Chapter 1

INTRODUCTION

Leadership dimensions helps organization in specialising in the performance, productivity,

efficacy, and development of the employees. Leadership dimensions helps in developing and
empowering and engaging employees to perform and bring out best of their potentials so that
the employees are able to contribute to their organisation. Organisation’s success lies in the
capability and energy of its people (Marston, 2011).
Leadership refers to the ability of an organization’s management to set and achieve its goals,
take quick and conclusive action, beat the competition and inspire others to perform as well.
Leadership provides direction to an organization. Employees needed to know the direction in
which they are moving and what and who to follow to reach the destination. Leadership helps
in showing their workers how to efficiently and effectively perform their responsibilities and
regularly supervise the completion of their tasks (Leithwood, 2016).
Moreover, leadership is also about setting an example for the followers, by being excited and
committed to their work, being highly motivated to learn new things, and helping others in both
individual and team tasks. Effective leadership requires strong character. Leader manifest
honesty, ethics and values, trustworthiness and integrity. Strong and effective leadership
requires clear communication skills. Leaders speak to and listen to members, respond to their
questions and concerns, and are empathetic to their issues and concerns. Leaders use effective
and clear communication skills for moving the organization forward and achieving new levels
of success (Higgins, 2005).
Leadership is indistinguishable to management, but it is also different from management.
Northouse (2010) postulated that the management’s function is to provide order and
consistency to organization’s whereas leadership’s function is to produce change and
movement. Effective leadership sees where the organization is headed and plans the steps
required to get there. Effective leaders visualize what could possibly happen, by following
trends in the industry, and take risks to grow business. An efficient leader shows optimism and
provides positive energy for the members of the organization. True leaders are helpful by nature
and truly concerned about others well-being. Efficient leaders find answers to challenges and
are the first ones to reassure and inspire employees when things do not go as per the plan. The
term leadership signifies images of powerful and dynamic individuals who have victorious
armies direct corporate kingdom (Zaleznik, 2004).
In order to understand the notion of leadership the main focus should be on the internal
development of the leader. There are numerous definitions of leadership, the most frequently
used is associated with the concept of “influence”. And when cited with the concept of
leadership it is usually related to “interpersonal influence” practiced in a situation and directed
with the communication process in order to attain a specialized goal or goals. On the other
hand, leadership is different from power. Power is to control things, resources, money, energy,
tools etc. Power practitioners may treat people as things, but leaders do not perceive people as
things (Bolden, 2011).

1
(Kahn, 1978) explained the importance of influence factors whereas (Burns, 1978)emphasized
more on the need to arouse and engage and stratify the motives of followers. (Jaques, 1990)
build another dimension of meaningful supervision and purpose to collective efforts.

Objective of the study

 To study which all leadership dimensions are present within organizations.
 To study whether leadership dimension has an effect on gender or not.
Purpose of the study
The main purpose of the study is to understand and explore different types of leadership
dimensions that are present within the organization. This paper focuses on the qualities and
attributes that were earlier essential for a leader to possess. Leadership caters a type of
responsibility that aims at achieving results by using available resources and ensuring viscous
and logical organization in the process.

2
 Chapter 2
LITERATURE REVIEW

Today researchers have shifted their studies from traditional trait and personality-based
theories to more realistic and applicable theories of leadership i.e. situational theory of
leadership. (Amanchukwu, 2015)
2.1. Conceptual Framework
2.1.1 “Great Man” theory
According to this theory the leadership qualities and capabilities are inherent. It
states that all the great leaders are born, not made. These theories strongly believe
in portraying leaders as heroic, mythic and these leaders are destined to rise to
leadership when needed. The name of this theory is referred to great man as,
because at that time 1930 primarily, leadership was thought of primarily as a male
quality.

2.1.2 Trait theory

This theory is similar to the great man theory and emphasized mainly upon inherent
quality or traits that make them suited for leadership. Trait theories identifies
specific personality or behavioural characteristics that are commonly shared by
leaders. This theory lacks situational traits and focused on ascribed abilities which
does not link individual traits to leadership effectiveness.

2.1.3 Contingency theory

There are four well known contingency theories – Fiedler’s contingency theory,
path-goal theory, Vroom – Jago decision making leadership model and situational
leadership model. These theories suggest that key contingency factor affects
leader’s choice of leadership style which is further related to task related maturity
of the subordinate. This theory classifies behaviour into two domains i.e. task
oriented and relationship- oriented behaviours.

2.1.4 Transformational leadership

This theory focuses on the importance of leaders’ charisma to leadership
effectiveness. The main emphasis is on how leaders accomplish extraordinary tasks
against all odds, for instance turning around a falling company or founding a
successful company. This theory also highlights upon the importance of leaders
inspiring and aspiring subordinates, dedication, determination, accomplished
loyalty through articulating a clear and captivating vision.

3
 2.1.5 Transactional leadership
They are also called as exchange theories of leadership and are focused upon
transactions made between the leader and the followers. This theory emphasis upon
the importance of mutually positive beneficial relationship. Transactional leaders
are most efficient and effective when they develop a mutual reinforcing
environment where the organization goal and individual goal are in sync.

