffesion
al
81N*1
R
MAL1 , 1 2 :
/1MAL
1
+ 2 = 0
-otal : + 2 12
-he abo#e table sho%s genderA qualification %ise classification' Out of 12 respondents$ : %ere
male and 0 %ere female' Also$ + of the total respondents %ith the qualification of (8 $ : of
IN2OM1 -otal
<;
T 1=$===
1==== A
2====
2==== A
+====
81N*1
R
MAL1 2 + 2 :
/1MAL
1
2 2 1 0
-otal , 0 + 12
-he abo#e table sho%s genderA income %ise classification' Out of 12 respondents$ : %ere male
and 0 %ere female' Also$ , of the total respondents %ith the income of T1==== $ 0 of the the
respondents %ith the income of 1====A2==== and + of the total respondents %ith the income
of 2====A+====
-A.L1,) 2RO -A."LA-ION O/ 81N*1R #s 1W(1RI1N21

1W(1RI1N21
81N*1
R
MAL1 2 + 2 :
/1MAL
1
2 2 1 0
-otal , 0 + 12
-he abo#e table sho%s genderA e@perience %ise classification' Out of 12 respondents$ : %ere
male and 0 %ere female' Also$ , of the total respondents %ith the e@perience of T+ yrs $ 0 of
the the respondents %ith the e@perience of +A0 yrs and + of the total respondents %ith the
e@perience of 0A; yrs
Cro(( ta4u&ation(
-A.L1 0) 81N*1R V ' 6eJshe does not consider suggestions made by us' as he does not
ha#e time for us

suggestions made by us as he does not
ha#e time for us -otal

trongly
disagree
*isagre
e Neutral
trongly
agree
81N*1R MAL1 2 2 2 1 :
2;'3X 2;'3X 2;'3X 1,'+X 1=='=X
/1MAL1 = 2 2 1 0
'=X ,='=X ,='=X 2='=X 1=='=X
<<
-otal 2 , , 2 12
13':X ++'+X ++'+X 13':X 1=='=X
%hether the team leader considers the suggestions gi#en by the team members$ ++'+Xof the
respondents disagree %ith it' At the same time$ ++'+X of the team members neutral %ith the
same' o$ %e canIt say that %eather their team leader does considers the suggestions or not'
-A.L1 3) 81N*1R V ' As!s team members for ideas and input on upcoming plans
and projects

plans and projects -otal
Neutral Agree
trongly
agree
81N*1R MAL1 1 + + :
1,'+X ,2'<X ,2'<X 1=='=X
/1MAL1 = = 0 0
'=X '=X 1=='=X 1=='=X
-otal 1 + ; 12
;'+X 20'=X 33':X 1=='=X
projects 33':X of the respondents %ere strongly agree %ith that ' At the same time$ 20X of
the team members agree %ith the same' o$ %e can say that their team leader As!s team
members for ideas '


trongly
trongly
agree
81N*1R MAL1 1 1 1 + 1 :
1,'+X 1,'+X 1,'+X ,2'<X 1,'+X 1=='=X
/1MAL1 = 1 = 1 + 0
'=X 2='=X '=X 2='=X 3='=X 1=='=X
-otal 1 2 1 , , 12
;'+X 13':X ;'+X ++'+X ++'+X 1=='=X
1==
each indi#idual or the majority ++'+X of the respondents %ere strongly agree %ith that ' At
the same time$ ++'+X of the team members agree %ith the same' o$ %e can say /or a major
majority
-A.L1 ;) 81N*1R #s 9hen someone ma!es a mista!e$ he tells us not to e#er do that and
ma!e a note of it

9hen someone
ma!es a mista!e$ he
tells us not to e#er
do that and ma!e a
note of it -otal
Agree
trongly
agree
81N*1R MAL1 2 0 :
2;'3X :1',X 1=='=X
/1MAL1 + 2 0
3='=X ,='=X 1=='=X
-otal 0 : 12
,1':X 0;'+X 1=='=X
he tells us not to e#er do that and ma!e a note of it 0;'+X of the respondents strongly agree
%ith it' At the same time$ ,1':X of the team members agree %ith the same' o$ %e can say
that leader says 9hen someone ma!es a mista!e$ he told them not to e#er do that and ma!e a

' heJshe creates an en#ironment %here the team
members ta!e o%nership of the project and allo%s us
to participate in that decision ma!ing proceess -otal

trongly
trongly
agree
81N*1R MAL1 , 1 = = 2 :
0:'1X 1,'+X '=X '=X 2;'3X 1=='=X
/1MAL1 = = 1 + 1 0
'=X '=X 2='=X 3='=X 2='=X 1=='=X
-otal , 1 1 + + 12
1=1
++'+X ;'+X ;'+X 20'=X 20'=X 1=='=X
the project and allo%s us to participate in that decision ma!ing process$ ++'+X of the
respondents strongly disagree %ith it' At the same time$ 20X of the team members agree %ith
the same' o$ %e canIt say that the team leader creates an en#ironment %here the team
members ta!e o%nership of the projects or not'
ho% to do it

determining %hat has to be done and ho%
to do it -otal

trongly
disagree *isagree Agree
trongly
agree
81N*1R MAL1 + 2 2 = :
,2'<X 2;'3X 2;'3X '=X 1=='=X
/1MAL1 = = 1 , 0
'=X '=X 2='=X ;='=X 1=='=X
-otal + 2 + , 12
20'=X 13':X 20'=X ++'+X 1=='=X
do it ++'+X of the respondents strongly agree %ith it' At the same time$ 20X of the team
members agree %ith the same' o$ %e can say that the team leader allo%s team members to

