Leadership Styles in Bisleri

A
SUMMER INTERNSHIP PROJECT
ON
“LEADERSHIP STYLES IN WORK FORCE”
IN
“BISLERI”
SEVEN HILLS BEVERAGES LTD
Submitted to
SavitribaiPhule Pune University
In the Partial Fulfilment of the Course
MASTER IN BUSINESS ADMINISTRATION-HUMAN RESOURCE

DEVELOPMENTE-II
Submitted By
Mr. PAWAR PANKAJ PUNDLIK
Under The Guidance Of
Prof. H.S.Deshmukh
M.V.P.’S
INSTITUTE OF MANAGEMENT AND RESEARCH TECHONOLOGY, NASHIK

(YEAR 2019-20)
DECLARATION BY STUDENT
1
I PawarPankajPundlikby declare that the information I have gathered during the period of Summer
Internship Project is submitted by me correctly in this particular period, which is to be completed as
per rules of the SAVITRIBAI PHULE PUNE UNIVERSITY, PUNE for the time MBA (HRD)
course that I am pursuing at the M.V.P. SAMAJ’s INSTITUTION OF MANAGEMENT
RESEARCH & TECHNOLOGY NASHIK.
Under guidance of Prof H.S.DeshmukhEmpirical finding is based on the Data collected by me in the
partial fulfilment of MBA (HRD) course under the University of Pune.
TheProject undertaken as the part of academic curriculum, as per university rules, norms and not for
Commercial interests & motives.
Date: / /2019 Signature:
Place: IMRT, Nashik-2 Name: Mr.Pankaj.P.Pawar
CERTIFICATE BY GUIDE
2
This is to certify thatMr.PawarPankajPundlik completed the project on “LEADERSHIP STYLE
IN WORK FORCE” under my guidance and supervision and has submitted the report as per the
norms laid by SAVITRIBAI PHULE UNIVERSITY, PUNE.
The material that has been obtained from the source is duly acknowledged in the report. It is further
certified that the work on its part has not been submitted to any other university for examination under
my supervision. I consider this work for the award of the degree of masters of business of
administration, in the partial fulfilment of the curriculum.
Date: / /2019 Signatures:
Place: IMRT, Nashik- 2 Name of Guide: Prof H.S.Deshmukh
ACKNOWLEDGEMENT
3
I have pleasure in successful completion of this work titled a project report on “LEADERSHIP
STYLE IN WORK FORCE”
The special environment at I.M.R.T, Nasik that always supports education activities, facilitated our
work on this project.
I acknowledge the support, the encouragement, extended for this study by Director Dr. D. K.
Mukhedkar, Prof. In charge Dr.GirishAhire.
I would also like to convey my special thanks to Mr. Vijay Shirsathextending his cooperation to me
by providing necessary information & timely help.
I am also thankful to teaching and non-teaching staff members and library staff. Who directly or in
directly have been helpful in one way or the other.
Date: / /2019 Signature:
Place: IMRT, Nashik-2 Name:
LIST OF CONTENTS
CHAPTER NO. TITLE PAGE NO.
1. INTRODUCTION 10
1.1 Object of the study 11
4
1.2 Selection of topic 12
1.3 Objective of the study 13
1.4 Scope of the study 14
1.5 Rationale of the study 15
1.6 Limitation of the study 16
2. RESEARCH METHODOLOGY 17
2.1 Method of the study 18
2.2 Sampling 21
2.3 Data Collection 25
2.4 Presentation of data, Tools of analysis & Interpretation 29
3. PROFILE OF THE ORGANISATION 32