S.no. Year Author Definition Dimensions

1. 19th Thomas Great man theory - Leaders are born Inherent traits
century Carlyle not made. (charm, courage,
intelligence,
persuasiveness and
aggressiveness).

2. 1930 Ralph M. Trait theory – personality, social, Intelligence, physical

Stogill physical or intellectual. features, inner
motivation, maturity,
vision and foresight.

3. 1940s Behavioural theories – focus on Task oriented

to identifying critical behaviour behaviour and
1950s determinants of leadership. relationship-oriented
behaviour.
Ohio State studies (Initiating
structure, consideration)
University of Michigan (production
oriented, employee oriented)

4
4. 1960s Fred Fiedler Contingency theories – focus on Leader, task
to particular variable associated with the structure, position
1970s environment. power.
 The Fiedler Contingency
model.
 Hersey & Blanchard’s
situational leadership model.
 Path-goal theory.
 Charismatic leadership.

5. 1970s James Transformational theory Charismatic

MacGregor leadership
Burns

6. 1980s Max Weber Transactional theory Mutual beneficial

and Bernard relationship.
Bass

Table 1: Conceptual framework

A detailed study on the importance of trust within organization so that employees effectively
complete their jobs and go beyond their potential in their work. Researchers have shown that
trust is the factor that helps individuals to follow their leaders willingly. This paper aims at
highlighting some of the research has been amassed on trust in leadership in organizations
(Dirks, 1991) (Walter, 2001).
The spiritual dimensions of leadership combine the transactional and transformational
leadership theories. Several researchers have suggested that in order to study leadership and its
dimensions one must focus on the internal development of the leader (Hopkins, 2013).
This paper aims at addressing the key themes that have new contributions and interpretation in
the field of leadership. In the traditional view the leaders are people who make important
decisions for others and set a well-directed vision (Richard Thorpe, 2011). Employees are the
most important asset an organization owns, in order to fulfil all the short-term and long-term
organizational goals. Motivation is another meaningful aspect of leadership and it enables
employees to work effectively and efficiently for the organizational goals (Arendt, 2016). “The
development of effective leadership: investing the antecedents of charismatic and prevention-

5
oriented leadership behaviour”. This paper investigates the predecessor of charismatic and
leadership behaviour. Prevention oriented leadership is referred to as a complimenting
beneficial aspect of charismatic leadership behaviour (Walter, 2001).
“A study on impact of leadership styles”. The purpose of this study is to understand how
different leadership styles have an impact on employee’s performance and growth which
inversely effect the organizational outcomes (Boer, 2006). Leadership is defined as a process
where one individual influence others so that they willingly and eagerly direct their efforts and
capabilities towards the attainment of a defined group or organisational role (al, 2004)).
Cole states that leadership is a dynamic process wherein one individual influence other to
contribute willingly to the attainment of goal objectives. Moreover, Cole believes that
leadership helps group or an organization to attain a sustainable growth position (cole, 2005).
Researchers define leadership as a very complex task and leadership is a varied concept, which
do not have a universal definition. For some researcher’s leadership is a concept which is
associated with the act of influence whereas for others leadership is a process and others look
leadership as a person’s trait qualities (Avolio, 1997).
2.2 Leadership dimensions:
Leadership is the most researched topic where a lot of researchers have formulated various
types of leadership style and theories, but there is no one style that is considered to be universal
by the researchers. There are many diverse styles if leadership, but a good and effective leader
inspires, motivates and directs activities that can help in achieving organizational as well as
group goals. Similarly, an ineffective leader can devalue organizational goal accomplishment
and does not contribute to organizational progress. Following are the leadership Dimensions
that have been used in this research: -
1. Affirming
Affirming factors are those which help employees to keep themselves motivated to
work and push themselves to work beyond their potentials so that they can help in
attaining organizational goals. An effective leader can should use his or her words to
affirm its employees. The words used by the leader can have both destructive as well
as constructive role. So, in order to affirm others a leader must choose its words wisely
and consciously. Affirmation can help in various different ways in an organization.
With the help of affirmation, a leader can reduce the level of stress and mental anxiety,
produce healthy and positive working environment and helps in countering unwanted
negative perceptions by eliminating anxiety and doubts.
Unlearn: let go of past success to achieve extraordinary results. The author in this book
states the importance of unlearning traditional, unfit practices that are not useful for the
current situation. Further Barry shows how to break the cycle of behaviour that was
effective in the past but now stand in the way of organization’s success. In a nutshell
the author described the importance of unlearning behaviour that stands in between the
business to move forward (O'reilly, 2018).
The one thing, the author emphasised on the fact that in order to achieve extraordinary
results the leader should make focus on the narrow objectives as well. The narrower the
focus will be the better the leader will be able to achieve effective results for the benefit

