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CHAPTER-II

REVIEW OF LITERATURE

This chapter includes literature, local and international studies about the topic of

the research, which was collected by reviewing different books and studies from different

university libraries. The studies done in India or in abroad bearing direct or indirect effect

on the present study had been reviewed and presented in this chapter. The review of

literature contained studies related with Leadership Styles, Characteristics of Leader,

Leadership skills and Leadership Ethics. These studies pertained to the period from 1977

to 2012

Khandwalla P.N (1977) in his research on “Leadership in Management”,

illustrated that majority of the leaders were above average in intelligence. He said that

effective leaders tend to possess greater intelligence, supervisory ability, initiative, self-

assurance, and individuality than leaders not perceived as effective. He also found that

higher level managers tend to possess these traits to a greater extent than lower level

managers. He suggested that subordinate-oriented supportive supervisors tend to be more

effective than authoritarian, non supportive supervisors. He found that directive

leadership was effective when the leader also happens to be a considerate person. When

subordinates were performing simple or frustrating tasks, supportive, considerate

leadership was effective. When task were ambiguous or urgent, directive leadership was

effective, particularly when subordinates like to be told what to do and the leader was

considerate. By implication when tasks were boring or frustrating, not being supportive

amounts to ineffective leadership. An alternative to directive leadership was participatory

leadership. He found in his research that when the tasks performed by group members

were routine and highly structured, participatory leadership fails to increase either

productivity or job satisfaction. But when the tasks performed were complex and/or

non-routine, participatory leadership was quite effective. Also when the subordinates had

a high need for autonomy or were highly capable or had specialized knowledge that the

leader did not possess, then participatory leadership was found to be more effective.

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Selvadurai S (1977) in his research “Leadership in the Co-operative” found that

leaders were not made but evolve depending on various situations. This study also

revealed that there was a positive correlation between the importance a person enjoyed in

the society and his chances of emerging as a leader in a co-operative. The leadership

theory was broadly classified into three categories, namely Trait theory said that leaders

were born and not made. Second one was Behavioral theory holds that leadership comes

from a certain set of behaviors that could be imparted to anyone through training. Third

one was situational theory said that a leader was one who drives the maximum advantage

from properly managing the situation-the finer he did it, the better the leader he was. A

leader successful in one situation fails in another situation or vice versa. Keeping this in

view the author conducted a study of 40 leaders in the co-operative sector in Kerala. The

three major questions posed to the leader were (a) whether leadership was a born quality

(b) whether leadership can be acquired or developed (c) whether leadership was

situational. It was concluded that 55% leader prefers situational leadership style as

compare to other style. Another factor that emerged from the study was the identification

of the support base for the leader’s strength. The questions put to them were whether the

attainment of their leadership position was due to (a) their family background (b) their

political position (c) their social leadership position. This analysis revealed that the social

background more than the political and family background, a person enjoyed primarily

helps him to attain leadership position in co-operative. In further analysis, a correlation

between situational leadership preference and social leadership background strengths

could be worked out. It was seen that out of 40 leaders interviewed, 22 persons preferred

situational leadership. And out of these 22 situationlists, 14 were of the view that they

owed their positions in the co-operative to their social standing in society. So, more

leaders who preferred the situational style draw their leadership strength from the social

responsibility they command. So his findings indicated that leaders in the co-operative

movement had a strong preference for situational leadership.

Jaggi B.L (1978) the study of 120 managers concluded that prevailing leadership

styles appeared to be between benevolent autocracy and consultative type. The study

further indicated that the leadership style was associated with various factors such as age

of the executives, their positions and functions and the size of the organizations. Thus,

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younger managers and managers in bigger sized companies were less authoritarian

whereas the managers in production and technical areas were more authoritarian.

Singh P, Warrier S & Das G (1979) studied 100 managers of public sector

enterprises and concluded that 3 per cent of the managers adapted democratic style, 7 per

cent autocratic style, 23 per cent compromiser style, 31 per cent bureaucratic style and 21

per cent developer style. He found that differences in leadership style were due to the

procedural rigidity in the public sector enterprises.

Narang C.S (1981) in his research report on “Comparative Study of the

Managerial Styles of Indian Managers in Private and Public Sector” concluded that

leaders in private and public sector had only one basic style of leadership and the most

prevalent style was High task and high relationship. Managers with a wider style range

were more effective as these managers change their style according to the demands of the

given situation. Most of the leaders in private sector tend to be democratic while leaders

in public sector tend to be autocratic or average. He further stated that effectiveness of

manager’s increases with the qualification of managers in private and public sector. All

the managers of private sector fall in the category of effectiveness and all the managers in

public sector fall in the category of effectiveness, zero and ineffectiveness. The study also

found that democratic managers mainly believed in high relations and the concern for the

task may be high or low.

Agarwal R (1983) in her study showed that the leaders were not rigid in their

approach. They choose their leadership styles in accordance with the needs of specific

situations. The leader's concern was both for the task and for establishing cordial

relationships with his subordinates. The worker's perception was identical in this area and

points to the suitability of the small sized banking units as the model for future

expansion.

Sinha S (1984) conducted that there was no best style of leadership. Successful

leaders adapted their leader behavior to meet the needs of the group and of the particular

environment. Effectiveness depends upon the leader, the followers, and other situational

variables that make up the environment: E=f (l,f,s). Therefore, people who were

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interested in increasing their own success as leaders must give serious thought to these

behavioral and environmental considerations.

Hinger A (1986) reported that the bureaucratic style was found to be significantly

correlated with the effectiveness of superior, efficiency of superior and the efficiency of

the organization. The nurturant (fatherly) style was not related to any indicator of

effectiveness. However, the nurturant and the task - orientation styles of leadership were

found to be correlated with the effectiveness of superior, and the efficiency of the

organization. Participative style was found to be significantly correlated with

effectiveness of subordinates, whereas the authoritarian style was found to be

significantly but negatively correlated with effectiveness of subordinates.

Trivedi R.K (1987) concluded in his research “Leadership Styles-Philosophical

Aspect” that there were certain given circumstances within which the leader and the

organization had to function. While the capacity to lead, take decisions and provide

guidance were all important, all these had to be brought together to produce an able and

efficient leader. Unless both leadership style and organizational effectiveness were based

on philosophy, on certain values and principles they had no meaning. Going back to

tradition, the greatest inspiration was derived from Gita, both with regard to leadership

and the efficacy of an organization. It was important for the leader to ensure that the

people working under him realize their duty and work together as a team. On the other

hand, everyone had got to do his duty to the best of his capacity, dedicated entirely to it

and on the other hand everyone had got to work together in order to achieve the highest

welfare. This welfare should be linked to the welfare of the organization, the community

and the society.

Varshneya J.S (1987) concluded in his research that in today’s world no sector

of the economy had been left untouched whether it be a public sector unit, manufacturing

steel or electronic components or service industry like banking or transport. The

emphasis now was on quality and greater customer satisfaction. The approach was now

on task accomplishment. The emphasis was on achievement of results. One important

quality which every leader must imbibe was a high degree of professional and personal

integrity. If person integrity was beyond doubt he will be trusted by all. The superior and

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subordinates value the opinions of such person’s ability to inspire his peers. The concern

for people assumes significance against the back drop of the commitment to

organizational goals. There were occasions in the life of an executive when he felt on the

top of the world and there were also times when he pushed into a corner and driven to a

greater distress. But he had to consistently try with all sincerity for the achievement of the

organizational goals, irrespective of whether he was at the bottom. In the banking

industry the manager had to be highly persuasive in his orientation. At the same time he

should be emotionally mature, had lot of patience and a tough heart. A leader had to gain

the confidence of his colleagues and they in turn have to gain his confidence. They had to

sit together and work harder to find out the best solution in a given situation.

Vittal N (1987) in his research Leadership Styles and Organizational

Effectiveness relates organizational effectiveness to leadership styles. Shakespeare said

that Leadership styles were like styles in dresses. They had to relate to the situation and

occasion that called for. It did not matter whether the cat was black or white, so long as it

catches mice. Indulging in managerial Dengism, it did not matter what the leadership

style was, so long as it was effective. Task oriented supervisor was one who emphasis the

task, often believes ends were more important than means and thinks employees need to

be supervised closely to get the work done whereas employee oriented supervisor

believes that concern for subordinates need and welfare promotes both the quality and

quantity of work. According to this concept, leadership or supervisory styles stem from

three mutually exclusive orientations: benevolent, critical and self-dispensing. Two styles

of leadership can be recognized: The effective style and the ineffective style. The very

first requirement for effective leader was to overcome the psychological inertia and

develop a positive attitude. Developing a positive attitude automatically leads one to that

old cliché in management, namely, that every problem was really an opportunity. Third

element constituting effective organizational leadership was “responsible intransigence”.

An effective leader must be able to take risks while taking decisions, which perhaps

could be challenged also. The leader not only tries to assimilate a new technology but

tries to improve it, thereby producing a better quality product more economically than

original inventor. In this way, the Japanese had beaten the Americans in the fields of

Electronics, by systematically adopting ‘followership’. Another important dimension to

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effective leadership was the need to vote all the time for speed against perfection. An

efficient leader must always give a positive feedback to enthusiasm his people. A leader

did not function in vacuum. He had to carry the people with him always like

subordinates, colleagues, and superior. A leader task also includes selling ideas that

benefit his organization. Effective leadership springs from adopting situational approach.

A leader must be able to look at situations and make a quick SWOT analysis and see

what will bring the results and fine tune his strategies in that extent. Two more things

were called for developing an effective leadership. One was integrity in thought and

action. Second was enthusiasm and energy. The leader enthusiasm was like a magnet

which pulls all the people around leader and helps leader to achieve your organizational

goals.

Parukh S.K (1995) in his research on “The Leadership Conundrum” concluded

that leadership was a function to be performed and not a status to be enjoyed. A superior

function requires a superior expertise, not a superior human being because the world was

comprised of equal men with differential capabilities. He founds that democratic leader

assumes the responsibility of creating for his followers self confidence, empowerment

and freedom. The leader was superior as man, the leader was supposed to have cultivated

a number of human virtues reserved for his class so that followers may emulate his

example, accept his value goals and walk in his footsteps but democratic leadership was

dangerous in the long run because it takes domination underground as it brings

psychological inequality and divides people into more humane and less humane.

According to him the most successful leader was one who leads without the follower

even knowing.