3.1 History and general information 33
3.2 Organisation 36
3.3 Production 38
4. REVIEW OF LITERATURE 42
4.1 Meaning &concept of the topic 43
4.2 Basic theories of the topic 44
4.3 Review of research on the selected topic 50
5. DATAPRESENTATION, ANALYSIS 60
INTERPRETATION DATA (1)
6. DATAPRESENTATION, ANALYSIS 69
7. CONCLUSION AND SUGGESATION FINDING 123
 Abbreviation
 Concepts
 References/Bibliography
 Appendices/Annexure
LIST OF TABLES
Table No Title Page No
2.4.1 Research Table 31
3.3.1 Product 38
3.3.2 Product 39
6.1.1 Classification of respondents on the basis of age 71
6.1.2 Classification of respondents on the basis of qualification 72
5
6.1.3 Work experience in company in year 73
6.1.4 Potential to be a good leader 74
6.1.5 Enjoy setting goals for the future 75
6.1.6 Open to suggestions from your employees 76
6.1.7 Willing to take the blame for the team you lead, should 77
anything go wrong
6.1.8 Feel threatened when someone questions your decisions 78
6.1.9 Try to understand the issues of the team 79
6.1.10 Important is building team morale to you 80
6.1.11 Is you at trying to understand you’re subordinates 81
6.1.12 Which of the following statement styles suits you best 82
6.1.13 Which statement describes you 83
6.1.14 A good leader needs to be open-minded. 84
6.1.15 Necessary to welcome suggestions given by employees 85
6.1.16 Biases and grudges should not influence a leader's decision 86
6.1.17 A leader need not get to know their employees 87
6.1.18 Employees must carry out all orders given to them 88
6.1.19 A leader need not lead by example 89
6.1.20 A leader needs to be reasonable 90
6.1.21 Being correct is more important than being nice 91
6.1.22 A good leader helps his/her team in tough times 92
6.1.23 Satisfied activity taken in organisation 93
6.1.24 Activates really helps for growth 94
6.1.25 Which type of growth using activity 95

6.2.4 Manager care about your development 99
6.2.5 You’re manger cares about you as a person 100
6.2.6 Manger create a trusting and open environment 101
6.2.7 Your manger treat everyone on the team fairly 102
6.2.8 Manager responsive to your ideas, requests, and suggestions 103
6.2.9 Regularly receive constructive performance feedback from manager 104
6.2.10 Manager clearly communicate expectations 105
6.2.11 Manager provide strong and decisive leadership when required 106
6.2.12 Your manager gives respect and consideration to you 107
6.2.13 Manager recognizes and celebrate success and good work 108
6.2.14 Motivates and inspires me and the team i work with 109
6.2.15 Ensure that i have an appraisal at least once in year 110
6.2.16 Acts as good role model 111
6.2.17 Effectively communicate the information 112
6.2.18 Explain how the organization’s future plans affect 113
6.2.19 Explain the reasons behind decision made 114
6.2.20 The expertise and ability to help you and your team 115
6.2.21 Confidant in the overall effectiveness of your immediate manager 116
6.2.22 Recognize the importance of your personal and family life 117
6.2.23 Handle disagreement professionally 118
6.2.24 Discuss your career within this organization 119
6
6.2.25 Actives helps for development 120
6.2.27 What is your response about leadership style in the organization 122
LIST OF CHARTS
Table No Title Page No
6.1.4 Potential to be a good leader 74
6.1.5 Enjoy setting goals for the future 75
6.1.6 Open to suggestions from your employees 76
6.1.7 Willing to take the blame for the team you lead, should 77
anything go wrong
6.1.8 Feel threatened when someone questions your decisions 78
6.1.9 Try to understand the issues of the team 79
6.1.10 Important is building team morale to you 80
6.1.11 Is you at trying to understand you’re subordinates 81
6.1.12 Which of the following statement styles suits you best 82
6.1.13 Which statement describes you 83
6.1.14 A good leader needs to be open-minded. 84
6.1.15 Necessary to welcome suggestions given by employees 85
6.1.16 Biases and grudges should not influence a leader's decision 86
6.1.17 A leader need not get to know their employees 87
6.1.18 Employees must carry out all orders given to them 88
6.1.19 A leader need not lead by example 89
6.1.20 A leader needs to be reasonable 90
6.1.21 Being correct is more important than being nice 91
6.1.22 A good leader helps his/her team in tough times 92
6.1.23 Satisfied activity taken in organisation 93
6.1.24 Activates really helps for growth 94
7