Neutral Agree
trongly
agree
81N*1R MAL1 1 + 1 2 :
1,'+X ,2'<X 1,'+X 2;'3X 1=='=X
/1MAL1 = = 0 = 0
1=2
'=X '=X 1=='=X '=X 1=='=X
-otal 1 + 3 2 12
;'+X 20'=X 0='=X 13':X 1=='=X
%hether the team leader says to team %hen some thing goes %rong $heJshe tells to team that a
procedure is not %or!ing correcyly''0=X of the respondents strongly agree %ith it' At the
same time 20'0X of the team members agree %ith the same' o$ %e say that the team leader
establish ane% thing %hen a e@isting one is not correct'

' 6eJshe allo%s employees to set priorities %ith

trongly
trongly
agree
81N*1R MAL1 1 1 1 + 1 :
1,'+X 1,'+X 1,'+X ,2'<X 1,'+X 1=='=X
/1MAL1 = 1 = 1 + 0
'=X 2='=X '=X 2='=X 3='=X 1=='=X
-otal 1 2 1 , , 12
;'+X 13':X ;'+X ++'+X ++'+X 1=='=X
%hether the team leader allo%s employees to set priorities %ith hisJher guidance ''++'+X of the
respondents agree %ith it' At the same time ++'+X of the team members strongly agree %ith
the same' o$ %e say that heJshe set priorities %ith hisJher guidance'
-A.L1 1+) 81N*1R #s delegates tas!s in order to implement a ne% procedure or process

delegates tas!s in order to implement a
ne% procedure or process -otal

trongly
trongly
agree
81N*1R MAL1 1 , 1 1 :
1,'+X 0:'1X 1,'+X 1,'+X 1=='=X
/1MAL1 = 2 + = 0
'=X ,='=X 3='=X '=X 1=='=X
-otal 1 3 , 1 12
1=+
;'+X 0='=X ++'+X ;'+X 1=='=X
process''0=X of the respondents disagree %ith it' At the same time ++'+X of the team
members agree %ith the same' o$ %e canIt say that %eather team leader delegates tas!s in
order to implement a ne% procedure or not'

6eJshe closely monitors his team
members to ensure they are performing
correctly' -otal

trongly
trongly
agree
81N*1R MAL1 + 2 2 = :
,2'<X 2;'3X 2;'3X '=X 1=='=X
/1MAL1 = = 1 , 0
'=X '=X 2='=X ;='=X 1=='=X
-otal + 2 + , 12
20'=X 13':X 20'=X ++'+X 1=='=X
correctly or not '++'+X of the respondents strongly agree %ith it' At the same time 20X of the
team members strongly disagree %ith the same' o$ %e canIt say that most of the times the
team leader monitors them

heJshe %or!s %ith to resol#e the differences or not' -otal

trongly
trongly
agree
81N*1R MAL1 1 1 1 + 1 :
1,'+X 1,'+X 1,'+X ,2'<X 1,'+X 1=='=X
1=,
/1MAL1 = , = = 1 0
'=X ;='=X '=X '=X 2='=X 1=='=X
-otal 1 0 1 + 2 12
;'+X ,1':X ;'+X 20'=X 13':X 1=='=X
heJshe %or!s %ith to resol#e the differences$ ,1':X of the respondents disagree %ith it' At
the same time 20X of the team members agree %ith the same' o$ %e can say that most of the
times the team leader does not help them in their role e@pectations

1ach indi#idual
is responsible for
Agree
trongly
agree
81N*1R MAL1 2 0 :
2;'3X :1',X 1=='=X
/1MAL1 + 2 0
3='=X ,='=X 1=='=X
-otal 0 : 12
,1':X 0;'+X 1=='=X
0;'+X of the respondents strongly agree %ith it' At the same time ,1':X of the team members
agree %ith the same' o$ %e consider say that in the team leader sho%s that 1ach indi#idual is
subordinates'

6eJshe uses the po%er that hisJher leadership
position holds o#er subordinates' -otal

trongly
trongly
agree
81N*1R MAL1 , 1 = = 2 :
0:'1X 1,'+X '=X '=X 2;'3X 1=='=X
/1MAL1 = = 1 + 1 0
1=0
'=X '=X 2='=X 3='=X 2='=X 1=='=X
-otal , 1 1 + + 12
++'+X ;'+X ;'+X 20'=X 20'=X 1=='=X
subordinates ++'+X of the respondents strongly disagree %ith it' At the same time 20X of the
team members strongly agree %ith the same' o$ %e canIt say that %eather this thing is done
by the leader or not
gro%'

' 6eJshe uses his Jher leadership po%er
to help subordinates gro%' -otal

trongly
trongly
agree
81N*1R MAL1 + 2 2 = :
,2'<X 2;'3X 2;'3X '=X 1=='=X
/1MAL1 = = 1 , 0
'=X '=X 2='=X ;='=X 1=='=X
-otal + 2 + , 12
20'=X 13':X 20'=X ++'+X 1=='=X
%hether the team leader uses his Jher leadership po%er to help subordinates gro%'++'+X of
the respondents strongly agree %ith it' At the same time 20X of the team members strongly
disagree %ith the same' o$ %e can say that that team leader most of the times uses his Jher
leadership po%er to help subordinates gro%
subordinates