Dionne L (2000) in his research on Level of Negotiating Latitude and Job

Satisfaction found how the relationship between leaders and members affects the

behavior of members (i.e. satisfaction). Fifteen banks were approached to participate in

this study. There were two questionnaire used in this research. The first was the Leader-

Member exchange (multidimensional from Liden & Maslyn, 1998) which concerned

their relationship with their leader, divided into four aspects: Affect, Loyalty,

Contribution and Professional respect. Affect means the mutual affection that members

had for each other e.g. friendship. Loyalty involves faithfulness to the individual that was

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generally consistent from situation to situation. Contribution means perception of the

current level of work-oriented activity each member puts forth toward the mutual goals.

Professional respect involves reputation that each member built within and outside the

organization. And second was in regards to their satisfaction with work by Minnesota

Satisfaction Questionnaire, divided into two aspects: intrinsic e.g. achievement and

extrinsic e.g. working condition. The study showed that the manager, who wants to

influence the satisfaction of the employees, can put more energy into Affect, Loyalty and

Professional respect and less into Contribution because there was a low relationship with

regards to Contribution and General satisfaction. The study concluded that Affect,

Loyalty and Professional respect had positive relationship with Job satisfaction.

Flood P.C, Hannan E, Smith K.G et al. (2000) in his research paper on Chief

executive leadership style, consensus decision making, and top management team

effectiveness concluded that leadership style had both direct and indirect relationships

with consensus decision making and with the reported effectiveness of top management

teams using data from 79 high technology firms in the US and Ireland. It focused on what

effective leaders do rather than the individual traits they possessed and differentiates

between four styles of leadership: Authoritarian, Transactional, Transformational and

Laissez Fair. Authoritarian leaders were characterized by the use of instruction and non-

contingent reprimand. Transactional leaders were those who influence others by

appealing to their self-interest primarily through the exchange of valued rewards for

services or other desired behaviors. They used rewards as their primary source of power.

Transformational leader typically inspired followers to do more than originally expected.

The last one was laissez faire leader as those leaders who avoid decision making and

supervisory responsibility. The study found that transformational leadership was the only

leadership style that was significant and positively related to reported team effectiveness.

Groups working under high transformational leadership reported higher levels of

perceived performance, extra effort, and satisfaction with the leader. The laissez faire

style was significantly negatively related to reported team effectiveness. The study also

concluded that Authoritarian and transformational leadership also predicted consensus

decision making in the top management groups, the former negatively and the latter

positively. Transactional leadership was also negatively and significantly related to

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consensus decision making as people jockey for positions in a transactional group which

may create competition between team members, reducing their willingness to engage in

co-operative behaviors, where each may be more focused on their own individual goals

rather than the group’s goals. Finally, consensus decision making emerged as a

significant predictor of perceived team effectiveness.

Goleman D(2000) in his research on Leadership that gets results found that

leaders uses six styles namely Commanding, Visionary, Affiliative, Democratic,

Pacesetting and Coaching. Each springs from different components of emotional

intelligence. Commanding style used a phrase that “Do what I tell you”. This style had a

negative impact on climate. Visionary style used a phrase “Come with me”. Here the

leader mobilizes people towards vision. This type of leader creates self confidence among

employee and had most strong positive impact on climate. This style was used when

changes require a new vision or when clear direction was needed. Affiliative leader

created harmony and build emotional bonds among employees and used phrase “People

come first”. This style best fit to heal the rifts in a team or to motivate people during

stressful circumstances and had positive impact on climate. Democratic style forges

consensus through participation and used a phrase “What do you think”. This style was

best fit to get input from valuable employees and had positive impact on climate.

Pacesetting style used a phrase “Do as I do, now” and set high standard for performance.

This style was used when leader want quick results from a highly motivated and

competent team. The overall impact of this style was negative. The last one was

Coaching style. This style developed people for the future and used a phrase “Try this”.

This style was used to help employees to improve the performance or develop long team

strengths and had a positive impact on climate of the organization.

Premji A (2000) This was a very short article on Leadership in the new

millennium, highlighted the qualities of good leader. He stated that a leader must

communicate the vision in a way that it generates enthusiasm. He should built strong

foundation on Values. A leader should be aggressive, possessed high energy, emphasis

on quality, innovative and must build star performers and teams. He further stated that

leader should assume responsibility for their mistakes and share credit with their team

members.

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Ramchandran N (2000) of Karur Vysya Bank Limited explained the role of bank

manager in the changing business environment. First was planning which was essential at

both micro and macro levels. Manager’s aim was to achieve greater productivity through

optimum utilization of resources. He should be good organizer, communicator,

coordinator, delegator, motivator, integrator and implementer. He founds that manager

should neither be too authoritarian nor too flexible or too soft. He learns to handle

conflict in a mature way. A manager exists to make things happen. Strive for results.

They talked of all the mores “more charts, more deals, more growth, more satisfaction,

more success”. He must be aware of the fact that today’s worker were having better

education and greater expectations. Hence it was necessary to adapt to appropriate

motivational strategies. He should know how to be good boss. Five things were essential

to be a good boss (PERKS) i.e. Participation, Environment, Recognition, Knowledge and

Skills. He further holds that sensitivity to difference in people and adjusting himself to

match their needs shall be his watch words.

Rout E.L (2000) found that effective leadership was the outcome of collective

efforts (of the leader and the follower) rather than the individual effort (of the leader

alone). He found that the leader cannot be a successful leader without having good

interaction with the followers. The central feature of modern organizations was

interdependence –where no one has complete autonomy, where most employees were

tied to many others by their work, technology, management, systems and hierarchy.

Therefore, the leader had to cooperate through a complex web of dependent relationships.

It was the quantum leadership paradigm which explained that leadership was best

understood in terms of leader and the follower together. It defined the power of

leadership as a connection between leader and the followers who together play a role in

generating the leadership power.

Seshaiah K (2000) that there was a great debate on whether leader were born or

made , whether the skills and qualities of human being were inbred and hereditary

oriented or acquired and developed. Some argued upon the acquisition of qualities and

emphasize the need for imparting knowledge and skills through training for bringing

attitudinal changes among people with specific value orientation. The author talked about

that basically the leader was an individual endowed with different energy manifestations

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like physical, emotional and intellectual and spiritual energies. Thus, Human

performance was a sum of interplay of these energy forces on one hand and interplay of

the forces within each force on the other. That is, within each force, there was both

positive and negative and weak and strong. The strong forces were nullified by the weak

and the weak were compensated by the strong. He also concluded that leaders were born,

made and also discovered. Leadership was hidden in every man. It was to be opened and

uncovered. Hence, what was born was to be discovered. What was discovered was to be

developed. The discovery can be made either by one’s own effort or with any outsider’s

help. For example, Gandhi, Linclon and many others can be cited as examples of

‘development’. Every leader was recognized and remembered for a quality. For example,

Jesus was known for his love. Further a positive leader sometime becomes negative and

vice versa, depending on situational forces. Ashoka was an example of conversion from

negative to positive.

Seshaiah K (2000) states that literature on leadership usually deals with the way

the leader would influence the followers but the leader had to prove his mettle against

several others as well. The most important aspect was “influence”. Because, while a

leader creating the group’s or organizations missions and outlining the strategy for

attaining them, he had to influence different persons in different groups in different ways

and styles. Thus, the excellence of a leader depends upon the capability to deal with

different type of relationships successfully. He found that influence was the relationship

between the influencer and the influenced. The influencer was the leader and the

influenced cover (1) The purpose (2) The followers (3) Competitors, (4) Opponents

(enemies), (5) Superior and (6) Customers (Beneficiaries). The process of influencing

was divided into (a) Positive vs. Negative (b) Horizontal vs. Vertical (c) Direct vs.

Indirect. Positive influencing was based on love, sympathy, sacrifice and benevolence

shared by the leader with the influence. On the other hand, threat, punishment, reprimand

and humiliation can be considered as negative. The Horizontal influence covered the

competitors and the opponents. The Vertical category covered the influencing of

followers who were placed below the leader and the superiors who were placed above the

leader. Direct influencing was influencing the followers and indirect influencing other

leaders including the superior, competitors, opponents or enemies and customers.

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Sinha A.K & Chatterjee Venus (2000) discuss perception of peers and

subordinates were quiet important in gauging the effectiveness of leadership in an

organizational context. Leadership in organization depends on the willingness of

employees or subordinates to follow and the support of the peer group. According to their

observation the leaders contribute on an average no more than 20 percent to the success

of most organizations and thus remaining 80 percent followers and peers were important.

They found that today subordinates want their leader to take them as partner in

journeying towards excellence by sharing information, risks and rewards. They worked

on 180 degree assessment through a structural questionnaire addressed two issues i.e.

Why do some subordinates do not respond positively to a manager’s leadership style and

second one was Why do some of the peers do not collaborate and cooperate with some

manager’s?

Tambe A & Venkat R.K (2000) illustrated in his research “ Leadership in

Decision- making”, that there exist a relationship between the leadership and the decision

making styles of a boss and a subordinate’s perception of the boss’s effectiveness as well

as the subordinate’s own effort levels and satisfaction in the job. He took a sample of 98

managers of a large Indian manufacturing organization. He found that in today’s complex

business environment, where organizations were moving towards decentralization of

decision making, it was essential that every individual’s decision making process be

treated as part of his or her relationship with subordinates. This was needed, as it leaves a

significant impact on their perception of the boss’s competence as a leader and manager.

Teerlink R (2000) concluded in his research that we should create an

environment where everyone took responsibility for the company’s present and its future.

People were an organization’s only sustainable competitive advantage. The leader should

mind the interests of all stakeholders, of course, but he should also be an outspoken

advocate for employees, making sure they were front and center in an organization.

Employees could no longer be privates, taking orders and operating with in strict limits.

Collegial work atmosphere should be created in the organization that allows all

employees to share their information. We should launch a program designed to elicit

ideas, thoughts, concerns, complaints and vision from employees-across all departments

and functions.

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Ardichvili A (2001) in Leadership styles of Russian entrepreneurs and managers

utilized Bass and Avolio's full-range leadership styles model, and tested hypotheses

related to leadership styles of entrepreneurs and managers in Russia. Owners of small

businesses and managers of large companies participated in a survey conducted in late

1999 and early 2000. The study found significant differences in leadership styles between

Russian entrepreneurs and managers, and when compared to earlier findings reported

elsewhere, between Russian entrepreneurs and managers and their counterparts in the

West. Entrepreneurs were more likely than managers to use inspirational and charismatic

leadership behaviors and to motivate by establishing a direct link between performance

and rewards. Managers had higher level of passive, laissez faire leadership behavior than

did entrepreneurs group in their leadership and management styles and that leadership

training and development should be tailored to the needs of each of the two groups. An

implication of western entrepreneurs doing business in Russia was that leadership

behaviors, which they may be used successfully in the US, may not worked in Russia and

thus adjustment need to made.