6
 of the organisation. According to Keller human beings on an average have 4,000
thoughts a day or a new thought every second. The author tries to give a very simple
approach to productivity, the vision is to have less clutter, distractions and stress and
more focus on energy and success (Keller, 2013).
The traditional approaches to study leadership lacks in depth explanation of the subject
and are limited in scope. Additionally, the traditional leadership theories only focused
upon internal components of a leader which in return raised many questions for other
researchers to ask: is there more to leadership? (Greenwood, 2000)
Leadership components that also talked about other internal components such as
spirituality. It is a framework that links traditional approaches of leadership to emerging
approaches of leadership (Blakbay, 2000). In such type of framework, it helps
researcher in viewing leadership in a much broader context. Leadership is a three-
dimensional concept. According to which leadership occurs in relation to a group of
followers, leadership requires others to take action in order to achieve goals, leadership
is directed to achieve a group goal. In a nutshell it is said that leadership is defined by
Bass is relational, influential, directional and it is very important to deepen the
fundamental nature of effective leadership explained in above mentioned dimensions
(Bass, 1990).
(Cialdini, 1984) wrote in his book, the influence that successful organizations and
businesses are built on the principle of successfully selling products, programs and
services to a large number of loyal customers. The author emphasised upon the
leadership lessons in order to pursue people or customers more effectively. The author
described the principles of persuasion viz. reciprocity, scarcity, authority, consistency,
liking, consensus. By understanding these principles and analysing the shortcomings of
these principles in an ethical manner can significantly increase that one can be
persuaded by your request.
2. Resolute
Resolute leader is highly determined and consistent. These leaders have inner strength
and they help people by encouraging them. They have a good problem-solving ability
and are people with accountability. This style of leadership is purposeful, unwavering
and committed. These leaders do no avoid problems or make excuses for problems. A
resolute leader keeps a longer view in mind and prepare team for future challenges.
(collins, 2001). Good to Great, states the importance of level 5 leadership is not just
humility and modesty. It is about determination and achieving organization goals.
The leaders are central to organisational achievements. Leadership is the most
frequently researched topic in the organizational sciences. Hundreds and thousands of
studies are conducted by many researchers across the globe (Araujo-Cabrera, 2016). In
the book organizational behaviour explained that leadership is still pretty much an
unexplained concept and also compared leadership as a concept to black box which
implies that leadership as a complex system (Luthans, 2005).
An integrative understanding of leadership was developed in organizations in order to
understand the main concepts and components examined in the leadership theories, the

7
 author also conducted a revision of the most occurring leadership determinants of
organizational outcomes (Yukl, 2004).
The leadership challenge, the expectations of leaders are not only in their minds the
expectations of successful leaders provide framework where the employees work in
order to achieve organization goals (Posner, 1987).
3. Trust and transparency
This is the most important foundation that helps in building the relationship between
leaders and employees. Employees who know their organization’s vision are more
committed to employees who don’t have a clear idea about their company’s goals.
Transparent leaders promote feedback and communicate all the information
consciously to the employees. These types of leaders never disrespect any employees
disregarding their position in the organization. These leaders are very approachable and
friendly. Studies have shown that employees do no quit their jobs on contrary they quit
their bosses.
Trust is a concept of utmost importance in leadership in order to achieve organisational
effectiveness. Here the author examined the necessary components and perspective of
employees to depict the impact of trust as a factor on organizational performance and
growth. He conceptualised the component of trust on the basis of theoretical perspective
which outlined two different mechanisms by which trust can affect the employee’s
behaviour and performance in an organization (Williamson, 2014).
Leadership styles are unpredictable and are perception of their respective effectiveness.
One leadership dimension that is effective and works efficiently for one organization
might not be as effective or efficient for another organization. The choice and
applicability of leadership differs from organization to organization. Moreover, the
integral aspect required in order to choose and identify the appropriate style with its
dimensions depends on the best fit perspective (Bass, 2008). The cultural differences
are central to influence effectiveness in leadership. Leaders should be sensitive to
cultural aspect to what extent whether the other culture is similar or dissimilar from
one’s own values (Avery, 2004).
Trust can have major impact on the outcomes by providing the conditions that can lead
to positive outcomes. Here condition can be incentives so that employees are motivated
to work more and push their potential a little more. Further the author also used
feedback in place of incentives for employees in order to increase the effectiveness of
the outcome. In conclusion the studies conducted on trust effects the group and
organizational performance as well as the individual performance of the employees in
the organization. The results indicated that the performance and trust are two inter
related concepts. Moreover, past performance of leader can affect the future impact
trust and in turn can also affect the future performance of the organization. Similarly,
organization can also try to identify exactly how trust impacts group, individual and
organizational performance and leadership within organization (Dirks, 2001).
4. Awareness of self and others