6.2.4 Manager care about your development 99
6.2.5 You’re manger cares about you as a person 100
6.2.6 Manger create a trusting and open environment 101
6.2.7 Your manger treat everyone on the team fairly 102
6.2.8 Manager responsive to your ideas, requests, and suggestions 103
6.2.9 Regularly receive constructive performance feedback from manager 104
6.2.10 Manager clearly communicate expectations 105
6.2.11 Manager provide strong and decisive leadership when required 106
6.2.12 Your manager gives respect and consideration to you 107
6.2.13 Manager recognizes and celebrate success and good work 108
6.2.14 Motivates and inspires me and the team i work with 109
6.2.15 Ensure that i have an appraisal at least once in year 110
6.2.16 Acts as good role model 111
6.2.17 Effectively communicate the information 112
6.2.18 Explain how the organization’s future plans affect 113
6.2.19 Explain the reasons behind decision made 114
6.2.20 The expertise and ability to help you and your team 115
6.2.21 Confidant in the overall effectiveness of your immediate manager 116
6.2.22 Recognize the importance of your personal and family life 117
6.2.23 Handle disagreement professionally 118
6.2.24 Discuss your career within this organization 119
6.2.25 Actives helps for development 120
LIST OF CHARTS
Fig No Fig Name Page No
2.1 Type of research 19
2.2 Source of data 23
3.2 Organisation chart 34
8
CHAPTER-I
INTRODUCTION
9
1.1 OBJECT OF THE PROJECT
The object of summer internship project is to know the organisation and try to understand the
functioning of various departments related tour study and making a sincere effort to gain practical
knowledge of studied department. The primary educational objectives behind SIP is to make the
student familiar with working environment and to help to make students understand the ways in which
theoretical aspects can be applied into practices.
The study to build self confidence in upcoming HR Managers through practically facing the situations
arising suddenly and provides best knowledge for overcoming the same. This study is helpful to
gaining practical knowledge.
The prime educational object behind the project is to make the students familiar with the working
environment & to make understand the students that, the way in which theoretical aspects is applied
into practice. The individual object of the project is to work effectively using creativity as well
The organizational perspective is to generate new ideas through fresh talent & can utilize them for
implementing the future strategies.
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1.2SELECTION OF THE TOPIC
Whilst there are many different leadership styles, everyone has a default leadership style that comes
most naturally to them. Leadership styles determine how someone uses their power and authority to
lead others. Your default leadership style then is the way you feel most comfortable leading others to
achieve your vision
There are many different styles of leadership, and understanding which type you are will make you
better equipped to avoid the common pitfalls of that particular style
The best leaders are able to adjust their style based on the situation they find themselves in, for
example, turning around a failing organization might require a more forthright approach than being
asked to grow an already successful organization
1.3OBJECTIVES OF THE STUDY
11
Following are objective of study:
1. To study the concept of leadership style and its utility
2. To study the various activates conducted for better leadership in at “Bisleri seven hills beverages”
3. To study the opinion of employees towards the leadership style
4. Analysis of data & suggest measured at Bisleri seven hills beverages”
1.4SCOPE THE STUDY
12
Leaders and their leadership skills play an important role in the growth of any organization. Leadership
refers to the process of influencing the behavior of people in a manner that they strive willingly and
enthusiastically towards the achievement of group objectives.A leader should have the ability to maintain
good interpersonal relations with the followers or subordinates and motivate them to help in achieving the
organizational objectives.
Leadership is the ability to build up confidence and zeal among people to create an urge them to be
led. To be a successful leader, a manager must possess the qualities of foresight, drive, initiative, self-
confidence and personal integrity. Different situations may demand different types of leadership.
Leadership has been defined in various ways. Stodgily has rightly remarked that there are almost as
many definitions of leadership as there are people who have tried to define it.
The study covers the leadership styles in SEVEN HILLS BEVERAGES brand its impact on the
effective functioning of the organization.
1.5LIMITATIONS OF THE STUDY

Following are limitation of study:
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1. The study is only of one organisation.
2. The workers were busy with their work therefore they could not give enough time for the
interview.
3. The personal biases of the respondents might have entered into their response.
4. Some of the respondents give no answer to the questions which may affect the analysis.
5. Respondents were reluctant to disclose complete and correct information.
6. Sample size is only 105
1.6 RATIONALE OF THE STUDY
14
In this global competitive environment, effective leadership style is necessary to reduce the attrition
rate. From the effective leadership styles only it is possible to achieve organizational goal
productively. Leadership styles affect on the employee performance and productivity. This paper
summarizes and analyzes the available literature of leadership styles and effect on different
components of Quality of work life.
This study is detailed and systematic comparative analysis of leadership development and leadership
practices in the organization
It examine how different programme of leadership development are being designing and deployed as a
deliberate strategies for system wide improvement and transformation
15
CHAPTER-II
RESEARCH METHODOLOGY
2.1. Types of Research
16
Research - definition & types
Research is the discovery of facts, development of facts and verification of facts. It is an