Dhar U & Mishra P (2001) discussed studies that leadership was not about the

strategy-structure-systems but about purpose-process-people. He opined that major

challenges confronting organizations in recent times were increasing competition,

technological advances and changing worker attitudes. An examination of the evolution

of a retail firm over a sixty-year period led to the realization that a competent chief

executive could successfully reorient the firm by changing strategies and organization

structures. Another study of executive succession corroborated these results with retailing

firms where change of the chief executive accounted for up to 45% of the organizations

performance. Most researchers evaluate leader effectiveness in terms of the consequences

of leader’s actions, their contribution to quality of group processes, group cohesiveness,

increasing cooperation and motivation, stress tolerance, integrity, emotional maturity and

self confidence. Leader effectiveness can be direct and indirect. The findings from the

descriptive case studies revealed that effective leaders used a significant amount of

consultation and delegation to empower subordinates and give them a sense of ownership

for activities and decisions. A sample of 100 executives from middle level leadership

positions was selected from each manufacturing and service organizations situated at

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Indore, Pithampur and Dewas in state of Madhya Pradesh. The stratified random

sampling procedure was applied to select the subjects from 9 manufacturing and 8

services organizations. For data collection a psychometric and consisting of 24 items

measuring leadership effectiveness were administered to collect data from the

respondents on a five point scale. The leadership effectiveness scale was a standardized

tool with reliability and validity of 0.91 and 0.95 respectively. The analysis of data

revealed were 9 factors of leadership effectiveness for manufacturing organizations and 7

for service organizations. Today’s leader must posses an inspirational influence rather

than positional one alone. A leader was able to praise and give rewards to deserving

persons (0.7953). He managed his time and was able to explain responsibilities and

assign work (0.3333). Since the present study was undertaken using a psychometric

instrument to collect data. It was suggested to replicate the study using different methods

and measures.

Dumblekar V (2001) describe in his research “Leadership in Banking Sector”

that today one looks their CEO as ethical, having core competence, quality consciousness

and reliability. He needs to be creative, thoughtful and an activity center. His research

showed that bank managers had clear perception of what their leaders and superior

managers should do and should be. In an industry that deals with volatile funds in an

environment of trust, the Head of the business unit needs to be above reproach. All other

traits were less important, including intelligence and business knowledge. They also had

firm ideas of what factors hinder their performance at work. They did not rank

compensation highly amongst the factors that could encourage better performance. He

found that younger managers demand more training. The older managers want more

delegation and clear accountability. But as CMD, the older manger was hesitant to give

more authority to their personnel to decide their goals, but would eagerly support their

initiatives. This may be a result of long experience in the industry, where mistakes can be

costly and centralized decision making was seen to be safety procedure that would

prevent such mistakes. A leader must be scrupulously honest, as otherwise he would not

be able to hold their respect. He must act as facilitator and help improve co-operation

amongst his people. He also must act as career reward, when equitable; it serves to

remove dissatisfaction that caused poor performance at the workplace, and speed up

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performance, too. The improvement of working conditions would trigger the greatest

performance growth. The author holds that emotional intelligence was a vital factor in

leader effectiveness. The CMD’s managers want him to display strong motivation so that

he can pursue his goals with passion and persistence. This would help him to align his

subordinate towards those goals.

Pernick R (2001) in a research on creating a leadership development program

had concluded that a leader should have a degree of influence over their employees. The

leadership competencies should include Compassion, Willingness to help others,

Truthfulness, Fairness, Repudiation for destructive competition and tolerance for diverse

views but the competency may vary by level-supervisor, manager or executive-and

organizational unit. He also concluded that firm’s only distinctive competence was its

employees. Coordinated effort was needed to convert employee potential into positive

outcomes. Leadership at every level was necessary. High performing organizations were

led by technically, conceptually and interpersonally skilled individuals who had the

ability to empower and guide employee behavior. Leadership was a teachable skill, albeit

difficult and time consuming. So a systematic leadership development program was built

representing a long term investment in the organization’s future and that of employees.

Watson C.M (2001) in his book on Dynamics of Leadership discussed

Leadership: the effective Traits, Perceptions of Power and Authority, Leadership styles,

Manager or Leader, Leadership theory and training and Leadership in Transformation.

He discussed that leadership was not same as management; it was a high order capability.

A leader was the one who had to determine where the business was moving, with broad

internal and external objectives and align the assets and skills of the organization with the

opportunities and risks provided by the environment. A leader was the strategist who

built the organization objectives. Each leader had own distinctive style, whether it can be

democratic, authoritarian or benevolent. One distinguishing aspect of the leader was the

authority. The manager possesses a level of power commensurate with his or her position

and responsibility. The leader power was often derived from the opinion, respect and

esteem as well as from the power to dominate and command. Today’s business leader

faced difficult challenges from technological innovation, social change and increased

competition. In this demanding environment, a company’s leadership talent can give it an

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important competitive edge. Also the organization should have the foresight to train its

next generation of leaders. Therefore this book provides practical knowledge, research

and theory relating to leadership ability and how to develop it.

Goleman D (2002) in his recent book on "The New Leaders" had presented

enough evidence on how moods of people influence their work and productivity and how

leaders in turn through their styles influence the moods of their people. He presented

evidence through a number of studies indicating that when leaders drive emotions

positively it results in resonance and when they draw it negatively it results in

dissonance; when people feel good they work at their best, the more positive the moods

of the top management were more cooperatively they work together and the better were

the results, negative emotions like anger, anxiety, or a sense of futility powerfully disrupt

work, Best leaders found a way to understand and improve the way they handle their own

and other people's emotions.

Schaeffer L.D (2002) stated in his research that leadership was about more than

heavy handed action from the top. Its defining characteristics change according to the

need and vagaries of the individual, the organization, the industry and the world at large.

In other words, leadership was not a state, it’s a journey. There weren’t always sharp

dividing lines between one style of leadership and another-an autocratic leader sometimes

had to be participative and a reformer sometimes needs to act like an autocrat. He founds

that CEO’s jobs can shift dramatically depending on the challenges they faced. He

discussed three styles of management autocrat, participative and reformer style.

Autocracy was the least enjoyable style of management. It had its place, especially in a

turnaround situation. When business needs to change quickly, it’s much more important

to just make a decision and get-people moving than it was to take the time to conduct a

thorough analysis and attempt to influence others to come around to your way of

thinking. He defined an autocratic leader not as someone who bullies others needlessly

but as the managerial equivalent of an emergency room surgeon, forced to do whatever it

takes to save a patient’s life. He explained that being a participative leader wasn’t always

easy because it requires letting go. He had to trust all the people who work for him to

make wise management decision. He also discussed about the reformer style of

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leadership in which the chief executive’s role was to represent the company’s interest on

a broader stage.

Bartlett C. & Ghoshal S (2003) in his article “What is a Global Manager?” state

that if our operations span the globe, then we needs to develop three very different kind

of managers and then unite them in a common purpose. They talked about that there were

three groups of specialists namely business manager, country manager and functional

manager .Business manager whose job was to serve as the strategist for his organization,

the architect of its world wide asset and resource configuration, and the coordinator of

transactions across national borders. Second one was Country manager who plays pivot

role not only in meeting local customers needs but also in satisfying the hosts

government’s requirement and defending their company’s market positions against local

and external competitors and third one was Functional manager who transform piecemeal

information into strategic intelligence and there were the top executives at corporate

headquarters, the leaders who manage the complex interactions between the three- and

can identify and develop the talented executives. It was up to the corporate managers to

promote strong managerial specialists who can translate company strategy into effective

operations around the world.

Bhal K.T, Bharule D & Gautam V (2003) Leadership style of CEOs: A

qualitative Assessment found that leadership style of CEO’s had significantly affected the

overall functioning of the organization. The style was evaluated using the frame work of

Transformational leadership style and Transactional leadership style. Transformational

leadership style was defined as the process whereby an individual engages with others

and creates a connection that raises the level of motivation and morality in both the leader

and the follower whereas transactional leadership style motivates the followers by

appealing to their self interest. These leaders focused on contingent rewards such as pay,

status and the like. These rewards were exchanged for work efforts. His study reported

styles of seven CEOs from the consumer durables sector including automobile sector.

Published interviews of the CEOs and Vision/Mission statements of the companies were

analyzed to rate the leader transactional and/or transformational. This study showed that

5 out off 7 CEOs reflect the use of Transformational style. In general the study revealed

that CEOs showed transformational orientation in their perception of the situation i.e.

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they perceived the situation to be structured and manageable. They were more

transformational in their administrative actions and also the formulation of their vision

statement. This was one possible combination of styles that the CEOs may be using while

dealing with the environment.

Manikutty S (2003) in his research From Manager to a Leader: Bridging a Gulf

or Jumping a Chasm concluded that the attribute needed in a leader were quite different

from those needed in a manager and it was by no means that a person who had been an

effective manager will turn out to be an effective leader as well. He identified five

dimensions for the transition from a manager to a leader: From a manager of ‘facts’ and

‘data’ to a manager of emotions, From a manager of emotions to a generator of emotions,

From a follower of standards to a setter of standards, From a realistic to a dreamer, From

a optimizer to a compromiser. He broadly discussed leadership as taking charge, setting

goals and priorities, establishing a direction to the others in the organization, getting the

people to do what they need to do willingly, effectively, enthusiastically and with a sense

of purpose. He discussed that if the organization had a wrong person as the CEO, there

was a limit to which other leaders at lower levels can define their own directions and

value system of their sub-units.

Shermon G (2003) holds in his research “Leadership Roles” that a role was

defined as an organized set of behaviors belonging to an identifiable office or position.

Every day, leader was faced with different problems, so it was important that they switch

roles according to the situation. To meet the many demands made on them, leadership

assumes multiple roles. He identified 10 roles common to the work of all leaders. These

roles was divided into three groups i.e. relationship, knowledge and decisional. The

knowledge roles linked all leadership work together. The relationship roles ensured that

knowledge was provided. Decisional roles made significant use of the knowledge. The

performance of leadership roles and the requirements of these can be played at different

times by the same leader and to different degrees depending on the level and function of

the corporate system. He also found that leadership work was more an art than a science.

It was more an intuitive process where the leader uses his sixth sense to decide what

approach we should take to handle a particular situation. It was important for the leader to

switch their role according to the situation. A leader must skilled in knowing how to

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analysis and improve the ability of an organization to survive and grow in a complex and

changing world.