8
 Awareness of self and others is also an integral part in leadership. A leader should firstly
be aware of his/her strengths, preference, attributes and weaknesses. Being conscious
about one’s knowledge, skill and attitudinal traits a leader can control, influence any
situation and climate of the group. Experienced leaders are relatively more empathetic
and aware of others and one’s self than leaders who are fairly young. James Kouzes
and Barry Posner, wrote “The leadership challenge” which highlights the importance
of self-awareness. If a leader wants to be an effective leader awareness of others and
self is very important. It is the most important quality that a leader must develop. Many
researchers have shown in their studies that this quality can impact an organization’s
bottom line. Companies with strong performance tend to have higher level of self-
conscious employee’s than that of poor performing organizations.
Effective and ineffective leadership, the author emphasised upon the main components
that differentiate effective and ineffective leaders. According to the author there are
successful leaders who are effective and there are also successful leaders who are
ineffective. A relevant leader will always try to strike a balance in achieving
organizational goals as well as goals of its team members. An effective will get the
work done by maintaining cordial relationship with the employees of the organization.
On contrary an ineffective leader will be ready to trade his or her relationship just to
achieve the results. Moreover, successful leaders look challenges as opportunities (Parr,
2017)
Exploding the Self-Esteem Myth where the author emphasised upon the importance of
high self esteem and negative impact that low self esteem affects an employee’s
position and work disengagement in an organization. Leading an organization is a
privilege that a leader earns with the virtues of his or her position in the organization
and should not be taken lightly. Leading effectively or ineffectively either adds value
to the members and organization or it degrades its value. Leadership is a service which
is bigger than the leader’s self and it requires a willingness to guide and direct members
for a greater purpose (Baumistr, 2004).
Effective leader is that leader whose passion for a cause is larger than they are.
Leadership requires values, values that are life giving to the society. This is the kind of
leadership our society needs currently. An effective leader’s most important trait is to
respect others and they should know how to deal diversity. Effective leaders
periodically examine their strengths and shortcomings and find out ways how to
overcome each of their drawback. Knowing the area where the leader is weak helps in
overcoming the shortcomings so that they are able to achieve the organization goals.
Effective leaders know how to perceive leaders. Effective leaders have an easy going
communication with their teams and peers by understanding how they are perceive
(Larson, 2001).
5. Communicating the vision
Communicating your vision, your job as a leader is to create commitment towards your
organization’s vision. In order to achieve this as leader you need to communicate the
vision in such a manner that this vision matters to employees. Leaders are required to
keep the message going, in order to achieve this leader is required to understand how
they can get their organization’s vision out there? (Cartwright, 2006)

9
Learning leader, the most successful and celebrated leaders like Mandela, Gandhi,
Martin Luther King were not complete leaders. This book does not aim at identifying
leadership failures. Moreover, the main focus of this book is to understand the strengths
of the leadership so that they are able to capitalize their weaknesses. The dimensions of
leadership explain and represent a wide range of leadership characteristics and skills.
Leadership should be broad enough to include complementary leadership dimensions.
The dimensions of leadership are not a part of checklist that a leader can include and
measure its effectiveness. Moreover, these dimensions describe leadership components
that are important in leadership team and rarely present in a single leader (Reeves,
2006).
Fundamentals of leadership: communicating a vision. A great vision for change is as
good as by what means and at what time it is communicated. Developing, defining and
creating the vision of an organization is the most crucial and difficult task. The best
way by which an organization can communicate its vision to the employees is by using
multiple forms of media. The more the usage of channels is done by organization the
better is the chance of your organization to understand the vision (Harris, 1997).
The effective executive emphasised on the importance of a leader to get the right and
beneficial things done in order to achieve a collective goal. An effective executive
keenly analyses what is important to do and what is unproductive so that it can be
neglected. Intelligence, efforts, imagination will tend to get wasted if an effective
executive is not able to mould the efforts in the right direction so that right results can
be achieved for business effectiveness (Drucker, 1967).
The season of life emphasised the importance of human behaviour and how it affects
the organization goals and organizational performance. He explained how the
fundamentals of human behaviour can affect performance personally as well as
professionally. The formula for success for one may be destructive for another. Most
importantly the author emphasised upon the factor that human character is not formed
in the absence of difficult situations but it is formed in corresponding to the response to
difficulty (Rohn, 1981).
Leadership and management are two terms that are usually considered to be synonyms
of one another. It is very essential to understand that leadership is an integral part of not
only management but effective management. It is an integral component of
management and it helps in building environment where every employee develops
himself or herself and excels. Leadership is defined as the ability to influence and
provide direction to the group efforts so that the organization can accomplish its goals.
Similarly, a manager must possess the traits of a leader or has leadership qualities.
Kantian thought emphasises on spirituality. He taught that incorporating the idea of
spirituality with leadership allows leaders to become less concern about restraining
realities of the external environment (Kant, 1997). The perception of leader’s
characteristic traits and how it impacts either positively or negatively on followers. Do
trust really matter? (Mayer)1995
Studies suggested that social relationships encourage individuals to spend more time
on important tasks and be willing to engage themselves in organizational behaviour.