6eJshe uses hisJher
leadership to share
po%er %ith hisJher
subordinates -otal
Agree
trongly
agree
81N*1R MAL1 2 0 :
2;'3X :1',X 1=='=X
1=3
/1MAL1 + 2 0
3='=X ,='=X 1=='=X
-otal 0 : 12
,1':X 0;'+X 1=='=X
%hether the team leader hisJher leadership to share po%er %ith hisJher subordinates 0;'+X of
the respondents stronglyagree %ith it' At the same time ,1':X of the team members
agree%ith the same' o$ %e can say that that team leader uses hisJher leadership to share
po%er %ith hisJher subordinates
CONCLU"ION-
mista!e %as happened in the team the leader told them to not
as! for not to do it again and ma!e a note of it 'but he does not told to the members to %hat
has to be done O ho% it is done and he creates any feasible en#ironment to participate in the
decision prosses by ta!ing the o%ener ship to that' 9hen there are differences in role
e@pectations$ heJshe %or!s %ith to resol#e the differences' .ut he does not deligates the
authority to them and monitors them'team leader sho%s that 1ach indi#idual is responsible for
defining their job 'and he uses his Jher leadership po%er to help subordinates gro%'
As analy&ing the things the team 3eader the most of the times follo%ing the
*1MO2RA-I2 Leader ship style 'and some times /R11 -7(1
TEAM 7
2rosstabulations
-A.L11 ) 2RO -A."LA-ION O/ 81N*1R #s A81

A81
-otal
L1
-6AN
20
23 -O
+=
81N*1
R
MAL1 2 1 +
/1MAL
1
= , ,
1=:
-otal 2 0 :
-he abo#e table sho%s genderA age %ise classification' Out of : respondents$ + %ere male and
, %ere female' Also$ 2 of the total respondents %ere in the age group of T 20 and 0 of the
total respondents %ere in the age group of 23 to +=

>"ALI/I2A-ION
-otal
(ost
graduation
(roffesion
al
81N*1
R
MAL1 + = +
/1MAL
1
1 + ,
-otal , + :
-he abo#e table sho%s genderA qualification %ise classification' Out of : respondents$ + %ere
male and , %ere female' Also$ , of the total respondents %ith the qualification of (8 and +
of them are professionals'

IN2OM1
-otal
1==== A
2====
2==== A
+==== U+====
81N*1
R
MAL1 + = = +
/1MAL
1
2 1 1 ,
-otal 0 1 1 :
-he abo#e table sho%s genderA income %ise classification' Out of : respondents$ + %ere
male and , %ere female' Also 0 of the the respondents %ith the income of 1====A2====$ 1
of the total respondents %ith the income of 2====A+==== %e and 1 of the the respondents
%ith the income of U+====
-A.L1, ) 2RO -A."LA-ION O/ 81N*1R #s 1W(1RI1N21

1W(1RI1N21
-otal + A 0 yrs 0 A ; yrs U ; yrs
81N*1
R
MAL1 + = = +
/1MAL
1
2 1 1 ,
1=;
-otal 0 1 1 :
-he abo#e table sho%s genderA e@perience %ise classification' Out of : respondents$ + %ere
male and , %ere female' Also$ 0 of the the respondents %ith the e@perience of +A0 yrs $ 1 of
the total respondents %ith the e@perience of 0A; yrs and 1 of the the respondents %ith the
e@perience
2rosstabulations
-A.L1 0) 81N*1R V ' 6eJshe does not consider suggestions made by us as he does not
ha#e time for us '1

' 6eJshe does not consider suggestions
made by us as he does not ha#e time for
us -otal

trongly
trongly
agree
81N*1R MAL1 1 1 = 1 +
++'+X ++'+X '=X ++'+X 1=='=X
/1MAL1 = = 2 2 ,
'=X '=X 0='=X 0='=X 1=='=X
-otal 1 1 2 + :
1,'+X 1,'+X 2;'3X ,2'<X 1=='=X
%hether the team leader considers the suggestions gi#en by the team members$ ,2'<Xof the
respondents strongly agree %ith it' At the same time$ 2;'3X of the team members %ith the
same' o$ %e consider that their team leader does not considers the suggestions '
projects

plans and projects -otal
*isagree Neutral
trongly
agree
81N*1R MAL1 1 2 = +
++'+X 33':X '=X 1=='=X
/1MAL1 1 2 1 ,
20'=X 0='=X 20'=X 1=='=X
-otal 2 , 1 :
1=<
2;'3X 0:'1X 1,'+X 1=='=X
projects 0:'1X of the respondents %ere neutral %ith that ' At the same time$ 2;'3X of the
team members disagree %ith the same' o$ %e canIt say that %eather their team leader As!s
team members for ideas or not '
-A.L1 :) 81N*1R #s /or a major decision to pass in our team$ it must ha#e the appro#al
of each indi#idual or the majority

/or a major decision
to pass in our team$
it must ha#e the
appro#al of each
indi#idual or the
majority -otal
Agree
trongly
agree
81N*1R MAL1 1 2 +
++'+X 33':X 1=='=X
/1MAL1 + 1 ,
:0'=X 20'=X 1=='=X
-otal , + :
0:'1X ,2'<X 1=='=X
each indi#idual or the majority ,2'<X of the respondents %ere strongly agree %ith that ' At
the same time$ 0:'1X of the team members agree %ith the same' o$ %e can say /or a major
majority
ma!e a note of it

9hen someone ma!es a mista!e$ he tells
us not to e#er do that and ma!e a note of it -otal

trongly
trongly
agree
81N*1R MAL1 1 = = 2 +
11=
++'+X '=X '=X 33':X 1=='=X
/1MAL1 = 1 + = ,
'=X 20'=X :0'=X '=X 1=='=X
-otal 1 1 + 2 :
1,'+X 1,'+X ,2'<X 2;'3X 1=='=X
he tells us not to e#er do that and ma!e a note of it ,2'<X of the respondents agree %ith it' At
the same time$ 2;'3 X of the team members strongly agree %ith the same' o$ %e can say that
the 9hen someone ma!es a mista!e$ heJshe told them not to e#er do that and ma!e a note of
it'