Sood S (2003) in his research report on “Leadership Style and their effectiveness:

A study of Women entrepreneurs and Executive in Ludhiana”, aimed to found out the

leadership style of Women entrepreneurs and Executive and their effectiveness. It was

found that most of the women entrepreneurs and executive follow democratic style as

compare to autocratic style. He also founded that according to employees most of the

women leader were effective in the areas like Interpersonal Relations, Ethical, Moral

strength and adequacy of communication but they lack in areas like intellectual

operations, behavioral and emotional stability.

Aldoory, L & Toth E (2004) in his research on Leadership and Gender in Public

Relations: Perceived Effectiveness of Transformational and Transactional Leadership

Styles aimed to find out that which leadership style was perceived as the best and most

appropriate for public relations, How do sex differences in respondents affect perceptions

of leadership style i.e. Male respondents were compared to female respondents in their

opinions about effective leadership style for public relations and the last one was How do

respondents perceive a gendered nature of leadership in public relations i.e. Respondents

were asked to give their opinions as to whether male or female leaders were more

effective for public relations. The result showed that there was strong preference for

transformational leadership style as compare to transactional leadership style. The

difference between transactional and pluralistic leadership style were null. Pluralistic

leadership was characterized by participative decision making, the recognition of other

people, and the placing of value on others’ opinions. Further results showed that there

was no strong difference between male and female respondents and their preference for

leadership style. There were small but significant differences in which women more than

men agreed that effective leaders know that good rapport with employees was the key,

that leadership was about creating personal connections with employees, and that the best

leaders share decision-making power. The Leadership Preference Index scores also

showed significant difference between men and women in which women scored higher

than men. Again the difference was small. The study revealed that women rated

themselves lower in terms of being a leader then men did. Thus this study give public

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relations practitioners some support for choosing transformational leadership as an

appropriate fit for accomplishing public relations goals. However, practitioners also may

envision how different leadership styles work in different situations rather than focus on

one stereotypical type of leadership. Women who were moving up into management

positions may need to seriously consider the complexities of enacting a feminine, a

masculine, or a mixed style of leadership, depending on circumstances.

Babu T.D, Jayabal G & Kaiyamoorthy S (2004) in leadership qualities of

Indian CEO’s discussed that many studies found that the qualities of leadership do differ

significantly between manufacturing and service organizations, private sector and public

sector organsation’s, hierarchies (levels) of management within the organization and

different functional leaders but discussed: what were perceived qualities of leadership on

the part of CEO’s of India? Do their present CEO’s of Indian companies believe and

accept (a) shared or distributed leadership? (b) Willing to create a shared vision? (c)

Willing to develop and empower people? (d) Willing to live values? Will there be

difference in the perceived role of CEO’s of non IT and IT companies? Will there be

difference in the perceived qualities of CEO’s and next to CEO’s levels in the Indian

companies? He took a sample of 31 CEO’s included president of India. The qualities

required by the CEO’s were based on the 14 listed qualities identified by the Anderson

Consulting Group (1999) for the global CEO’s. He found that the first five qualities of

the present CEO’s were (a) Develops and Empowers people (b) Creates shared vision (c)

shares leadership (d) Build team work and participation (e) lives the values. The above

qualities were more or less the same when the perception of CEO’s of IT and non IT

companies compared.

Banne P (2004) in his article “Leading from within” holds that managing other

begins with managing yourself. If you can manage your ego, you were better qualified to

handle others. He founds that a person who cannot get a grip on their ego and emotions,

they usually failed. Every day market told you whether you were smart or stupid. Then

he talked about servant leadership. It was necessary to navigate rather than rule. A leader

needs to evaluate the strength and weaknesses personally and in others and play to their

strengths. It means knowing your own limits and that of other people. Some leaders see

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the people who work at the business as an extended family. A leader tries to be rationale

when he wants to crawl over the table and choke the person.

Bose S.K (2004) focused on ethical issues of modern leaders: A managerial

perspective. He discussed that leadership cannot really be taught. It can only be learned.

The key element of successful business leader was emotional attitude. He suggested that

quality of leadership was most important ingredient in the recipe for business success by

inspiring other people to work together as a team. The ultimate nature and quality of that

leadership comes out of the innate character and personality of the leader himself. He

found that in modern corporate culture it was often noted that the leaders observe the

individual preference rather than corporate preference and create a chain of unethical

dilemmas while we were always advocating for the transparent dealing and to clear

balance sheet for long-term corporate image and growth. It was often observed that such

leaders get and hold success through short cut tactics. But it was sure that they were in

peril of losing their position today or tomorrow. The leaders should be great visionaries

with emotional commitments to the organization and society. The reflection of the

character and personality was always important to a successful business leader. In his

view, “the management was not a collection of boxes with names and titles in the

organization chart of the business but it was living force and the key element of

successful business leader was emotional and the rest was mechanics.”

C. Rajendra Kumar (2004) in Leadership Crises in Indian Business: Brand you

as a Leader that leaders were brand and the look about securing the future of company,

its human resources, products and services by building loyalties using emotional as well

as rational values. Such values matter because; they were exchanged for value in the

market place and affect the perception of company’s human resources, products and

services as well as its ability and its freedom to manage its future. Leaders were the ones

with the vision, who inspire others and cause them to galvanize their efforts and achieve

goals and objectives. Today, countries were branded as leaders in their respective fields

for example Amitabh Bachan, Bill Gates etc. A leader had to perform himself, he had to

motivate his team and he had to make the right moves and decisions and get the team

together. He needed to have some humor and humility as well. He suggested eleven steps

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to become branded leader i.e. Visioners, Candor, Caring, Helping, Empathy, Listening,

Maturity, Motivator, Mentor, Monitor, Innovators etc.

Kellerman B (2004) in his research “Leadership Warts and All” found that

leadership was not a moral concept. Leaders were like the rest of us: trustworthy and

deceitful, cowardly and brave, greedy and generous. To assume that all good leaders were

good people was to be willfully blind to the reality of the human condition, and it

severely limits our scope for becoming more effective at leadership. Worse, it may cause

the leaders among us to kid themselves into thinking that, because they were leaders, they

must be trustworthy, brave and generous and that they were never deceitful, cowardly, or

greedy. Therefore we can achieve greatness as people and as a society when we

recognize and manage our fallings. He also found that some leaders achieve great things

by capitalizing on the dark sides of their soul.

Khandwalla P.N (2004) concluded in his research “Competencies for Senior

Managerial Roles” that manager play multiple roles especially at higher levels in the

organization. Besides discharging specific responsibility allocated to them such as those

relating to marketing, finance or personal management, the managers also play strategic,

leadership and operational roles. Strategic roles relates to policy formulation, setting long

time objectives, articulation of vision of excellence for the organization, contributing to

the organization’s growth and diversification, procuring of strategic resources and

intelligence etc. Operational roles relate to implementation of policies and changes,

setting short term targets, work allocation, operating control system, crisis management

etc. Leadership role includes inspiring subordinates, developing effective relationships,

getting cooperation, fostering teamwork and collaborative effort, effective conflict

resolution etc. He found that the performance of manager depends on how well they play

their multiple roles in turn, how well these roles were played by manager influence the

performance of the organization. A sample of 73 senior levels Indian corporate manager

was taken. He found that there were large numbers of competencies that contribute to the

managerial excellence. The six core competencies associated with excellence,

performance of strategic, operational and leadership roles of senior manager were

Reliability, Planning ability, Team building, Goodwill , Time management and capacity

to mobilize scare resource. The study found that senior level Indian corporate manager

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were less adapted at playing leadership roles that at playing strategic and operational

roles and also they may not be as proficient in interpersonal and leadership related

competencies as compared to tactical or task achievement related competencies.

Prentice W.C.H (2004) concluded in his article that leadership means

accomplishment of a goal through the direction of human assistants. The man who

successfully marshals his human collaborators to achieve particular ends was a leader.

Effective leaders took a personal interest in the long-term development of their

employees, and they used tact and other social skills to encouraged employees to achieve

their best. It wasn’t about being “nice” or “understanding”- it’s about tapping into

individual motivations in the interest of furthering an organization wide goal. A leader

may not possess or display power, force or the threat of harm may never enter into his

dealings. His unique achievement was a human and social one which stems from his

understanding of his fellow workers and the relationship of their individual goals to the

group goal that he must carry out. He said that leader’s job was to provide that

recognition of roles and functions within the group that will permit each member to

satisfy and fulfill some major motive or interest. A leader should deal employees with

tact’s like their growth and satisfaction was a part of his job. If they were right then they

will get all the help from his side plus recognition they deserve.

Rawal S & Saxena A.K (2004) emergence of leadership in unpredictable times:

an approach illustrates that in order to be a successful leader a manager needs to be an

optimal user of resources, implementer of strategic policies and plans and an efficient

executive for smooth running of an industrial enterprise. In present scenario a leader was

not only entitled to lead by direction but various other allied roles were also associated

with him viz. a good motivator, a perfect counselor communicator and career planner. A

leader had to direct his follower in such a way that their concern on interest as well as

organizational goals could be achieved on a long term basis. India had plenty of

exemplary personalities in corporate world like Subrata Roy Sahara. A man who has

proud of himself by building Rs 20,000 crores, empire out of Rs 2,000 only. He was one

of the best examples of participative leaders. He proved the concept that leaders were

born and their styles can be improved by training. He himself quoted, “Emotional

involvement decides the degree of productivity without emotions you can never give or

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achieve 100%. The author also distinguishes between leader and manager. The very first

difference was leader had followers by managers do no. Secondly, managers possess the

authority to by manage but such authority was not enjoyed by leaders. Leaders were

expected to be charismatic people with great vision who can alter follower’s mood

whereas managers were expected to be rational decision makers and problem solves. But

by one way or other both try to attain organizational goals and employee’s personal

needs.

Roddy N (2004) has found that leadership fell into three main categories i.e.

Technical skills, Leadership skills and Management skills. Technical skill was having

knowledge about being proficient in specific type of work or activity. It required

competencies in specialize area, analytical ability and ability to use appropriate tools and

techniques. Leadership skills as the ability to use ones knowledge and competencies to

use one’s knowledge and competencies to accomplish set of goals and objectives.

Leadership skills fell into four categories i.e. Vision, People skills, Political savvy and

Values & Integrity. Management skills involved some hard and soft skills. Hard skills

related to budgeting, problem solving, time management and the ability to develop

business proposals. The softer skills related to administration, diversity, finance and

reporting requirements. He founds that leader at all levels can enhance the program by

participating in coaching and mentoring. Such activities will not only build leadership

capacity for the future but also strengthen organizational loyalty and enhance the transfer

knowledge.