10
(Pugh, 1994) Leadership is the central and sometimes most controversial topic in the
study of organizations. A large number of leadership studies have accepted and
supported the fact that leadership has a considerable impact on organization’s current
performance and accomplishment of future goals. Studies have now moved from
analysing whether leadership matters or not to the question under when and what
circumstances leadership matters. Recently a study on when leadership mattered on 500
companies in 42 industries over 19 years. The investigation found out that leadership
and leaders impact the organizational performance varies from industry to industry.
Moreover, with an aggregate leadership effect approximately 15 percent of
performance and further concluded that the CEO i.e. the chief executive has the largest
impact on performance (Wasserman, 2001).
A Harvard Professor conducted a research in the 1950s. He tried to measure the human
motives and the relationship between human motives and variety of different
behavioural phenomena associated with human motives, which includes different
leadership styles. His research work reported the need for achievement, affiliation and
consistent power predict behaviour. He stated that an effective manager possesses a
moderate need for achievement, a low need for affiliation, and a high need for power
and influence within organization. Here power should not be confused with
authoritarianism and also individual motive profiles are stable throughout life.
Moreover, managers can be trained to change their behaviour, unlearn the existing
behaviour and learn new managerial styles also thereby adapting to the needs of their
subordinates and adjusting themselves to situations. A classic experiment based on
McClelland’s research conducted by Harvard Business School in the late 1960s
reported that motivation and organizational climate are inter related with each other.
This experiment clearly stated that manager’s motives and resulting managerial styles
inversely affect organizational climate. And the organizational climate predictably
impacts organizational performance. Other authors were more concerned with manager
and employee relationships, individual and group motivation, managerial style, leader’s
assumptions, leader’s productivity etc. other authors examined the issue of leadership
form on a broader organizational perspective. Max weber’s theory, the theory of social
and economic organization describes the ultimate organization as one machine like
qualities which is efficient, rationale, impersonal, and coined the term as bureaucracy
which weber further characterizes as a positive attribute. On the basis of weber’s
research Bernard expanded the study of the functions of the executive advances. Further
the formal, informal social organization describes three essential executive functions
that were the core of his study. The first function that he described was to provide a
system of communication, secondly, he stated that in order to secure essential services
from individuals and finally to formulate the purposes and objectives of the
organization. Alfred P. Sloan Jr., author of My Years with General Motors, was the
president of United Motors, which was acquired by William Durant’s General Motors
in 1918. Sloan’s organizational study, conducted for Durant while at United Motors,
resulted in two significant contributions to the field of organizational leadership that he
later implemented at GM. First, he created a group of professional managers who
employed fact-based decision making, and second, he created a new organizational
model, the multidivisional business that combined centralized, coordinated policy
making with decentralized operations (McClelland, 1950).

11
Primal leadership, the main focus in this book was on the ability of the leader to direct
and engage emotions of his followers. Engaging and directing emotions of the
employees is the primary component in effective leadership. This is the primary
responsibility of the leader to move the emotions of the employees in the positive
direction for their development and eradicating the negative emotions. This process of
moving emotions from negative to positive is called as resonance and similarly the
opposite is called as dissonance (Goleman, 2016).

12
 Chapter 3
RESEARCH METHODOLOGY

3.1 Research design:

In order to study the leadership dimensions within organizations, an exploratory research was
adopted. In exploratory research the main objective is to explore the insights of a problem by
focusing on discovery of ideas and thoughts. Following are the dimensions mentioned that are
used for conducting the research:
3.1.1 Trust and transparency:
This is the most important factor that helps in building the relationship between leaders and
employees. Transparent leaders promote feedback and communicate all the information
consciously to the employees. Leadership styles are unpredictable and are perception of their
respective effectiveness. One leadership dimension that is effective and works efficiently for
one organization might not be as effective or efficient for another organization (Bass, 2008)
3.1.2 Affirming:
Affirming leaders help employees to keep themselves motivated to work and push the
employees to work exceeding their potentials so that they can help in attaining organizational
goals. Unlearn: let go of past success to achieve extraordinary results. The author in this book
states the importance of unlearning traditional, unfit practices that are not useful for the current
situation (O'reilly, 2018).
3.1.3 Resolute:
Resolute leader is highly determined and consistent. These leaders have inner strength and they
help people by encouraging them. This style of leadership is purposeful and these leaders are
committed to their work and employees. These leaders do no avoid problems or make excuses
for problems. A resolute leader keeps a longer view in mind and prepare team for future
challenges. Good to Great, states the importance of leadership is not just humility and modesty.
It is about determination and achieving organization goals (collins, 2001).
3.1.4 Awareness of self and others:
Awareness of self and others is also an integral part in leadership. A leader should firstly be
aware of his/her strengths, preference, attributes and weaknesses. Effective and ineffective
leadership, the author emphasised upon the main components that differentiate effective and
ineffective leaders. According to the author there are successful leaders who are effective and
there are also successful leaders who are ineffective. A relevant leader will always try to strike
a balance in achieving organizational goals as well as goals of its team members (Parr, 2017).
3.1.5 Communicating the vision:
Communicating your vision, your job as a leader is to create commitment towards your
organization’s vision. In order to achieve this as leader you need to communicate the vision in
such a manner that this vision matters to employees (Cartwright, 2006). Fundamentals of

13
leadership: communicating a vision. A great vision for change is as good as by what means and
at what time it is communicated. Developing, defining and creating the vision of an
organization is the most crucial and difficult task (Harris, 1997).