attempt to find practical solution to the problem with the help of scientific methods. The research
process involves defining and redefining of hypothesis formulation, organizing and evaluating data,
driving conclusions after a careful study. The two main sources of data in social science research come
from the inner world of library and the outside world of living profile. We may call these two main
sources simply the paper and profile, a wealth of usable information. It is often uneconomical to spend
time and energy to collect information. Under the general rubric of documentary or paper sources we
mostly consider historical records, diaries, biographies and statistical records.
When we turn to consider ‘people’ as the sources of social data, we identify various forms of
observations, but more practically and primarily the interview and the questionnaire as the techniques
for the collection of data from this source.
DEFINITION
By Oxford Dictionary,
“Research is the careful investigation or inquiry especially through search for new facts in any
branch of knowledge."
According to John Best,
“Research is a systematic activity directed towards discovery and the development of an

organized body of knowledge.”
According to Waltz and Basusell,
“Research is systematic, formal, rigorous and precise process employed to gain solutions to
problems or to discover and interpret new facts and relationships.”
Types of Research
On the basis of Application On the basis of Objectives On the basis of Methodology
17
Pure Applied Exploratory Descriptive Qualitative Quantitative
Experimental
Fig2.1 Type of research
* On the basis of Application
1) Pure/Basic/Fundamental Research
Pure research involves developing and testing theories and hypotheses that are intellectually challenging to the
researcher but may or may not have practical application at the present time or in the future. Thus such work
often involves the testing of hypotheses containing very abstract and specialized concepts.
2) Applied/Practical/action-Based Research
Most of the research in the social sciences is applied. In other words, the research techniques,
procedures and methods that form the body of research methodology are applied to the collection of
information about various aspects of a situation, issue, problem or phenomenon so that the information
gathered can be used in other ways – such as for policy formulation, administration and the
enhancement of understanding of a phenomenon.
* On the basis of Objectives

1) Exploratory Research
Exploratory research design aims to get a better understanding of the problem by explaining the
concepts and developing hypothesis regarding the research study. Various techniques used in
exploratory research study are literature survey, experience survey, focus group, Interviews, Projective
test etc.
2) Descriptive Research
Unlike exploratory research, the aim of descriptive research is to describe the characteristics of a
phenomenon. It attempts to describe, explain and interpret the conditions in much detailed approach.
18
Various techniques used in descriptive research study are longitudinal study, true panel, omnibus
panel, sample survey etc.
3) Experimental Research
This research design is a type of research design which is predetermined and structured in nature. It is
also called casual research, because it is helpful in exploring the cause and effect relationship of a
research problem. There are two types of experimental research Laboratory experiment and field
experiment.
* On the basis of Methodology

1) Qualitative research
Qualitative research includes “an array of interpretive techniques which seek to described ,decode,
translate and otherwise comes to terms with the meaning not the frequency, of a certain more or less
naturally occurring phenomena in the social work”. At the data collection stage, the array of
techniques includes focus groups, individual in-depth interviews, case studies, ethnography, grounded
theory, action research and observation.
2) Quantitative research
Quantitative research attempts precise measurements of an unknown. In business research quantitative
methodology usually measures consumer behaviour, knowledge, opinions or attitudes. Such
methodology answers the questions related to how much, how often, how many, when and who.
For this project activity researcher has selected exploratory type of research
Exploratory research (or ER) is an examination into a subject in an attempt to gain further insight.
With ER, a researcher starts with a general idea and uses research as a tool to identify issues that could
be the focus of future research. You may wonder how you can explore a topic if there is little
information about it.
2.2. Sampling
19
The plan, method, or technique through which a researcher identifies and selects the potential
sampling units from the sampling frame or the target population, to form a relevant sample for the
study is termed as "sample design".
Sample designing is the working principle of any research process. Without proper designing
of sample it is not possible to start survey, as it is the base which provides the responses of relevant
members of the population.
Methods of Sampling Design
A) Non-Probability Sampling Methods
Non-probability sampling is that type of sampling procedure which does not have any ground
for estimating the probability that whether or not each item in the population has been included in the
sample.
There are four types of non-probability sampling.
 Convenience sample:- On the basis of convenience and approachability, the choice of the
sampling units by the researcher, is known as "Convenience Sampling".
 Purposive Sampling:- A non-probability sample which follows certain norms is called
purposive sampling.
 Panel Sampling:- In panel sampling a group of participants are selected initially by random
sampling method and the same group is asked for the same information repeated number of
times during the period of time.
 Snowball Sampling:- When the characteristics of the desire sample is limited then the
special non-probability method is applicable.
B) Probability Sampling Methods
The main types of probability sampling methods are simple random sampling, stratified

sampling, cluster sampling, multistage sampling, and systematic random sampling. The key benefit of
probability sampling methods is that they guarantee that the sample chosen is representative of the
population. This ensures that the statistical conclusions will be valid.
Types of Probability Sampling Methods are:-
20
 Simple random sampling. Simple random sampling refers to any sampling method that has
the following properties.
 The population consists of N objects.