' heJshe creates
an en#ironment
%here the team
members ta!e
o%nership of the
project and allo%s
us to participate in
that decision
*isagree Neutral
81N*1R MAL1 1 2 +
++'+X 33':X 1=='=X
/1MAL1 1 + ,
20'=X :0'=X 1=='=X
-otal 2 0 :
2;'3X :1',X 1=='=X
the project and allo%s us to participate in that decision ma!ing process or not$ :1',X of the
111
respondents not deciding %eather it happens or not %ith it or not' At the same time$ +=X of the
team members agree %ith the same' o$ %e canIt say that %eather the team leader creates an
en#ironment %here the team members ta!e o%nership of the projects or not'
ho% to do it

heJshe allo%s team
members to
determining %hat
has to be done and
ho% to do it -otal

trongly
disagree *isagree
81N*1R MAL1 1 2 +
++'+X 33':X 1=='=X
/1MAL1 1 + ,
20'=X :0'=X 1=='=X
-otal 2 0 :
2;'3X :1',X 1=='=X
do it :1',X of the respondents disagree %ith it' At the same time$ 2;'3X of the team
members strongly disagree %ith the same' o$ %e can say that the team leader does not
allo%s team members to determining %hat has to be done and ho% to do it
not %or!ing correctlyO he as!s to establish ne% one'

%hen some thing goes %rong
$heJshe tells to team that a
procedure is not %or!ing
correctlyO he as!s to establish
ne% one' -otal
*isagree Neutral
trongly
agree
112
81N*1R MAL1 1 2 = +
++'+X 33':X '=X 1=='=X
/1MAL1 1 2 1 ,
20'=X 0='=X 20'=X 1=='=X
-otal 2 , 1 :
2;'3X 0:'1X 1,'+X 1=='=X
procedure is not %or!ing correcyly''0:'1X of the respondents neutral %ith it' At the same
time 2;'3X of the team members disagree %ith the same' o$ %e canIt say that the team
leader establish ane% thing %hen a e@isting one is not correct or not'

' 6eJshe allo%s
employees to set
priorities %ith
Agree
trongly
agree
81N*1R MAL1 1 2 +
++'+X 33':X 1=='=X
/1MAL1 + 1 ,
:0'=X 20'=X 1=='=X
-otal , + :
0:'1X ,2'<X 1=='=X
%hether the team leader allo%s employees to set priorities %ith hisJher guidance ''0:'1X of the
respondents agree %ith it' At the same time ,2'<X of the team members strongly agree %ith
the same' o$ %e can say that heJshe set priorities %ith hisJher guidance

delegates tas!s in
order to implement
a ne% procedure or
process -otal
Neutral Agree
11+
81N*1R MAL1 2 1 +
33':X ++'+X 1=='=X
/1MAL1 1 + ,
20'=X :0'=X 1=='=X
-otal + , :
,2'<X 0:'1X 1=='=X
process''0:'1X of the respondents agree %ith it' At the same time ,2'<X of the team members
neutral %ith the same' o$ %e can say that some of the times team leader delegates tas!s in
order to implement a ne% procedure'

6eJshe closely
monitors his team
members to ensure
they are performing
correctly' -otal

trongly
disagree *isagree
81N*1R MAL1 1 2 +
++'+X 33':X 1=='=X
/1MAL1 1 + ,
20'=X :0'=X 1=='=X
-otal 2 0 :
2;'3X :1',X 1=='=X
correctly or not '2;'3X of the respondents strongly disagree %ith it' At the same time :1',X of
the team members disagree %ith the same' o$ %e can say that the team leader does not
monitors them
9hen there are
differences in role
e@pectations$ heJshe
%or!s %ith to
-otal
11,
resol#e the
differences'
Agree
trongly
agree
81N*1R MAL1 2 1 +
33':X ++'+X 1=='=X
/1MAL1 = , ,
'=X 1=='=X 1=='=X
-otal 2 0 :
2;'3X :1',X 1=='=X
heJshe %or!s %ith to resol#e the differences$ :1',X of the respondents strongly agree %ith
it' At the same time 2;'3X of the team members agree %ith the same' o$ %e can say that the
team leader help them in their role e@pectations

1ach indi#idual is responsible for

trongly
trongly
agree
81N*1R MAL1 1 = = 2 +
++'+X '=X '=X 33':X 1=='=X
/1MAL1 = 1 + = ,
'=X 20'=X :0'=X '=X 1=='=X
-otal 1 1 + 2 :
1,'+X 1,'+X ,2'<X 2;'3X 1=='=X
'',2'<X of the respondents agree %ith it' At the same time 2;'3X of the team members
strongly agree %ith the same' o$ %e consider that in the team leader sho%s that 1ach
indi#idual is responsible for defining their job
subordinates'

6eJshe uses the
po%er that hisJher
leadership position -otal
110
holds o#er
subordinates'
*isagree Neutral
81N*1R MAL1 1 2 +
++'+X 33':X 1=='=X
/1MAL1 1 + ,
20'=X :0'=X 1=='=X
-otal 2 0 :
2;'3X :1',X 1=='=X
%hether the team leader sho%s the po%er that hisJher leadership position holds o#er team
members or not :1',X of the respondents neutral %ith it' At the same time 2;'3X of the team
members disagree %ith the same' o$ %e canIt say that the leader uses the po%er that
hisJher leadership position holds o#er subordinates
gro%'
-otal

81N*1R MAL1 +
1=='=X
/1MAL1 ,
1=='=X
-otal :
1=='=X
%hether the team leader uses his Jher leadership po%er to help subordinates gro%'2;'3X of
the respondents strongly disagree %ith it' At the same time :1',X of the team members
disagree %ith the same' o$ %e can say that that team leader does uses his Jher leadership
po%er to help subordinates gro%
subordinates