Zaleznik A (2004) concluded that difference between managers and leaders lies

in the conceptions they hold, deep in their psyches, of chaos and order. Managers

embrace process, seek stability and control, and instinctively try to resolve problems

quickly- sometimes before they fully understand a problem’s significance. Leaders, in

contrast, tolerate chaos and lack of structure and were willing to delay closure in order to

understand the issues more fully. In this way, the author argued that business leaders had

much more in common with artists, scientist and other creative thinkers then they did

with managers. Organization needs both managers and leaders to succeed, but developing

both requires a reduced focus on logic and strategic exercise in favor of an environment

where creativity and imagination were permitted to flourish. He found that manager act to

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limit choices; leaders develop fresh approaches to long standing problems and open

issues to new options. To be effective, leaders must project their ideas onto images that

excite people and only then develop choices that give those images substance. Leader’s

works from high risk positions whereas managers prefer to work with people; they avoid

solitary activity because it makes them anxious. Managers relate to people according to

the role they play in a sequence of events or in a decision-making process, while leaders,

who were concerned with ideas, relate in more intuitive and empathetic ways. The

distinction was simply between a manager’s attention to how things get done and a

leader’s to what the events and decisions mean to participants. Managers strive to convert

win-lose into win-win situations. He found that leaders were twice born personality,

people who feel separate from their environment. They may work in organizations but

they never belong to them.

Awamleh R, Evans J, Mahate A (2005) tested the transformational leadership

theory among managers at functional levels in United Arab Emirates (UAE) banks. The

UAE banking sector was chosen due to its importance in the U.A.E. economy and its

significant contribution to the Emirates GDP. This study examined the effects of both

transformational and transactional leadership styles of bank managers on employees'

satisfaction and self-perceived performance. Self-esteem and leadership disposition i.e.

Romance of Leadership of employees were hypothesized to act as moderators. Data was

collected from employees working in national and international banks operating in the

UAE. A multiple regression analysis indicated that transformational leadership style and

self-esteem were related to job satisfaction. On the other hand, transformational

leadership, Romance of Leadership, and self-esteem were all related to self-perceived

performance. Results confirmed that to have higher levels of satisfaction and

performance among bank employees, managers need to demonstrate transformational

leadership attributes.

Buckingham M (2005) in his research emphasized that great managers perform

their magic by discovering, developing and celebrating what’s different about each

person who works for them. He begins with a survey of 80,000 managers conducted by

Gallup organization and continuing during the past two years with in depth studies of few

top performers found that while there were as many styles of management as there were

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managers, there was one quality that sets truly great managers apart from the rest: They

discover what was unique about each person and then capitalize on it. Average managers

played checkers while great mangers played chess. The difference was that in checkers

all the pieces were uniform and move in the same way; they were interchangeable. We

need to plan and coordinate our movements, certainly, but they all move at the same

pace, on parallel paths. In chess, each type of piece moves in a different way and we can’t

play if we didn’t know how each piece moves. More important that we can’t win if we

didn’t think carefully about how we move the pieces. Great managers know and value the

unique abilities and even the eccentricities of their employees, and they learnt how best to

integrate them into a coordinated plan of attack. He also concluded in his research that

there were three things we must know about someone to manage him well: his strengths,

the trigger that activate those strengths and how he learns.

Jui-Chen Chen & Silverthorne C (2005) in his research paper on Leadership

effectiveness, leadership style and employee readiness aims to test the situational

leadership theory of leadership effectiveness and the impact of the degree of match

between leadership style and employee readiness on various measures like employee job

satisfaction, job performance, job stress and turnover intention. Situational leadership

theory said that an effective leader adopts a leadership style according to the ability and

willingness of subordinates for a given task. The results did not support SLT that an

appropriate match between leadership style and subordinate readiness results in higher

levels of employee job satisfaction and performance and lower levels of job stress and

intention to leave but the results partially supported SLT that the higher the leader's

leadership score, the more effective was the leader's influence. The leadership score did

not predict job performance. There was a positive correlation between ability and

willingness, employee job satisfaction, and job performance. Employee willingness was

positively correlated with job satisfaction and job performance and was negatively

correlated with turnover intention.

Manikutty S (2005) in his research Manager as a Trainer, a Coach and a Mentor

concluded that for effective development of managers, the important task of senior

manager was to make sure that training program should be directed and effective. The

development of junior managers assumed a central place in a learning organization. In

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today’s world, only learning organization that will survive, Competitive advantage was

not static-organizations just place themselves in particular strategy postures in an

industry for all the time to come but were ultimately dependent on how they can evolve

and adapt to a new situation and also how innovative they were. This, in turn, depends on

the amount and kind of learning that had taken place continuously and how effectively

these learning did can be applied. Formal training programs should be done by managers

themselves instead of done by academic institution or consultants. He found that

organization also conducted internal programs for development of managers as without

an internal program, external inputs were not likely to have any major impact. He

concluded that leadership was not bringing about change by oneself it was what called

collective genius. Leadership was about creative a context for learning and change and

managers at all levels had to discharge their role as trainers, coaches and mentors by

creating this context.

Kuchinke K.P (2006) The influence of leadership styles on subordinates'

attitudes towards their leaders and towards performance, A comparison of US and

German manufacturing employees in his research focused on investigated the influence

of leadership styles on subordinates' levels of satisfaction with the leader, judgment of the

effectiveness of the leader, and willingness to apply extra work efforts using data from

5,300 manufacturing employees in US and German. This study followed the work of

Bass. According to Bass, transformational leaders motivated subordinates to perform

beyond expectations by developing, intellectually stimulating, and inspiring followers to

transcend their own self-interest for a higher collective purpose, mission, or vision.

Transformational leadership consisted of four factors namely Charisma, Inspirational

Motivation, Intellectual Stimulation, and Individualized Consideration. Charisma refers

to gaining respect, trust, and confidence toward the leader and transmitting a strong sense

of mission and vision of the desired future to followers. Inspirational Motivation means

communicating a vision with confidence and increasing optimism and enthusiasm in the

attainability of the vision. Intellectual Stimulation refers to actively encouraging

followers to question the status quo and current methods and challenging critically one's

own and others' assumptions and beliefs. Lastly Individual consideration focused on

personalized attention to the needs of all individuals, making each person feel valued, and

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treating followers differently, but equitably on a one-on-one basis whereas Transactional

leadership was defined as a negotiation process, by which subordinates exchange efforts

for specific rewards. It consisted of two factors namely Contingent Reward and

Management-by-Exception. Contingent Reward involves positively reinforcing the

achievement of mutually agreed upon goals but Management-by-Exception was

expressed as negatively reinforcing undesirable behavior. The study found that US

employees scored higher on the transformational leadership dimensions of Charisma and

Inspirational Motivation and more transactional oriented culture exist in German. US

employees also showed higher levels of satisfaction with their leaders than did German

employees but there were neither differences in the perception of the leader effectiveness

nor the employees' willingness to apply extra effort. Different results showed when

comparing employees in each country by job category i.e. Managers, Production

employees and engineer’s i.e. Among US employees, managers scored higher in terms of

Charisma and Intellectual Stimulation but lower on Management-by-Exception.

Managers rated higher levels of Individual consideration than both production employees

and engineers. They rated their leaders higher in terms of leader effectiveness and their

own willingness to apply extra effort when needed whereas in German, production

employees and managers scored comparatively high and equal levels of transformational

leadership styles and subsequent satisfaction, leader effectiveness and extra effort. The

employees with the lowest scores in 1eadership.attributes and outcome scores were

engineers who scored lower than both managers and production employees on

charismatic leadership, inspirational motivation, and extra effort. Engineers also ranked

lower on intellectual stimulation, positive reinforcement, and leader effectiveness than

their colleagues in the production areas. Thus the results showed higher levels of

transformational styles among US employees and among higher-ranked employees. A

transformational leadership style was correlated positively with outcome measures in

both countries and at all levels of the organizations, but the strength of the correlations

was lower for German employees.

Ji Li (2006), The interactions between person–organization fit and leadership

styles in Asian firms, an empirical testing found that feminine leadership (or interactive

and team-oriented leader behaviors) had significant effects on person–organization value

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fit as well as on employees trust in their leaders by using data collected from junior and

middle level managers of local Chinese banks and other financial institutions in

Singapore. About 300 managers were contacted and 77 of them participated in this study.

Out of them 51 were females and 26 were males. Feminine leadership behaviors refer to

the verbal and non-verbal behaviors that a leader adopts when interacting with his

subordinates. Interactive style may consists such elements as being a good listener,

showing empathy, sharing information with others, and a ‘soft’ approach in dealing with

people whereas Team-oriented behavior referred to team-building and subordinates

participation in decision making. It also included fostering mutual trust and respect

among organizational members. Interactive behavior encouraged participation, shares

power and information, enhances other people’s self-worth and gets others excited about

their work. It assumed that allowing employees to contribute and to feel powerful and

important was a win-win situation – good for the employees and the organization.

Feminine leadership had a positive and significant effect on employee motivation, trust

and commitment. This research had also found that the effectiveness of feminine

leadership was moderated by employees’ age, gender, company tenure and years of work

experience. In Chinese societies, leaders or managers may change their leader behaviors

to create a better person–organization value fit. This study said that behaviors had

positive effects on person–organization value fit means managers may be able to create

person–organization value fit by adopting these behaviors. And this would help increase

person–organization value fit, employees’ trust in their leaders, improve employee’s

motivation and enhance their commitment to their companies. Secondly the study found

that even among the employees who had below average person–organization value fit,

leader behaviors can make a difference to their motivation, commitment and their trust in

their leader. Suppose their values did not fit their organizations’ values, the employees

working under high interactive style leaders showed significantly higher motivation,

commitment and trust in their leader than did those who worked under low interactive

leader. Employees working under high team-oriented leaders also had significantly

higher motivation, commitment and trust than did those under low team-oriented leaders,

even though they all had below average person–organization value fit. It means that

organizations can effectively manage even those employees who have a low person–

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organization value fit. Rather than throwing out these people or preventing them from

entering the organizations, managers or leaders can change their behaviors to improve

their motivation, commitment and trust.