 The sample consists of n objects.
 If all possible samples of n objects are equally likely to occur, the sampling method is
called simple random sampling.
 Stratified sampling. With stratified sampling, the population is divided into groups, based on
some characteristic. Then, within each group, a probability sample is selected. In stratified
sampling, the groups are called strata.
 Cluster sampling. With cluster sampling, every member of the population is assigned to one,
and only one, group. Each group is called a cluster. A sample of clusters is chosen, using a
probability method (often simple random sampling). Only individuals within sampled clusters are
surveyed.
 Multistage sampling:- With multistage sampling, we select a sample by using combinations
of different sampling methods.
 Systematic random sampling:- With systematic random sampling, we create a list of every
member of the population.
This method is different from simple random sampling since every possible sample of n elements is
not equally likely.
Researcher has selected simple random method for collecting data and sample size is 105.
21
2.3. Primary and Secondary Data
The data collected for the project was in the form of written as well as verbal information
regarding the management accounting ratio analysis by the company. There are different source of
collecting data.
Sources of data
Primary data Secondary data
Fig2.2 Sources of Data

1.Primary data:
The primary data are those, which are collected afresh and for the first time, and this happen
to be original in character. It is original and firsthand data, which is collected by the investigator
himself for the purpose of a specific inquiry or study and it is generated by survey conducted by
individual or research institution or any organization. For the completion of this project following
methods are used:
1) Interview method
This method is the most common method of primary data collection. The interviewer can 1)
pose questions personally 2) ask questions through e-mail 3) get answers through telephonic
conversation.
2) Questionnaire method
Questionnaires are also one of the most common methods of primary data collection. It consists of
a set of questions pertaining to the research problem. This is more feasible if the data are to be
gathered from a huge population. The questions in this method can be either open-ended or close-
ended.
22
3) Focus group interview
This is also one of the common methods of primary data collection. Here, a small group of
individuals join to talk about the problem.
4) Schedule method
Sometimes it so happens that the informants are not very much educated. Here the data cannot be
gathered by mailed questionnaire method. Here, scheduled method is used to gather data. The
enumerators send the questionnaires to collect information.
5) Observation method
This method lets one to assess the dynamics of a situation. This is a systematic way of data
collection. Researchers make use of all their senses to evaluate people in naturally occurring situations.
6) Surveys:
This method involves cost, as it cost money to design and implement a survey. Also, data
collected from surveys may contain lots of missing data, data in incorrect format for example,
someone could enter their age as ‘twenty eight’ instead of 28, so lots of work is needed to pre-
process, organize, clean, and reshape data collected from surveys.
7) Discussion:
Some data which are required cannot be collected through personal investigation or through interview
so community leaders are approached to fetch information for the required data.
2. Secondary data:
The secondary data are those, which have already been collected by someone else and which have
already been passed through the statistical process.
These are several methods of collection secondary data. These are as follows:
From websites:
Sometimes you can scrape data from websites, lots of work has to be done to clean, organize
and reshape the data. However, some websites contain data in a clean and structured format.
2) Magazines
23
A magazine is a publication, usually a periodical publication, which is printed or electronically
published (sometimes referred to as an online magazine). Magazines are generally published on a
regular schedule and contain a variety of content. They are generally financed by advertising, by
a purchase price, by prepaid subscriptions, or a combination of the three.
For this research study following are the sources of collecting data:
 Primary Data:
1) Observation
2) Questionnaire method
 Secondary Data:
1) Internet sources/From website
2) Articles, Magazines
3) Company Records
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2.4 Research Design
Analysis and interpretation of Data
Introduction
Data analysis is considered to be important step and heart of the research in research work.
After collection of data with the help of relevant tools and techniques, the next logical step, is to
analyze and interpret data with a view to arriving at empirical solution to the problem. The data
analysis for the present research was done quantitatively with the help of both descriptive statistics and
inferential statistics. The descriptive statistical techniques like mean, standard deviation and for the
inferential statistics Analysis of Co Variance were used during data analysis. For the analysis of
opinionative Chi square test was used.
Data analysis is a process of inspecting, cleansing, transforming, and modeling data with