6eJshe uses hisJher leadership to share
po%er %ith hisJher subordinates -otal

trongly
trongly
agree
113
81N*1R MAL1 1 = = 2 +
++'+X '=X '=X 33':X 1=='=X
/1MAL1 = 1 + = ,
'=X 20'=X :0'=X '=X 1=='=X
-otal 1 1 + 2 :
1,'+X 1,'+X ,2'<X 2;'3X 1=='=X
%hether the team leader hisJher leadership to share po%er %ith hisJher subordinates ,2'<X of
the respondents agree %ith it' At the same time 2;'3X of the team members strongly agree
%ith the same' o$ %e can say that that team leader uses hisJher leadership to share po%er
%ith hisJher subordinates

CONCLU"ION-
/rom the abo#e analysis of the team : %e may conclude that for any decision ma!ing relating
mista!e %as happened in the team the leader told them to not as! for not to do it again and
ma!e a note of it 'but he does not told to the members to %hat has to be done O ho% it is done
and he does not creates any feasible en#ironment to participate in the decision prosses by
ta!ing the o%ener ship to that 9hen there are differences in role e@pectations$ heJshe %or!s
%ith to resol#e the differences' .ut he does not deligates the authority to them and does not
monitors them'team leader sho%s that 1ach indi#idual is responsible for defining their job and
he didnIt not do any his Jher leadership po%er to help subordinates gro%' -he team leader
allo%s employees to set priorities %ith his Jher guidance'
As analy&ing the things the team leader the most of the times follo%ing the A"-O2RA-I2
Leader ship style and also some times *1MO2RA-I2 -7L1
TEAM G
2rosstabulations
A81 -otal
11:
23 -O
+=
+1 -O
+3
8R1-1R
-6AN
+:
81N*1
R
MAL1 1 0 1 :
/1MAL
1
= 2 1 +
-otal 1 : 2 1=
-he abo#e table sho%s genderA age %ise classification' Out of 1= respondents$ : %ere male and
+ %ere female' Also$ 1 of the total respondents %as in the age group of 23 to += and : of the
total respondents %ere in the age group of +1to +3 and 2 of the total respondents %ere in the
age group of U +:

>"ALI/I2A-ION
-otal
graduatio
n
(ost
graduation
(roffesion
al
81N*1
R
MAL1 + 1 + :
/1MAL
1
1 1 1 +
-otal , 2 , 1=
-he abo#e table sho%s genderA qualification %ise classification' Out of 1= respondents$ : %ere
male and + %ere female' Also$ 2 of the total respondents %ith the qualification of (8 $ , of
them %ith the graduation and , of them are professionals'
-A.L1 + ) 2RO -A."LA-ION O/ 81N*1R #s IN2OM1

IN2OM1
-otal T 1=$===
1==== A
2====
2==== A
+==== U+====
81N*1
R
MAL1 1 , 1 1 :
/1MAL
1
1 = 2 = +
-otal 2 , + 1 1=
-he abo#e table sho%s genderA income %ise classification' Out of 1= respondents$ : %ere
male and + %ere female' Also$ 2 of the total respondents %ith the income of T1==== $ , of the
the respondents %ith the income of 1====A2====$ + of the total respondents %ith the income
11;
of 2====A+==== %e and 1 of the the respondents %ith the income of U+====
-A.L1 ,) 2RO -A."LA-ION O/ 81N*1R #s 1W(1RI1N21

1W(1RI1N21
81N*1
R
MAL1 1 , 1 1 :
/1MAL
1
1 = 2 = +
-otal 2 , + 1 1=
-he abo#e table sho%s genderA e@perience %ise classification' Out of 1= respondents$ : %ere
male and + %ere female' Also$ 2 of the total respondents %ith the e@perience of T+ yrs $ , of
the the respondents %ith the e@perience of +A0 yrs $ + of the total respondents %ith the
ha#e time for us

*isagree Agree
trongly
agree
81N*1R MAL1 1 2 , :
1,'+X 2;'3X 0:'1X 1=='=X
/1MAL1 = = + +
'=X '=X 1=='=X 1=='=X
-otal 1 2 : 1=
1='=X 2='=X :='=X 1=='=X
%hether the team leader considers the suggestions gi#en by the team members$ :='=Xof the
respondents strongly agree %ith it' At the same time$ 2=X of the team members agree %ith the
same' o$ %e consider that their team leader does not considers the suggestions
projects

' As!s team members for ideas and input on
upcoming plans and projects -otal

trongly
trongly
agree
11<
81N*1R MAL1 1 1 1 2 2 :
1,'+X 1,'+X 1,'+X 2;'3X 2;'3X 1=='=X
/1MAL1 2 1 = = = +
33':X ++'+X '=X '=X '=X 1=='=X
-otal + 2 1 2 2 1=
+='=X 2='=X 1='=X 2='=X 2='=X 1=='=X
projects +=X of the respondents %ere strongly disagree %ith that ' At the same time$ 2=X of
the team members agree %ith the same' o$ %e canIt say that %eather their team leader As!s
team members for ideas or not '

the majority -otal
*isagree Neutral
trongly
agree
81N*1R MAL1 2 + 2 :
2;'3X ,2'<X 2;'3X 1=='=X
/1MAL1 2 = 1 +
33':X '=X ++'+X 1=='=X
-otal , + + 1=
,='=X +='=X +='=X 1=='=X
each indi#idual or the majority ,=X of the respondents %ere disagree %ith that ' At the
same time$ +=X of the team members agree %ith the same' o$ %e can say that /or a major
decision to pass in their team$ some times the team leader ta!es the appro#al of each
indi#idual or the majority
ma!e a note of it


trongly
12=
81N*1R MAL1 1 2 , :
1,'+X 2;'3X 0:'1X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
-otal 2 + 0 1=
2='=X +='=X 0='=X 1=='=X
he tells team members not to e#er do that and ma!e a note of it 0=X of the respondents
neutral %ith it' At the same time$ += X of the team members disagree %ith the same' o$ %e
canIt say that 9hen someone ma!es a mista!e$ he told them not to e#er do that and ma!e a
note of it '