Sample Size:
A questionnaire based on the study was circulated via mail and through other sources. 100
questionnaires were filled by the employees of the organization.
Target Population:
For this study the target population was employees currently working in IT organization.

3.2 Research instrument:

Data source:

The main source of data used in this study is the primary data, collected by the employees
currently working in the organization filled the questionnaire. The secondary data for this
research used included research papers, articles, online journals and other websites.
Data collection Techniques:
The questionnaire comprises 22 questions. All the 22 statements are scored using Likert scale
to examine the response of the respondents. A scale plotting 1) Strongly Disagree 2) Disagree
3) Neutral 4) Agree 5) Strongly Agree where the scale started from the first was scored 1 and
the latter as 5.
Scale:

A questionnaire comprising of 22 questions were scored on a 5point Likert scale to examine

the response of the respondent. A scale plotting 1) Strongly Disagree 2) Disagree 3) Neutral 4)
Agree 5) Strongly Agree where the scale started from the first was scored 1 and the latter as 5.
Sampling Techniques:
A simple random sampling technique was used for this study.
3.3 Data Analysis Procedure:

The SPSS, Statistical Package of Social Sciences software version 19.0 was used to carry out
statistical analysis, correlation and independent sample t-test have been conducted to fulfil the
objectives of the study.

Reliability Statistics

Cronbach's Alpha Based on

Cronbach's Alpha Standardized Items N of Items

.827 .887 17

Table 2: Reliability statistics

14
The reliability of Cronbach’s Alpha is .827, which clearly indicates a high level of internal
consistency for the scale with this specific sample. Removal of any question will result in lower
value of Cronbach’s Alpha. Hence, one should not delete any question for higher accuracy.

15
 CHAPTER 4
INTERPRETATION

4.1 Standard deviation and mean

4.1.1 Trust and Transparency
Item No. Item Mean Standard deviation

6. My manager provides performance 3.45 .500

feedback regularly.
11. My manager is an exceptional 3.47 .502
trust-builder.
18. My leader rewards outstanding 3.03 .172
performance and knows how to
reward the “right” people.
20. My leader is a chief judge of the 3.04 .198
achievements of the members of
the group.
Average 3.2475 0.343

Table 3: Mean and standard deviation of Trust and Transparency

Interpretation:
The table indicates that the highest mean score has come for item number 2, suggesting that
the majority of employees are non-committal that there is trust and transparency between their
managers. Most of the employees are on the agreeable side. The average mean value depicted
in the table is 3.24 which is more than 3 which implies that employees are agreeing that the
managers practice trust and transparency within the organisation.

4.1.2 Communicating the vision

Item No. Item Mean Standard deviation

7. My manager clearly 3.04 .198

communicates all the information.
10. My leader communicates the firm's 3.00 .319
vision and strategies and helps
their team to better understand how
they contribute to the achievement
of Company goals.
15. My leader gives orders and clarify 2.96 .348
procedures.
Average 2.9925 0.29975

Table 4: Mean and standard deviation of Communicating the vision

16
Interpretation:
The above table represent the highest mean score has come from item number 1 which
represents that the majority of employees are non-committal to the statement that their
managers practice clear communication about organisations long-term vision and
organisational goals. The average mean value depicted in the table is 2.99 which is less than 3
which implies that employees are not agreeing to the statement that their managers
communicate vision of the organisation to the employees.

4.1.3 Resolute
Item No. Item Mean Standard deviation

9. My leader works in the direction to 2.99 .364

understand their industry and
contribute to its evolution through
their company’s work
13. In complex situations, my leader 3.06 .240
let subordinates work problems out
on their own
16. My leader is a thought leader that 3.04 .198
can introduce new ways of
“thinking” and “doing”.
19. My leader can simplify complex 3.02 .141
concepts and teach them to their
teams.
Average 3.0275 0.23575

Table 5: Mean and standard deviation of Resolute

Interpretation:
The outcome indicates that the highest mean has come from item number 2 which indicates
that the majority of employees are non-committal that their manager is a resolute leader. The
employees are on the agreeable side that their manager have inner strength and encourage its
employees. The average mean value depicted in the table is 3.02 which is more than 3 which
implies that employees are towards agreement.

17
4.1.4 Affirming
Item No. Item Mean Standard deviation

12. My leader inspires followers and 2.09 .406

can build a strong team around
them.
14. My leader provides guidance 2.12 .458
without pressure
21. My leader act as a mentor, when 2.07 .410
employees feel insecure about
their work and need direction.
22. My leader helps subordinates so 2.12 .458
that they can work with diligence.