the goal of discovering useful information, informing conclusions, and supporting decision-making.
Data analysis has multiple facets and approaches, encompassing diverse techniques under a variety of
names, while being used in different business, science, and social science domains. In today's business,
data analysis is playing a role in making decisions more scientific and helping the business achieve
effective operation.
Data interpretation refers to the implementation of processes through which data is reviewed
for the purpose of arriving at an informed conclusion. Data is very likely to come from multiple
sources, and has a tendency to enter the analysis process with haphazard ordering.
The nature and goal of interpretation will vary from business to business, likely correlating to the type
of data being analyzed. While there are many different types of processes that are implemented based
on individual data nature, the two broadest and most common categories are “quantitative analysis”
and “qualitative analysis.”
The process of data analysis
There are several phases that can be distinguished, described below. The phases are iterative, in
that feedback from later phases may result in additional work in earlier phases.
1. Data requirements
The data is necessary as inputs to the analysis, which is specified based upon the requirements of those
directing the analysis or customers (who will use the finished product of the analysis).
25
2. Data collection
Data is collected from a variety of sources. The requirements may be communicated by analysts to
custodians of the data, such as information technology personnel within an organization.
3. Data processing
Data initially obtained must be processed or organized for analysis. For instance, these may involve
placing data into rows and columns in a table format (i.e., structured data) for further analysis, such as
within a spreadsheet or statistical software.
4. Data cleaning
Once processed and organized, the data may be incomplete, contain duplicates, or contain errors. The
need for data cleaning will arise from problems in the way that data is entered and stored. Data
cleaning is the process of preventing and correcting these errors.
5. Exploratory data analysis
Once the data is cleaned, it can be analyzed. Analysts may apply a variety of techniques referred to
as exploratory data analysis to begin understanding the messages contained in the data. The process of
exploration may result in additional data cleaning or additional requests for data, so these activities
may be iterative in nature.
6. Modeling and algorithms
Mathematical formulas or models called algorithms may be applied to the data to identify relationships

among the variables, such as correlation or causation.
7. Data product
A data product is a computer application that takes data inputs and generates outputs, feeding them
back into the environment. It may be based on a model or algorithm.
8. Communication
Once the data is analyzed, it may be reported in many formats to the users of the analysis to support
their requirements. The users may have feedback, which results in additional analysis. When
determining how to communicate the results, the analyst may consider data visualization techniques to
help clearly and efficiently communicate the message to the audience.
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RESEARCH TABLE
Type of research Exploratory
Area of Research Dindori Industrial Area
Sampling unit Bisleri Seven Hills Beverages ltd
Sampling Method Simple random sampling

Sample size 105
Data Collection Techniques Sources of Primary Data Sources of Secondary

Data
Questionnaire Books, websites &

magazines
Analysis of data Percetage,average,Mean
Table 2.4.1
27
CHAPTER-III
PROFILE OF THE ORGANISATION
3.1 HISTORY & GENERAL INFORMATION
28
ABOUT ORGANISTION
Seven Hills Beverages Limited is a Public incorporated on 11 December 2009. It is classified as Non-
govt Company and is registered at Registrar of Companies, Mumbai. Its authorized share capital is Rs.
62,000,000 and its paid up capital is Rs. 37,300,000. It is involved in Manufacture of beverages
Seven Hills Beverages Limited's Annual General Meeting (AGM) was last held on 29 September 2018
and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed on 31
March 2018.
Directors of Seven Hills Beverages Limited are NayanBalasahebPalwe, PavanJitendraChhatrisha,

CharushilaVipulLathi, SandeepBalasahebPalwe, SandeepVasantraoAvhad,
Seven Hills Beverages Limited's Corporate Identification Number is (CIN)