Kruglanski A.W, Pierro A & Higgins E.T (2007) conducted four studies in

diverse organizational contexts examined preferences and fit between two regulatory

modes, referred to as ‘‘locomotion’’ and ‘‘assessment’’ , and leadership styles practiced

by supervisors over their subordinates. This paper was concerned with strong autocratic

type of leadership style as forceful and the soft democratic type of leadership style as

advisory. “Force” means to press, drive or compel whereas “Advice” means to

recommend, counsel, or consult. The locomotion mode constitutes the aspect of self-

regulation that was concerned with movement from state to state, and the assessment

mode constitutes the aspect of self-regulation that was concerned with making

comparisons. One hundred bank clerks in Rome, 73 firemen in Rome, 141 employees of

Italian branches in German, 179 members of police force in Rome participated in study 1,

study 2, study 3 and study 4. All the three studies showed that individuals high in

locomotion prefer a ‘‘forceful’’ leadership style represented by ‘‘coercive’’,

‘‘legitimate’’, and ‘‘directive’’ kinds of strategic influence, whereas individuals high in

assessment prefer an ‘‘advisory’’ leadership style represented by ‘‘expert’’, ‘‘referent’’,

and ‘‘participative’’ kinds of strategic influence. The authors further found that

subordinates’ job satisfaction would be higher when there was a greater fit between their

regulatory mode orientation and the leadership style of their supervisor.

May-Chiun Lo & Ramayah T (2007) in his research Supervisors’ power and

Turnover intention: The moderating impact of Leader-Member Exchange Strategy stated

that what might actually caused the employees to leave their organization. To find out

this he took a sample of 30 medium and large sized manufacturing firms in Klang valley.

Total 300 questionnaires were distributed. 15 companies agreed to participate in the

study. He found that personal power was found to have a negative relationship with

turnover intention. It means supervisor who use soft strategy, who seek compliance in a

polite or friendly manner by complimenting and sympathizing with the subordinates

would have the ability to retain their workers better. Maintaining good relationship

between supervisor and their subordinates could help to embed employees to stay in the

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organization. He also found that management should encourage and provide sufficient

training program for managers to learn and improve their skills to correctly evaluate their

power appropriate to their power status and social relationship with their subordinates in

order to increase the chances of achieving desired outcomes. Only by building up a

supportive work environment and valuing their employees as important assets, it could

retain workers of high human capital-worth.

Mrudula E (2007) discussed about Transformational Leadership.

Transformational leaders focused on change, progress and transformation-the end results

whereas transactional leaders focused on the means to achieve the results. Therefore,

transformational leadership was the most dynamic, stimulating and justifiable leadership

style which when applied practically will not only increase productivity but will also

generate more employee satisfaction. He told that there were seven principles of

transformational leadership i.e. Motivation, Simplification, Facilitation, Innovation,

Mobilization, Preparation and Determination.

Tekuru S (2007) on Alpha Leader discussed that organization were driven by the

managerial leaders and without them the organization’s survival was at stake. They were

the go-getters for the organization and see that things were done efficiently. So

organization should be careful about the alpha males. They were those leaders who had

the qualities such as self-confidence, being highly opinionated, intelligent and were

action-oriented but they failed to appreciate the ideas and effort of those around. They de

motivate their co-workers and consider themselves as go-getters in the organization. They

were unemotional about the things. They think that being emotional will distract them

form achieving their goals. Alphas were highly disciplined in work as well as in life and

have proven track record of being exceptionally productive in whatever they get into.

Alpha leaders required skilled coaches who can regulate their energies by preserving their

strength and working on their weakness, thereby leading to harmonious team spirit.

Dadhich A, Bhal K.T (2008) in his research paper on “Ethical Leader Behaviour

and Leader-Member Exchange as Predictors of Subordinate Behaviour”, highlighted the

impact of ethical leader behavior and LMX on subordinate outcome which were

distinguished in terms of ethics related and work related outcome. Ethics related outcome

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include behavior related to leaders honesty, willingness to report problems, affective and

cognitive trust, idealized behavior. Work related outcomes include behavior related

leader effectiveness, satisfaction with the leader and employee’s extra effort. This study

set the hypothesis that ethics related outcomes was predicted by ethical leadership

whereas work related outcome was predicted by LMX. The results showed that leader

effectiveness and satisfaction with the leader (feelings for the leader) were influenced not

only by on the job interaction with the leader but also by ethical leader behavior. The

result also showed that affective trust for the leader was predicted both by ethical

leadership as well as by LMX.

Nazatul S.A.R, Fatimah P, Normaziah Che Musa et al. (2008) in his research

on Malaysian Employees’ Preference of their Managers Leadership Style highlighted that

the employees were actually the blood that make the company move and perform in the

business world, as such ability to manage the employees were critical to ensure that they

were alive and able to put 100% efforts towards achieving the organizational goals and

objectives. By collecting data from 107 employees who responded that their managers

should adopt chaimaistic leadership style. Moreover, nowadays most of the employees

were well educated, exposed to the new era of modernization, and not to mention with

the digital age, the knowledge and expectation of the employees were vast. In order, not

to frustrate the employees further, a manager should have charismatic qualities in leading

the subordinates or employees. By having a charismatic leaders or managers the

employees will feel that they were special, accepted or established in the organization,

empowered, able to respect the leader as being extraordinary, and tangible in the

workplace. In short, having these qualities will indirectly motivate the employees to

spend more hours working and keep up contributing to the organization improvement and

achievement.

Oshagbemi T (2008) in his research on The impact of personal and

organizational variables on the leadership styles of managers found that age was directly

related to the consultative, participative and delegative leadership styles of managers by

collecting data from more than 400 managers from UK industries. The older the

manager, the more consultative, participative and delegative leadership processes he or

she engages in, preferring more of collective decisions as compared to younger managers

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who appeared happy to take decisions that may not necessarily get the approval of the

majority of workers i.e. Older leaders can draw on their years of experience to

specifically make decisions with greater degree of confidence which younger managers

do not have.. Older managers were often eager to participate with others to share their

experiences and facilitate the faster or better performance of organizational duties and

tasks. Older managers tend to leave subordinates alone and/or encourage them to make

their own decisions while younger managers tend to make the decisions for their

subordinates. The results also showed that hierarchy was directly related to consultative

and participative leadership style, but not to directive or delegative leadership. The higher

the management level, the less directive leadership takes place. Higher level

organizational leaders tend to give only broad outlines, opinions and suggestions rather

than directives to their lower level managers. Results revealed that consultation and

participation were less the higher one goes on the organizational hierarchy depicting an

ideal situation where consultation and participation were highest lower down the

organizational hierarchy and diminishes upwards.

Amer A.M (2009), in his thesis on “The Bank Managers Leadership Style and Its

Impact on Employee Job Satisfaction in the South of West Bank” concluded that most

common leadership style in the south of west bank was democratic style followed by

autocratic style but the laissez fair style was least common style in these banks.

Satisfaction among bank employees was found to be moderate. Male employees were

more satisfied then female employees. This study also found strong positive relation

between democratic style and employee’s job satisfaction, weak positive relation between

autocratic and Job satisfaction and strong negative relation between laissez fair leadership

style and employee’s satisfaction by collecting data from 390 bank employees from 20

bank branches in the southern part of west.

Mittal R.K, Khera S.N (2009) in his paper on An Analysis of Managerial

Competencies of Bank Branch Managers in India: A Study of Private and Public Sector

Banks said that India had large public and private sector banks and there was a common

perception that public sector banks were inefficient and ineffective while the privately

owned and managed banks provide superior services and were more sustainable. The

underlying assumption was that there was a potential gap in management capacity

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between the sectors. This study aimed to ascertain the skills and competency levels of

bank branch managers in India and to determine whether there were any significant

differences in competency levels between managers in the different sector banks.

Respondents were asked to rate their proficiency with seven key functions that they

perform. These included functional characteristics such as development of public

relations, responsibility of bank's promotion in the local market, development of

collaboration with colleagues and subordinates, ensures timely and accurate information

sharing, uses appropriate communication channels and behavioral characteristics such as

creation of a climate of trust, dealing with conflicts and appreciation of diversity. Ratings

were based on a five point Likert scale ranging from very low skill level to very high skill

level. The results showed that managers in the private sector perceive themselves to be

significantly more competent than their public sector in most of the management facets.

Public sector bank managers required more training and development efforts to perform

their jobs efficiently in the changing banking environment as compare to private sector

banks.

Ardichvili A & Kuchinke K.P (2010) on Leadership styles and cultural values

among managers and subordinates: a comparative study of four countries of the former

Soviet Union, Germany and the US. In this study the author used the full range leadership

framework developed by Bass and Avolio and Hofstede’s model of culture, and

compared leadership styles and cultural values of over 4,000 managerial and non-

managerial employees in ten business organizations in Russia, Georgia, Kazakhstan,

Kyrgyzstan, Germany, and the US. The author used five socio-cultural dimensions,

identifed by Hofstede (1984, 1997) namely PDI, IND, MAS, UAI, LTO. Power Distance

(PDI) was defined as the degree of inequality among the people which a group of people

considers as normal. The second one was individualism (IND) defined as the degree to

which people prefer to act as individuals rather than as members of groups. The third

dimension one was masculinity (MAS), was the degree to which such ‘masculine’ values

as assertiveness, competition, and success are emphasized as opposed to such values as

quality of life, warm personal relationships, and service. Uncertainty avoidance (UAI)

was the degree to which people in a country prefer structured over unstructured

situations. Finally, the last dimension was long-term orientation (LTO), defined as the

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degree to which people’s actions are driven by long-term goals and results, rather than

the short-term results and the need for immediate gratification. Research work also used a

transformational leadership theory formulated by Bass and his colleague Avolio.

Transformational leaders motivated their followers by inspiring them, offering

challenges, and encouraging individual development. It included individualized

consideration (IC), intellectual stimulation (IS), charisma (CHA), and inspirational

motivation (IM) whereas Transactional leadership style involved negotiations between

leaders and their subordinates, and exchange relationships between them and included

contingent reward (CR) behavior and management by exception (ME). These

Transactional and transformational leadership styles were contrasted with laissez-faire

leadership style. About socio-cultural dimensions, the study found that, compared to

Germany and the US, the four former USSR countries differed primarily by much lower

levels of Power Distance, higher levels of Masculinity and much longer planning

horizons. The results on leadership indicated that two dimensions – Contingent Reward

and Inspirational Motivation – produced the highest scores in all four countries of the

former USSR. Two less efficient leadership styles, Laissez-faire and Management by

Exception, had received significantly higher scores in the four former USSR countries,

than in the US and Germany.