Average 2.1 0.433

Table 6: Mean and standard deviation of Affirming

Interpretation:
The outcome indicates that the highest mean score has come from the item number 2 which
represents that the majority of employees are disagreeing that their managers act as a mentor,
and they provide guidance without pressure. The table depicts an average mean which is 2.1
and it indicates that the employees are disagreeing that their manager is a affirm leader.

4.2 Correlation

Trust and
transparency communication Resolute Affirming

Trust and transparency Pearson Correlation 1 .459** .484** .390**

Sig. (2-tailed) .000 .000 .000

N 99 99 99 99

communication Pearson Correlation .459** 1 .547** .630**

Sig. (2-tailed) .000 .000 .000

N 99 99 99 99

Resolute Pearson Correlation .484** .547** 1 .499**

Sig. (2-tailed) .000 .000 .000

N 99 99 99 99

Affirming Pearson Correlation .390** .630** .499** 1

Sig. (2-tailed) .000 .000 .000

N 99 99 99 99
Table 7: Correlation coefficient and p-value

18
 4.2.1 The above table depicts that there is a strong correlation between trust and
transparency and communication between the variables as the value of Pearson
correlation (.459**) is positive and the significant value is .00<0.5 which
represents that there is a significant correlation. So, if there is trust and
transparency within the organisation then the leaders can communicate the
vision and objectives of the employees in a better manner. The significant value
for Resolute leader is coming out to be (.484**) is positive which is less than
0.5 which implies that there is a significant correlation. Similarly, for affirming
leader the significant value is coming out to be (.390**) which is positive is less
than 0.5 which indicates that there is a significant correlation between trust and
transparency with affirming variable and a affirm manager promotes trust and
transparency within the organisation.
4.2.2 If we see the relationship between communication and resolute leader, the value
of Pearson correlation (.547**) which is also positive as the significant value is
.00 which is less than 0.5 which represents a strong relationship between the
two variables. So, if the leader is a resolute leader in nature then the
communication of organisations short and long-term will be effective.
4.2.3 Now if we look upon the variable communication and affirming the value of
Parson’s correlation (.630**) which is positive as the significant value is .00
which is less than 0.5 which represents a strong relationship between the two
variables. If the a affirm leader will practice good communication within
organisation then there will be an impact on the organisation leadership.
4.2.4 If we see the relationship between the variable resolute leader and affirming
leader the value of Pearson’s correlation (.499**) which is positive as the
significant value is than .00 which is less than 0.5 which depicts a strong
relationship between the variables. The higher or lower the tendency of a affirm
leader will impact the resolute leadership within the organisation.

4.3 Independent sample t-test

19
 Independent Samples Test

Levene's
Test for
Equality of
Variances t-test for Equality of Means

95%
Confidence

Sig. Interval of the

(2- Mean Std. Error Difference

F Sig. t df tailed) Difference Difference Lower Upper

Transparency Equal .159 .691 1.262 97 .210 .352 .279 -.201 .905
and Trust variances
assumed

Equal 1.260 93.011 .211 .352 .279 -.203 .907

variances
not
assumed
Table 8: Independent sample t-test for Trust and transparency

4.3.1 From above table the perception among the female and male regarding the variable
trust and transparency within organisation indicated by the values (as significant 2
tail) is .210>0.5 which indicates that there is no significant perceptual difference
regarding the variable Trust and transparency between male and female.

Independent Samples Test

Levene's
Test for
Equality of
Variances t-test for Equality of Means

95%
Confidence

Sig. Interval of the

(2- Mean Std. Error Difference

F Sig. t df tailed) Difference Difference Lower Upper

Communicating Equal .047 .830 2.234 97 .028 .533 .239 .060 1.007
the vision variances
assumed

Equal 2.208 88.419 .030 .533 .242 .053 1.013

variances
not
assumed
Table 9: Independent sample t-test for Communicating the vision

20
 4.3.2 From above table the perception among the female and male regarding the variable
communicating the vision and within organisation indicated by the values (as
significant 2 tail) is .028<0.05 which indicates that there is a significant perception
regarding the variable communicating the vision within organisation.

Independent Samples Test

Levene’s Test
for Equality of
Variances t-test for Equality of Means

95% Confidence

Sig. Interval of the

(2- Mean Std. Error Difference

F Sig. t df tailed) Difference Difference Lower Upper

Resolute Equal 1.176 .281 1.804 97 .074 .463 .257 -.046 .972
variances
assumed

Equal 1.757 79.885 .083 .463 .263 -.061 .987

variances
not
assumed
Table 10: Independent sample t-test for Resolute

4.3.3 From above table the perception among the female and male regarding the variable
resolute leadership within organisation indicated by the values (as significant 2 tail)
is .074>0.05 which indicates that there is no significant perception regarding the
variable resolute leadership within organisation.