U15500MH2009PLC296411 and its registration number is 296411.Its Email address is
sevenhillsbeveragesnsk@gmail.com and its registered address is GATE NO. 206, KHATWAD
PHATA PIMPALNARE, TAL DINDORI NASHIK MH 422204 IN, -
Current status of Seven Hills Beverages Limited is - Active.
VISION
29
Our vision is to be the dominant player in the branded water business. We must expand and be a leader
in the premium beverage category.
MISSION
We must have world class quality, at the lowest production and distribution cost. This will make us an
unbeatable leader, and we will have satisfied loyal customers.
VALUES
Bisleri believes in Integrity, Teamwork, Cooperation, Quality, Passion, Openness and Transparency.
WHY BISLERI?
We believe in providing exciting opportunities for our people who will in turn add value to our
business. We believe that our people are our greatest assets and that building their capabilities will
30
help us grow our organization. We provide a platform for our people to innovate, accelerate and drive
our business with passion and excellence.
EMPOWERMENT
Leadership is about enabling and empowering people. For us, empowerment forms the basis of our
leadership philosophy and we believe in creating a culture that respects and empowers our people
INNOVATION
We believe that investing in innovation is a long term responsibility to ensure continuous improvement
in what we are doing. Innovation forms the heart of Bisleri’s operations, and is the key factor which is
revolutionizing the value chain in our business.
LEARNING & GROWTH
At Bisleri, our strong values form the very foundation of learning. We constantly help build our
employees to meet future challenges. We are dedicated to building a strong pipeline of leaders through
seamless learning that will help them deliver extraordinary results.
DIVERSITY
We believe in diversity of gender, age, culture and recognize that different people bring different
perspectives, ideas and knowledge and together are the strength of our organization.
3.2 ORGANIZATION
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CIN U15500MH2009PLC296411
Company Name EVEN HILLS BEVERAGES LIMITED
Company Status Active
RoC RoC-Mumbai
Registration Number 296411
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Public
Date of Incorporation 11 December 2009
Age of Company 9 years, 6 month, 10 days
ORGANIZATIONS CHART/STRUCTURE
Plant Manager
Deputy Manager
32
HR Manager Marketing Finical Operation Quality
Manager Manager Manager Manager
Jr.Manager Jr.Manager Jr.Manager Jr.Manager Jr.Manager
Foreman
Workers
Fig3.2 Organization chart
3.3 PRODUCT OF BISLERI
33
This is main product of Bisleri where packaging is available in 20 Ltr, 5 Ltr, 2 Ltr, 1Ltr, 500ml, 300
ml, and 250 ml The Price of each packaging is follow
Packaging Price
20 Ltr Rs.80
5 Ltr Rs.65
2 Ltr Rs.30
1 Ltr Rs.20
500 ml Rs.10
300 ml Rs.10
250 ml Rs.6
Table 3.3.1
34
The story behind this product it began with a quest to find the purest water in the word and it turned
into a pilgrimage of sorts a pilgrimage that witnessed the sacred purity of the mighty Himalayas that
absorbed the serenity of Mount Kailas that took in the untouched magic of Mansarovar and ended at a
spring
This is available 1 Ltr, 500 ml, 250 ml and the Price of packaging are follow
Packaging Price
1 Ltr Rs.60
500 ml Rs.40
250 ml Rs.15
Table 3.3.2
35
Let the Mango ras made from the choicest and sweetest juicy mangoes, fresh from the farms, cascade
down your throat. The soothing, long-lasting taste of Mangoes will make you go
MMM….
Then, when the Mango ras mingles with the fizz of Fonzo, your taste buds feel a refreshing buzz. Come
and experience Bubbly Mango like never-before and go
AAH…..
This product is available in 250 ml packaging with price of Rs.18
36
Bisleri soda giving rocking kick to any drink its combined with .Others call it the drink mixer and we
called it a” club soda”
This product packaging available in 600 ml with Price of Rs.20
37
CHAPTER-IV
REVIEW OF LITERATURE
4.1 MEAING AND CONCEPTS OF THE TOPIC
38
Leadership is an abstract quality in a human being to induce others to do whatever they are directed to
do with zeal and confidence. It is a quality or ability of an individual to persuade others to seek defined
objectives enthusiastically. The leader is a force of the organization that designs, executes, coordinates,
and controls all the functions of an organization, i.e. planning, executing, organizing, directing, and
controlling. Leadership inspires; creates confidence; helps the team mates to give their maximum for
the attainment of objectives. In a
Business organization, managers at all levels, by whatever name called, are leaders because they all
have subordinates whose efforts are canalized in a definite direction. A leader gives a company the life
which creates the products and innovations that it sells. Effective leaders develop a team of effective
employees, subordinates or followers, and they together develop a more effective organization.
In order to run the organizations effortlessly, effectively and efficiently, the most important and valued
factor organizations need is Human resources. The success of an organization depends on the diligent,
loyal and concerned managers and employees. Leadership is required in every organization at every
level, the success or failure of an organization depends on the quality of leadership particularly on the
part of top management. In this competitive era where world has become a global village, firms are
considered to be competitive on the
Basis of competence of their human resources. Concept of leadership is not a new concept in the field
of social science studies. In the recent years, the area of leadership has been widely studied more than
any other aspect of human resource management.
Peter. F. Drucker considers leadership as a human characteristic which lifts a man’s vision to higher
sights; raises and builds his performance to higher standards, and builds man’s personality beyond its
normal limits. Leadership is an important abstract quality of the leader that sets apart a successful
organization from an unsuccessful one. Leadership is, therefore, regarded as the process of influencing
the activities of an individual towards goal achievement in a given situation. This process has been
explained by Hersey and Blanchard in the form of the following equation:
L=f (l, f, s) Leadership is a function of leader (l), the followers (f) and other situational variables(s).
LEADERSHIP DEFINITIONS
39
•Leadership is Inter-Personal influence exercised in a situation and directed through communication
process, towards the attainment of a specialized goal and goals.
- Robert Tannehbaum
•Leadership is that combination of qualities by the possession of which one able to get something done
by others, chiefly because, through his influence, they become willing to do so.
- Ordway Tead
IMPORTANT OF LEDERSHIP
 Initiates action- Leader is a person who starts the work by communicating the policies and
plans to the subordinates from where the work actually starts.
 Motivation- A leader proves to be playing an incentive role in the concern’s working. He
motivates the employees with economic and non-economic rewards and thereby gets the work
from the subordinates.
 Providing guidance- A leader has to not only supervise but also play a guiding role for the
subordinates. Guidance here means instructing the subordinates the way they have to perform
their work effectively and efficiently.
 Creating confidence- Confidence is an important factor which can be achieved through
expressing the work efforts to the subordinates, explaining them clearly their role and giving
them guidelines to achieve the goals effectively. It is also important to hear the employees with
regards to their complaints and problems.
 Building morale- Morale denotes willing co-operation of the employees towards their work
and getting them into confidence and winning their trust. A leader can be a morale booster by
achieving full co-operation so that they perform with best of their abilities as they work to
achieve goals.
 Builds work environment- Management is getting things done from people. An efficient work
environment helps in sound and stable growth. Therefore, human relations should be kept into
mind by a leader. He should have personal contacts with employees and should listen to their
problems and solve them. He should treat employees on humanitarian terms.
 Co-ordination- Co-ordination can be achieved through reconciling personal interests with
organizational goals. This synchronization can be achieved through proper and effective co-
ordination which should be primarymotive of a leader.
4.2 BASIC THEORIES OF THE TOPIC
40
FEATURES OF LEADERSHIP
 Influence the behaviour of others: Leadership is an ability of an individual to influence the