Hansen J.R.R & Villadsen A (2010) in his research paper on “Comparing Public

and Private Managers' Leadership Styles: Understanding the Role of Job Context” found

that job context variables i.e. the degree of job complexity, role clarity and job autonomy

vary significantly between private and public sector managers. They argued that

differences in job context explained the use of different leadership styles in the public and

private sector. Job complexity means the number of different issues a manager had to

deal with, and the dilemmas and variety of interests with which the manager must cope

on a daily basis. Role clarity referred how clearly the responsibility and power of a

manager were defined. If role definition was high, a manager will know exactly what

possibilities were available to perform the job and what place was occupied in the formal

organisational hierarchy. Thus it makes easier for the manager to lead. Job autonomy

described the degree to which a manager can plan his or her own work hours, influence

the content of specific tasks, and priorities between tasks during the day. For example a

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manager in government may have little autonomy in choosing the types of tasks or

activities which were undertaken or how decisions were to be reached. A sample of 949

managers in Denmark was taken. Out of which 38% of the respondents were managers in

public organizations, and 62% of the respondents were managers in private organizations.

Thus results showed that public and private managers in Denmark use different

leadership styles. Public managers seek to achieve their task through a participative

focus, while private managers used a more directive and task-oriented leadership style.

Public managers had greater job complexity, Role clarity and job autonomy than private

managers. Hence public managers scored high on all the three job context variables as

compare to private managers.

Hartmann F, Gil D.N & Perego P (2010) in his paper on “The Effects of

Leadership Styles and Use of Performance Measures on Managerial Work-Related

Attitudes” found that the effects of superiors’ performance evaluation behaviors on

subordinates work-related attitudes. There were two dominant dimensions underling

supervisory style construct were leadership style and performance measure use. A

performance measure related to the characteristic of the performance indicators and

matrices (e.g. budget based or other) that supervisors use. A ‘style’ dimension referred to

the manner (e.g. rigid or lenient) in which supervisors used those performance measures.

They developed and test the path model that allows to disentangle the effects of

leadership style (initiating structure and consideration) and performance measure use (

objective and subjective measures) on managerial work related attitudes ( goal clarity and

evaluation fairness ).Objective measure as those measures which express performance in

financial and quantitative non-financial measures associated with formalized targets

whereas subjective performance measures based on supervisors judgment of

performance, using one or more qualitative expression of employees performance such as

work attitude, interpersonal, communicational and motivational skills. Hypothesis was

tested using survey data from 196 middle level managers in 11 organizations. It was

concluded that initiating structure leadership style affected subordinates work related

attitudes through use of objective measures. Consideration leadership behavior instead

only had a direct impact on work related attitudes.

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Rauf A (2010) student of GC University, Faisalabad in his research on Study of

relationship among Leadership Styles, employee performance and job satisfaction

concluded that manager must have effective leadership skills to perform well and inspire

employees to do well. Previous study concluded that transformational and transactional

leadership style was closely related to effective leadership style used in banking sector.

Transactional leadership was based on the exchange process where the leader administers

rewards. In this style desired follower behaviors will be rewarded, while

undesirable behaviors will draw out punishment. The possible rewards

consisted of increase in salary, promotions, and other more benefits to

employee. Punishment can be in the form of pay reduct ion, no promotion, and

terminat ions and leave of job forever whereas transformat ion leadership style

encourage followers by appealing to their upper level needs that was self-actualization

and their ideals that yield higher levels of follower satisfaction, performance, and

organizational commitment in individuals. This study revealed the effect of both

transformational and transactional leadership style of bank managers on the employee

performance and job satisfaction. It was seen that transformational leadership style was

positively related to employee performance as its charismatic style and inspiration

behavior will increased employee productivity and job satisfaction but transactional

leadership style alone will not provide positive result to the organization. It should be

used with transformation leadership style to get effective results.

Shukla T (2010) in his research on “A Comparative Study of Leadership Styles

in Different Organizational Settings” concluded that in any kind of organization, be it

governmental or nongovernmental, it was the situation that determines the particular

leadership style of an organization and the participative management helps to build

conducive environment to work for employees of organization. The research

questionnaire was addressed to the staff members of National University of Educational

Planning and Administration, New Delhi (NUEPA), Indian Institute of Public

Administration, New Delhi (IIPA), Royal Bank of Scotland (RBS) and ODOSOFT of

New Delhi. Eight staff members from each institution were picked up. The result

concluded that NUEPA showed high relationship, low task i.e. participating leadership

style exists as dominant in this organization, whereas high task, high relationship i.e.

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selling leadership style was found as supporting style in the organization. NUEPA was an

academic training organization and mainly deals with academic administration that was

liberal in approach rather than bureaucratic in nature, hence they were more relationship

oriented than task oriented. Whereas in IIPA the dominant style of leadership style was

found to be as low relationship, high task i.e. telling leadership style. IIPA was a

bureaucratic training organization which provides training to the officers that come from

civil services thus they were more rigid and firm in approach. RBS showed high

relationship, high task i.e. selling leadership style was found as dominant one whereas

supporting style come out to be as participating leadership style. Since RBS was a

multinational banking organization and stands very high in world banking, which had to

compete with several other banking organizations, so high productivity was the main

target of such kind of organizations. ODOSOFT was low on relationship as well as task

i.e. delegating style of leadership was found as dominating. Since software company may

not be dealing directly with the public so the organization was not inclined towards the

relationship. All decisions were made exclusively by the CEO by sitting in the office and

employees were not consulted in the decisions, so they were alienated from their work.

Hence it was concluded that it was the situation of the working environment only, which

determined the particular styles of leadership. As all the four different organizations

revealed different styles of leadership, those exhibited different organizational cultures. A

particular working condition of an organization makes the particular style of leadership.

Yukongdi V (2010) in his research paper on a study of Thai employees preferred

leadership style discussed leadership style preferred among employees in Thai

organizations by collected data from employees in manufacturing firms. The study

revealed that the most preferred style of leader for employees was the consultative

manager, followed by participative, paternalistic, while the least preferred style was

autocratic style. However, the largest proportion of employees perceived their leader to

be consultative, followed by paternalistic, autocratic and participative. Also, the

employees who perceived their leader to be more democratic also reported a higher level

of influence in decision-making, greater satisfaction with participation and job

satisfaction.

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Alkahtani A.H, Jarad I A, Mohamed Sulaiman (2011) aims to found out the

relationship between the personality of the Malaysian managers based on the big five

personality traits as well as the impact of the leadership style they used on their

capabilities of bringing about change by using data from 105 managers. It was concluded

from this study that Malaysian leaders tend to enjoy personalities that were conscious and

open to experience. These managers used consultative leadership style more. Also

managers used autocratic, democratic and some of them used laissez-fair, but they scored

higher in consultative leadership style. It was also showed that Extroversion personality

trait as well as involvement leadership style were positively related with Leading Change.

Both Openness to Experience and Emotional Stability were significantly and positively

correlated with Consultative Leadership Style that the managers used. Involvement

Leadership Style was found to be significantly and positively correlated with Leading

Change. Hence, this study showed a positively significant correlation between personality

of managers, their leadership styles and their leading change capabilities.

Binwal J.C (2011) expressed in his paper that an organization had to maintain

balance between technology, management and leadership. Leadership was very crucial

for an effective management. The author described five fundamental elements of

leadership i.e. vision, mission, values, environment and behavior. Firstly, a leader had to

find out if these key elements already exist in the organization. If yes, he had to evaluate

their potential to the prevailing situation of the organization. Were they powerful enough

to meet the challenges of the future? In case these elements were missing or need

modifications or revisions, he/she had to create them. Then he explained various theories

of leadership , leadership styles and leadership skills in six broad categories i.e.

formulation of vision, mission and value statements, communication skills, team building

skills, initiative and innovative spirit, motivation and feedback skill and positive attitude.

To conclude, it needs to be reiterated that leadership was crucial to the effectiveness of

organization. Leadership skills can be learned through training and experience. Leaders

were made, not born.

Burewala F.K (2011) in his article on Impact of Leadership Styles on Employee

Motivation in the Banking sector revealed the relationship between leadership style and

employees motivation in the Banking sector of Pakistan. He discussed how organization

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performance was affected by the relationship of leaders (management) and employees.

Effective utilization of human resource cannot be possible without motivating the

employees of the organization. To motivate the employees, leadership styles played an

important role. There were two type of leadership style Democratic and Autocratic. In

democratic style, employees were encouraged and allowed to participate in decision

making. Employees will be more motivated if higher level of needs, such as esteem needs

and self-actualization were satisfied within the organization. In this type of leadership

employees were more satisfied and it had a positive impact on the employee behavior but

leadership style effectiveness would be determined by the type of task and workforce

itself, so democratic style may or may not always be the best. On the other hand

autocratic leadership style believed in top to bottom approach. This approach was based

on theory X where leader retained the maximum amount of power. A leader must have

the ability to adjust the group action accordingly. All decisions were taken by the leader

and no consultation take place with the employees. Therefore Leadership style played a

significant role in the organization. Hence this study concluded that Employee motivation

was a key of success to every organization. To convert an organization as high

performing workplace, organizations should developed strong employee motivation and

employee motivation can be developed through different means. This article also

discussed Transformational and Transactional Leadership Style.

Chauhan A & Negi A (2011) in his paper on Grooming Global Leaders aimed

to found out the qualities of global leader and rank them in order of their importance. The

data was collected by directly interviewing the directors of management colleges who

had academic as well as corporate experience. A global leader was one who leads his

team to success and was a leader in every circumstance. These were the people who can

develop skills within themselves as well as within their team. They can set goals and tune

to 100%. The author concluded that to make an individual to be global leader , he should

have these qualities like Global mindset, Vision, Communication, Foresightedness,

Cultural sensitivity, Diversity Management, Adaptability and innovation, Profitability

and productivity management, Excellence and versatility, Continuity, Flexibility, Self-

assurance and conviction, Entrepreneurship, Work-life balance, Good and fair decision

maker, Human values, Tolerance and Patience, Optimism, Motivator, Emotional

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intelligence. The study further revealed that 86% of the respondent thought to have

Global mindset as a prime quality in an individual. 84% thought visionary and having

foresightedness was the key for being globally fit and accepted. 79% was in favour of

excellence and versatility.77.80% respondents said cultural sensitivity was must. 74 % in

favour of Flexibility and 73.66% people said diversity management skills were very

important in a manager who has to lead global team. 69% respondents said that leader

must be adaptable and innovative and 57.23% of them thought they should be efficient

enough in profitability and productivity management.

Kamble R.R (2011) discussed various skills required by the Manger to perform

various complex tasks or implement various policies in global environment. In the era of

Globalization, it's become difficult to handle lot of expectation from, customers,

employees and external factors. So to handle these issues., Manager should enhance his

Managerial skills i.e. Technical skills means ability to use various methods, techniques

and equipment to achieve organizational objectives, Interpersonal skills means ability to

know his employee and should learn how to motivate and seek cooperation from them,

Conceptual skill means ability to understand the complexities of the overall organization,

his ability to think in abstract, analyze work situation and his creature & innovative

ability to access the environment, Analytical and Decision Making means ability to solve

the problems logically, objectively and scientifically and use modern techniques to arrive

at right and optimal solution., Human Skills ability to work with others, Communication

skills and Time Management skills means effective utilization of time for organization

effectiveness.