Levene's Test
for Equality of
Variances t-test for Equality of Means

95% Confidence
Interval of the

Sig. (2- Mean Std. Error Difference

F Sig. t df tailed) Difference Difference Lower Upper

A11irming Equal .011 .917 1.623 97 .108 .415 .256 -.093 .922
variances
assumed

Equal 1.596 85.909 .114 .415 .260 -.102 .931

variances
not assumed

Table 11: Independent sample t-test for Affirming

21
4.3.4 From the above table the perception among the female and male regarding the
variable affirm leadership within organisation indicated by the values (as significant
2 tail) is .353> 0.05 which indicates that there is no significant perception regarding
the variable affirm leadership within organisation.

22
 Chapter 5
Conclusion and Discussion
1. Mean and standard deviation
The outcome obtained from the table of total mean and standard deviation table of the
variable trust and transparency within organisation (Mean= 3.2475) depicts that this
variable is present in the organisation. As most of the respondents are non-committal
that their leaders practice trust and transparency within organization. In organisation
trust and transparency is the foundation that helps in building the relationship between
leaders and employees. On the other hand, it was also seen that communicating the
vision to the employees was at neutral stage which implies majority of employees have
neutral view regarding this variable. Trust and transparency can affect the employee’s
behaviour and performance in an organization (Williamson, 2014).
The outcome obtained from the table of man and standard deviation table of the variable
communicating the vision within organisation (Mean=2.99) depicts that the employees
are non- committal to this variable. The employees feel that the leaders in the
organisation are fully not able to communicate the organisation’s vision to the
employees. Leadership in organisation is much more than the common image that a
layman holds. Leadership is the ability to lead, inspire, aspire and direct teams in an
organization. Leaders are required to keep the message going, in order to achieve this
leader is required to understand how they can get their organization’s vision out there?
(Cartwright, 2006).
2. Correlation
From the results of correlation, it can be observed that the variables have a strong
relationship among them, which implies that if we change one variable it will inversely
affect another variable. Hence, we can say that the leadership dimensions that we have
taken as variable in study is partially present in the organization. Leadership has a
considerable impact on organization’s current performance and accomplishment of
future goals. Studies have now moved from analysing whether leadership matters or
not to the question under when and what circumstances leadership matters (Araujo-
Cabrera, 2016).
3. Independent sample t-test
From the result of independent sample t-test we can observe that the dimensions of
leadership have no significant difference between male and female. This test depicts
that the male and female has given similar weightage to all the dimensions of
leadership. So, for now it is not possible to differentiate leadership dimensions on the
basis of gender for this research. Studies have shown difference between male and
female task fulfilment styles and communal styles (Miller, 2003).
4. Finings of this research shows that the dimensions are partially present within the
organization. Moreover, almost more than half of the respondents were towards the
statement that their managers are in favour to promote trust and transparency within the
organization. Similarly, other dimensions like communicating the vision to the

23
 employees and traits of an affirming leader didn’t had much presence in the
organization which we can observed as the respondents were non-committal to the
statements (Williamson, 2014).
5. The findings represented that the dimensions identified trust and transparency, resolute
leader and awareness of self and others can be seen within the organizational leadership
as per the choices made by the respondents. Whereas dimensions like affirming leader
and communicating the vision of the organization to the employees didn’t had much
presence in the organization (Sugerman, 2011).

24
 CHAPTER 6
LIMITATIONS OF THE STUDY

1. Lack of archival data in the research area- review of literature is an integral part of any
research as it helps on identifying the scope of work that have been done so far in
research area. Literature review and findings are used as the foundation for the
researcher to be built upon.
2. Sampling error- It refers to that error when a probability sampling method is used to
select a sample, but does not reflect the general population. This a result in sample bias
or sampling bias.
3. Duration of the study.
4. Insufficient sample size hence cannot conclude a valid research result.
5. Conflicts due to cultural bias and other personal bias.

25
 CHAPTER 7
REFERENCES

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Avolio, B. a. (1997). Complex task and leadership .
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 CHAPTER 8
ANNEXURE
QUESTIONNAIRE

1. Name-

2. Age-

3. Organization Name-

4. Department-

5. Designation-

6. My manager provides performance feedback regularly.

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

7. My manager clearly communicates all the information.

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

8. My manager recognizes the importance of personal life.

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

9. My leader works in the direction to understand their industry and contribute to its
evolution through their company's work.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

28
10. My leader communicates the firm's vision and strategies and helps their team to better
understand how they contribute to the achievement of Company goals.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

11. My leader is an exceptional trust-builder.

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

12. My leader inspires followers and can build a strong team around them.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

13. In complex situations, my leader let subordinates work problems out on their own.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

14. My leader provides guidance without pressure.

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

15. My leader gives orders and clarify procedures.

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

29
16. My leader is a thought leader that can introduce new ways of "thinking" and "doing".
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

17. My leader is an outstanding communicator, skilled at both listening and messaging.

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

18. My leader rewards outstanding performance and knows how to reward the "right"
people.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

19. My leader can simplify complex concepts and teach them to their teams.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

20. My leader is a chief judge of the achievements of the members of the group.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

21. My leader act as a mentor, when employees feel insecure about their work and need
direction.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

30
22. My leader helps subordinates so that they can work with diligence.
 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

31
32
33