' heJshe creates an
members ta!e o%nership of
the project and allo%s us to
*isagree Agree
trongly
agree
81N*1R MAL1 = , + :
'=X 0:'1X ,2'<X 1=='=X
/1MAL1 1 2 = +
++'+X 33':X '=X 1=='=X
-otal 1 3 + 1=
1='=X 3='=X +='=X 1=='=X
the project and allo%s us to participate in that decision ma!ing process$ +=X of the
respondents strongly agree %ith it' At the same time$ 3=X of the team members agree %ith the
same' o$ %e say that the team leader creates an en#ironment %here the team members ta!e
o%nership of the projects'
ho% to do it
determining %hat has to be done and ho%
-otal
121
to do it

trongly
81N*1R MAL1 1 1 + 2 :
1,'+X 1,'+X ,2'<X 2;'3X 1=='=X
/1MAL1 1 1 1 = +
++'+X ++'+X ++'+X '=X 1=='=X
-otal 2 2 , 2 1=
2='=X 2='=X ,='=X 2='=X 1=='=X
do it ,=X of the respondents %ith it' At the same time$ 2=X of the team members strongly
disagree %ith the same' o$ %e can say that the team leader does not allo%s team members to
not %or!ing correctly O he as!s to establish ne% one'

%hen some thing goes %rong $heJshe tells to team that
a procedure is not %or!ing correctlyO he as!s to
establish ne% one' -otal

trongly
trongly
agree
81N*1R MAL1 1 1 1 2 2 :
1,'+X 1,'+X 1,'+X 2;'3X 2;'3X 1=='=X
/1MAL1 2 1 = = = +
33':X ++'+X '=X '=X '=X 1=='=X
-otal + 2 1 2 2 1=
+='=X 2='=X 1='=X 2='=X 2='=X 1=='=X
procedure is not %or!ing correcyly''+=X of the respondents strongly disagree %ith it' At the
same time 2=X of the team members agree %ith the same' o$ %e can say that in some
situations the team leader establish ane% thing %hen an e@isting one is not correct'

guidance' -otal
122
*isagree Neutral
trongly
agree
81N*1R MAL1 2 + 2 :
2;'3X ,2'<X 2;'3X 1=='=X
/1MAL1 2 = 1 +
33':X '=X ++'+X 1=='=X
-otal , + + 1=
,='=X +='=X +='=X 1=='=X
%hether the team leader allo%s employees to set priorities %ith hisJher guidance '',=X of the
respondents disagree %ith it' At the same time +=X of the team members strongly agree %ith
the same' o$ %e can say that some times heJshe set priorities %ith hisJher guidance'

delegates tas!s in
order to implement
a ne% procedure or
process -otal
Agree
trongly
agree
81N*1R MAL1 0 2 :
:1',X 2;'3X 1=='=X
/1MAL1 = + +
'=X 1=='=X 1=='=X
-otal 0 0 1=
0='=X 0='=X 1=='=X
process''0=X of the respondents strongly agree %ith it' At the same time 0=X of the team
members agree %ith the same' o$ %e can say that most of the times team leader delegates
tas!s in order to implement a ne% procedure'

6eJshe closely monitors his team
members to ensure they are performing
correctly' -otal

trongly
81N*1R MAL1 1 1 + 2 :
12+
1,'+X 1,'+X ,2'<X 2;'3X 1=='=X
/1MAL1 1 1 1 = +
++'+X ++'+X ++'+X '=X 1=='=X
-otal 2 2 , 2 1=
2='=X 2='=X ,='=X 2='=X 1=='=X
correctly or not ',=X of the respondents neutral %ith it' At the same time 2=X of the team
members strongly disagree %ith the same' o$ %e can say that the team leader most of the
times does not monitors them

differences' -otal
Neutral Agree
trongly
agree
81N*1R MAL1 + + 1 :
,2'<X ,2'<X 1,'+X 1=='=X
/1MAL1 = + = +
'=X 1=='=X '=X 1=='=X
-otal + 3 1 1=
+='=X 3='=X 1='=X 1=='=X
%hether the team leader %ill do any things 9hen there are differences in role e@pectations $
heJshe %or!s %ith to resol#e the differences or not$ 3=X of the respondents agree %ith it' At
the same time +=X of the team members neutral %ith the same' o$ %e can say that the team
leader most of the times help them in their role e@pectations

1ach indi#idual is
job -otal

trongly
81N*1R MAL1 1 2 , :
1,'+X 2;'3X 0:'1X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
12,
-otal 2 + 0 1=
2='=X +='=X 0='=X 1=='=X
''0=X of the respondents neutral %ith it' At the same time +=X of the team members disagree
%ith the same' o$ %e consider that in the team leader does not sho%s that 1ach indi#idual is
subordinates'

*isagree Agree
trongly
agree
81N*1R MAL1 = , + :
'=X 0:'1X ,2'<X 1=='=X
/1MAL1 1 2 = +
++'+X 33':X '=X 1=='=X
-otal 1 3 + 1=
1='=X 3='=X +='=X 1=='=X
'3=X of the respondents strongly agree %ith it' At the same time +=X of the team members
agree %ith the same' o$ %e can say that this thing is done by the leader
-A.L1 1;) 81N*1R V ' 6eJshe uses his Jher leadership po%er to help subordinates gro%