Linda A. Hill & Kent Lineback (2011) in his book on Being the Boss: The

Three Imperatives for Becoming a Great Leader stated that managing and leading were

the two sides of being the boss. It explained that being the boss, there were three

challenges that a good boss/leader faces i.e. Manage themselves, Manage their Networks

and Manage their Teams. In short, being a good boss was about much more than wielding

authority. Managing themselves means start considering yourself as an instrument to get

the things done and use it appropriately, so that your imprint matches your impact.

Second one was Manage his Network which means that leader must understand the

reality of his organization, weave his own web of influence and never forget his boss and

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the last one was Manage his Team means how he thinks about managing the performance

of individuals, preparing for the future and be clear about how his team works.

Prabha N (2011) in his research paper on “A Study on Leadership Style and their

Impact in Public Sector-Tamil Nadu” revealed the impact of leadership style in public

sector, which style was used by the leader whether it may be Authoritarian Style or

Participative Style or Delegative Style and also to found that how highly the executives

were concerned either with the people or task. From among 300 leaders, 210 leaders

showed high concern to the autocratic leadership style i.e. leader gives instructions

regarding the task or tasks to be accomplished and how they should be accomplished

means more tasks oriented. 144 and 150 were utilizing shared leadership style at high

and medium, which showed that leader concentrate both on task and people. 78 executive

had high Laissez faire means they allow people to make their own decision regarding the

task to be accomplished. This study further concluded that age and gender doesn’t have

any influence over the leadership style of managers/executives but education of the

executives having weight over their style. Managers of the public sector used autocratic

leadership style more than other two i.e. democratic and Laissez-Faire Leadership.

Therefore these executives in Tamil Nadu were more on task oriented. The foremost

conclusion of this research was that leaders and their style were meant for individual

concern it had been not forced by anyone to used only authoritarian or participative but

everything was depends on person an situation.

Reddy A (2011) states that leadership was a continuous journey – a journey of

moving from one place to another place, one level to another level. Every leader needs

followers - followers who were committed, dedicated and willing. Even when the leader

returns to the same point, there was a different level of maturity, understanding and

thinking. His research identify the impact of transformational and transactional leadership

styles on employee job performance and job satisfaction through focusing on

management styles in three different banks by collecting opinions of the bank employees.

A Multifactor Leadership questionnaire (MLQ) questionnaire was designed for the

survey. Survey was done on three banks in Al Ain, UAE which included 54 participants.

Since transactional leadership was mainly related to rewards and punishments.

Dependence only on this theory will cause damage to the bank’s reputation in future.

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Thus the results indicated that though transactional method of leadership still persists in

minor form but overall the management should take into consideration transformational

leadership. There was no doubt that being able to inspire people, stimulate them to think

differently and pay attention to their needs were great ways for a leader to behave. It was

emphasized that if a leader has good content and integrity and can present a case for

change with enough enthusiasm to inspire people there can be better communication.

Being inspirational was most useful in situations where there was no evidence or the facts

were unclear. This was especially true with clashes of values or standards of behavior.

Thus the transformational leadership observed in the survey improved employee

commitment, increase in trust in leadership and stronger connection with the vision of the

banks.

Sharma A (2011) this was a very short article that highlighted the fourteen

managerial competencies that a manager or a leader must have in order to perform the job

efficiently and effectively i.e. Analytical skills, Communication skills, Creativity,

Decision-making, Ability to delegate, Flexibility, Initiative, Interpersonal skills, Job

knowledge, Leadership, Managerial skills, Ability to motivate, Ability to plan and team

management. Job knowledge, Managerial skills, was found to be the most important

skills. Other important skills were communication skill, inter-personal skill and team

management.

Vlachoutsicos C.A (2011) “Managing Yourself: How to Cultivate Engaged

Employees”, this was a very short article discussed that success of leader depend on

capabilities of their subordinate. To be successful a leader must see themselves as

catalysts for solving problem rather than as problem solver per se. He should listen his

employees seriously as people tune to his body language, where he looks , what he do

with his hands i.e. managing such signals was important. A leader should view every

interaction with subordinates, not just formal one-on-one meetings, as a chance to tap

their expertise and encourage them to express what they really think. He should not insist

that decision must be made. If he cannot get agreement on a decision, don’t rush to

impose. In this way the leader will not loose the employee’s goodwill.

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Wood B (2011) in his short essay on ethical leadership explains that Firstly, good

leader must align its one’s own behavior with ethical values. That was they have to

practice what they preach. Secondly He must consider the language that was tolerated by

people in discussion means leader must align with what he say with what he do. The third

mechanism was the culture that the leader creates.

Akhtar S (2012) aimed to study the relationship of manager’s leadership style

with age, gender and Socio-economic status in the banking sector. This research focused

on three types of leadership namely Transformational Leadership, Transactional

Leadership and Charismatic Leadership (having extraordinary talents). The data was

collected from bank managers. The results showed that male managers tend to adopt a

transactional leadership style more often than female managers. Also, it was observed

that female managers tend to be transformational leaders and the number of male

managers preferring charismatic leadership style was higher than female ones. Managers

working in an environment with low socio-economic status tend to adopt transactional

style whereas mangers having transformation leadership style were observed to work in

environments with high socio-economic status. Moreover managers adopted charismatic

leadership features more in high socio-economic environments then low ones. Based on

age, Managers having an experience over 25 years tend to more transactional in their

style than others. However, the more years a manager works, the less he prefers or

performs transformational leadership features. Also, managers perform charismatic leader

behaviors less as they had longer term of service in their profession.

Chaudhry A.Q , Javed H (2012) conducted their research in banking sector of

Pakistan based on Transactional and Laissez fair leadership style and their impact on

employee motivation to identify that which leadership style was good for the employee to

increase their motivational level. The data was collected from 278 respondents out of

which 217 were male and 61 were female. This study found out that employees were

more motivated in banks having transactional leadership style but in transactional

leadership style, banks want to improve management by exception trait and try to be

moderate in other traits of transactional leadership aspects. Motivation level was high in

respect of transactional method of leadership but the motivational level in respect of

Laissez Faire was low because of not interference of management. Laissez Faire also had

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positive relation but due to insignificance relation it indicated that Laissez Faire style was

not an important style that boosted the motivation level of employees as compare to other

leadership styles. So it was important for banking sector to focus and adopt that method

which was beneficial and healthy for their workers.

de Poel F.M, Stoker J.I & van der Zee K.I (2012) Climate control? The

relationship between leadership, climate for change, and work outcomes illustrated that

previous studies showed Transformational leadership was the most effective leadership

style from which temporary work agencies may benefit. Temporary work agencies were

those agencies that had a commitment to both the temporary workers and the

organizations that employed the temporary workers through the agency. Transformational

leaders were able to promote change and growth by expressing a clear vision of future

goals. They were able to commit their employees to their vision but transformational

leaders may leave little room for employees to have their own ideas, to reflect upon and

criticize their ways of working. Therefore this research presented a theoretical framework

that introduced participative leadership as an additional appropriate leadership style.

Participative leadership was defined as the degree to which a leader shares the influence

on decision making with his followers in a workgroup. Participative leaders involved

their employees in change processes within the organization and stimulate them to

actively participate in making decisions. The authors predicted that transformational

leadership and participative leadership conjointly impact work outcomes via a climate for

change. Data from 258 employees working for a large Dutch employment agency support

these hypotheses. Results showed that both were independently related to work

outcomes. Participative leadership was related to climate for change but the results did

not show any relationship between transformational leadership and a climate for change.

Therefore, the present study showed that, in addition to transformational leadership,

participative leadership was also important, when it comes to effective leadership in the

dynamic and changing context of temporary work agencies. In addition, the present study

provided evidence that participative leadership stimulates positive work outcomes by

encouraging a climate in the work environment of temporary work agencies where

employees were oriented towards the ongoing changes.

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Khan M.J, Aslam N, Riaz M.N (2012) in his research on Leadership Styles as

Predictors of Innovative Work Behavior focused on the role of transformational,

transactional, and laissez-faire leadership styles in predicting innovative work behavior

among bank managers by collecting data from 100 bank managers including 78 male

respondent and 22 female respondent. Result showed that both transformational and

transactional leadership style positively predicted innovative work behavior whereas

laissez-faire leadership style negatively predicted it. Also women bank managers scored

high on transformational leadership style and men bank managers scored high on

transactional and laissez fair leadership style. Managers of public sector banks used

transformational leadership style and private bank managers used transactional leadership

style. Further innovative work behavior was high in private banking sector as compared

to public banking sector.

Rehman S.U, Muhammad Mansoor , Rafi ullah bilal (2012) conducted a

study in private banking sector of Pakistan on “The Impact of Leadership Styles on Job

Satisfaction at Work Place”. In banking sector, manager was very important person

which individually control the entire branch as boss. So each employee directly and

indirectly answered to the manager. A manager was also performing a role of leader at

bank branch. So he should take a best style of leader which satisfied him and his all

employees who were working under him. Manager leadership style was methods which

give best working of employee were work place. If employees were satisfied with

manager than they enjoyed their work and more committed with their work. So behavior

of leader influenced his employees. Therefore this study aims to found out that which

type of leadership style gave more satisfaction to the employees at work place. Mostly

mangers had two type of behavioral leadership style at work place. Either they had

consideration or initiating structure. Data was collected from 320 private bank employees

because private banks considered their employees as most valuable assets and try to

satisfy them by many means of incentives. From this study, it was concluded that bank

manager should follow consideration style at work place because with the help of this

style they can make their employees more productive.

Zineldin M & Hytter A (2012) expressed in his paper on Leaders' negative

emotions and leadership styles influencing subordinates' well-being that today’s in

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organization life emotions plays an important role. However emotional issues specially

negative emotions traditionally been ignored in organizational life. Therefore this study

aimed to investigate the relationship between leadership styles i.e. Transformational,

Transactional, laissez-faire and leaders’ negative emotions such as jealousy , envy

perceived by the subordinates as well as the influence of leadership styles on the

subordinates’ overall psychological health and well-being. Subordinate well being

suggested a focus on the job related dimensions of well being taking in mind that there

was strong indication for job satisfaction and life satisfaction being significantly and

reciprocally related. The result challenges some of the earlier findings, suggesting that

there was a need for a better understanding of how contextual factors might intervene in

the relation between leaders’ negative emotions, leadership styles, and subordinates’

well-being.