' 6eJshe uses his Jher leadership po%er
to help subordinates gro%' -otal

trongly
81N*1R MAL1 1 1 + 2 :
1,'+X 1,'+X ,2'<X 2;'3X 1=='=X
/1MAL1 1 1 1 = +
++'+X ++'+X ++'+X '=X 1=='=X
-otal 2 2 , 2 1=
120
2='=X 2='=X ,='=X 2='=X 1=='=X
%hether the team leader uses his Jher leadership po%er to help subordinates gro%',=X of the
respondents %ith it' At the same time 2=X of the team members strongly disagree %ith the
same' o$ %e canIt say that %eather team leader uses his Jher leadership po%er to help
subordinates gro% or not
subordinates

subordinates -otal

trongly
81N*1R MAL1 1 2 , :
1,'+X 2;'3X 0:'1X 1=='=X
/1MAL1 1 1 1 +
++'+X ++'+X ++'+X 1=='=X
-otal 2 + 0 1=
2='=X +='=X 0='=X 1=='=X
%hether the team leader hisJher leadership to share po%er %ith hisJher subordinates 3=X of the
respondents agree %ith it' At the same time +=X of the team members neutral %ith the same'
o$ %e can say that that team leader uses hisJher leadership to share po%er %ith hisJher
subordinates
CONCLU"ION )
/rom the abo#e analysis of the team ; %e may conclude that for any decision ma!ing relating
to any projects team leader does not as!s for ideas to the members and some other situations
not' .ut any decision pass in the team the team leader did not get the appro#al of the e#ery
team member 'and if any mista!e %as happened in the team the leader did not as! for not to
do it again and ma!e a note of it 'but he told to the members to %hat has to be done O ho% it
is done and creates any feasible en#ironment to participate in the decision process by ta!ing
the o%ner ship to that 9hen there are differences in role e@pectations$ heJshe %or!s %ith to
123
resol#e the differences' .ut he delegates the authority to them and does not monitors
them'team leader sho%s that 1ach indi#idual is responsible for defining their job and he didnIt
not do any his Jher leadership po%er to help subordinates gro%' -he team leader allo%s
employees to set priorities %ith his Jher guidance'
As analy&ing the things the team leader the most of the times follo%ing the *1MO2RA-I2
Leader ship style some times /R11 R1I8N -7L1
2rosstabulations
TEAM 9

A81
-otal
L1
-6AN
20
23 -O
+=
+1 -O
+3
8R1-1R
-6AN
+:
81N*1
R
MAL1 = , 1 = 0
/1MAL
1
+ 2 2 2 <
-otal + 3 + 2 1,
-he abo#e table sho%s genderA age %ise classification' Out of 1, respondents$ 0 %ere male and
< %ere female' Also$ + of the total respondents %ere in the age group of T 20 and 3 of the total
respondents %ere in the age group of '23 to += + of the total respondents %ere in the age group
of +1 to +3 and 2 of the total respondents %ere in the age group of 'U +:

>"ALI/I2A-ION
-otal
graduatio
n
(ost
graduation
(roffesion
al
81N*1
R
MAL1 = = 0 0
/1MAL
1
0 , = <
-otal 0 , 0 1,
-he abo#e table sho%s genderA qualification %ise classification' Out of 1, respondents$ 0 %ere
male and < %ere female' Also$ , of the total respondents %ith the qualification of (8 $ , of
12:
-A.L1 +) 2RO -A."LA-ION O/ 81N*1R #s IN2OM1

IN2OM1
-otal T 1=$===
1==== A
2====
2==== A
+==== U+====
81N*1
R
MAL1 1 + 1 = 0
/1MAL
1
2 , 2 1 <
-otal + : + 1 1,
-he abo#e table sho%s genderA income %ise classification' Out of 1, respondents$ 0 %ere
male and < %ere female' Also$ + of the total respondents %ith the income of T1==== $ : of the
the respondents %ith the income of 1====A2====$ + of the total respondents %ith the income
of 2====A+==== %e and 1 of the the respondents %ith the income ofU +====
-A.L1 ,) 2RO -A."LA-ION O/ 81N*1R #s 1W(1RI1N21

1W(1RI1N21
81N*1
R
MAL1 1 + 1 = 0
/1MAL
1
2 , 2 1 <
-otal + : + 1 1,
ha#e time for us

' 6eJshe does not consider suggestions
made by us as he does not ha#e time for
us -otal
trongly
agree
81N*1R MAL1 = , 1 = 0
'=X ;='=X 2='=X '=X 1=='=X
/1MAL1 + , = 2 <
++'+X ,,',X '=X 22'2X 1=='=X
-otal + ; 1 2 1,
21',X 0:'1X :'1X 1,'+X 1=='=X
12;
%hether the team leader considers the suggestions gi#en by the team members or not$ 0:'1X of
the respondents neutral %ith it' At the same time$ 21',X of the team members disagree %ith
the same' o$ %e can Zt say %eather their team leader does not considers the suggestions or
not '
projects

' As!s
team
member
s for
ideas
and
input on
upcomin
g plans
and
projects -otal

trongly
agree
81N*1R MAL1 0 0
1=='=X 1=='=X
/1MAL1 < <
1=='=X 1=='=X
-otal 1, 1,
1=='=X 1=='=X
projects or not $1==X of the respondents %ere strongly agree %ith that '' o$ %e can say that
their team leader As!s team members for ideas '

the majority -otal
*isagree Agree
trongly
agree
12<
81N*1R MAL1 = , 1 0
'=X ;='=X 2='=X 1=='=X
/1MAL1 2 1 3 <
22'2X 11'1X 33':X 1=='=X
-otal 2 0 : 1,
1,'+X +0':X 0='=X 1=='=X
each indi#idual or the majority 0=X of the respondents %ere strongly agree %ith that ' At
the same time$ +0':X of the team members agree %ith the same' o$ %e can say /or a major
majority
1+=

1+1
>IN+INA"-
.y considering the %hole < teamIs team memberIs perception regarding their team leader
9e concluded that the team leader of e#ery team %as not follo%ing the constant type of
leader ship style'
-eam 1 leader follo%ing democratic style$ -eam 2$,$: leaders are follo%ing democratic
Oautocratic style $-eam 3O; leaders are follo%ing democraticO democratic -eam +O0
leaders are follo%ing democratic style -eam < leader follo%ing free reign type leader ship
styles '
*) ana&)zin the 6ho&e tea$ $e$4er( %er3e%tion( re&atin to their tea$ &eader 4eha'ior
the !o&&o6in thin( 6ere !ind out-
Most of the team leaders %ere not considering the suggestions of team members ome of the
team leaders not allo%ing the team members to contribute their ides to the particular projects'
/or a major decision to pass in their team$ it must ha#e the appro#al of each indi#idual or the
majority'
9hen some one ma!es the mista!e the leaders as!ing them to note do%n it and not e#er do it
.ut most of the leaders not creating an en#ironment %here the team members ta!e o%nership
of the project and allo%s us to participate in that decision ma!ing process but some %ere doing'
Most of the team leaders %ere allo%ing team members to determining %hat has to be done and
ho% to do it some team members are not allo%ing 'Most of the team leaders %ere delegating
tas!s in order to implement a ne% procedure or project' ome team leaders %ere closely
monitors the team members to ensure they are performing correctly some team leaders %ere
not'
All of the team leaders %ere %or!ing 9hen there are differences in role e@pectations$ %ith to
resol#e the differences 'in most of team leaders #ie% each indi#idual is responsible for defining
their job' ome of the leaders using the leadership po%er to position hold o#er subordinates'
[-hey are not sharing the data %ith -eam members\'
1+2
"UAAE"TION"-
1' -he organi&ation needs to put efforts on building a leadership style %hich is suitable for
increasing producti#ity$ reduces the abnormal attrition rate %hich is pre#alent in soft%are
de#elopment industry'
2' -he organi&ation should promote a participatory culture in %hich e#ery member in the
organi&ation should ha#e a chance to e@press his suggestions'
+' -he members should be encouraged to gi#e suggestions$ as it %ould gi#e a chance of
generating ne% ideas for the e@isting problems'
, 'the leaders ha#e to creates an feasible en#ironment %here the team members ta!e
o%nership of the project and allo% them to participate in that decision ma!ing process to
contribute their ideas'
0' the team leader should gi#e a chance to team members to determine %hat has to be done
and ho% to do it'' it %ill helps them to enhance the performance of the team members
3 'the team leaders ha#e to delegates tas!s to the team member by considering their
particular domain of the !no%ledge in order to implement a ne% procedure or project team
leaders need closely monitors
:' the team members to ensure they are performing correctly to or not and along %ith this the
team leader has to gi#e them proper feed bac! to enhance the performance of the employees'
;' the team leaders did not use their leadership po%er to position holds o#er subordinates
they ha#e to create an feasible type en#ironment %here employees get a chance to pro#e them
sel#es in their domain'
-hese are the suggestions %ill help to the organi&ation to achie#e their goals'
1++
1+,
*i4&iora%h)
Na$e o! the *oo# Author
(ersonnel Management 2'.' Mamoria
(ersonnel Management Arun Monappa$ Mir&a Aiuddins
6uman Resource Management ubba Rao
Online Service
%%%'%or!<11'com
%%%'hrmguide'net
%%%'google'com
1+0

ANEHURE /
+e$ora%hi3 In!or$ation
1D Age 1D T 2= 2D 2= Q 20 +D 20 Q += ,D += Q +0 0D U+0
2D 8ender 1D Male 2D /emale
+D >ualification 1D 8raduation 2D (ost 8raduation +D (rofessional
,D 1@perience 1D T + yrs 2D + Q 0 yrs +D 0 Q ; yrs ,D U ; yrs
0D Monthly Income 1D T 1=$=== 2D 1=$=== Q 2=$=== +D 2=$=== Q +=$=== ,D U +=$===
M) Tea$ Leader

/ I "tron&) +i(aree, . I +i(aree = I Neutra&, 1 I Aree, 8 I "tron&) Aree
3) 6eJshe does not consider suggestions made by us as he does not ha#e time for us
1' trongly *isagree$ 2 ' *isagree + 'Neutral$ ,'Agree$ 0 ' trongly Agree'
:) ' As!s team members for ideas and input on upcoming plans and projects
;) /or a major decision to pass in our team$ it must ha#e the appro#al of each indi#idual or
the majority
1+3
<) 9hen someone ma!es a mista!e$ he tells us not to e#er do that and ma!e a note of it
1=) heJshe creates an en#ironment %here the team members ta!e o%nership of the project
and allo%s us to participate in that decision ma!ing process
11) heJshe allo%s team members to determining %hat has to be done and ho% to do it

12) %hen some thing goes %rong $heJshe tells to team that a procedure is not %or!ing
correcylyO he as!s to establish ne% one
1+) 6eJshe allo%s employees to set priorities %ith hisJher guidance
1, *elegates tas!s in order to implement a ne% procedure or process
10) 6eJshe closely monitors his team members to ensure they are performing correctly'
1+:
13) 9hen there are differences in role e@pectations$ heJshe %or!s %ith to resol#e the
differences
1:) 1ach indi#idual is responsible for defining their job
1; 6eJshe uses the po%er that hisJher leadership position holds o#er subordinates'
1< 6eJshe uses his Jher leadership po%er to help subordinates gro%'
2= 6eJshe uses hisJher leadership to share po%er %ith hisJher subordinates
1+;

Rajeev Kumar

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