behaviour of other employees in the organization to achieve a common purpose or goal so that they
are willingly co-operating with each other for the fulfilment of the same.
 Inter-personal process: It is an interpersonal process between the leader and the followers. The
relationship between the leader and the followers decides how efficiently and effectively the targets
of the organization would be met.
 Attainment of common organizational goals: The purpose of leadership is to guide the people
in an organization to work towards the attainment of common organizational goals. The leader
brings the people and their efforts together to achieve common goals.
 Continuous process: Leadership is a continuous process. A leader has to guide his employees

every time and also monitor them in order to make sure that their efforts are going in the same
direction and that they are not deviating from their goals.
 Group process: It is a group process that involves two or more people together interacting with
each other. A leader cannot lead without the followers.
 Dependent on the situation: It is situation bound as it all depends upon tackling the situations
present. Thus, there is no single best style of leadership.
TYPES OF LEADERSHIP
41
1. Autocratic Leadership
Autocratic leadership style is centered on the boss. In this leadership the leader holds all authority and
responsibility. In this leadership, leaders make decisions on their own without consulting subordinates.
They reach decisions, communicate them to subordinates and expect prompt implementation. An
autocratic work environment normally has little or no flexibility.
In this kind of leadership, guidelines, procedures and policies are all natural additions of an autocratic
leader. Statistically, there are very few situations that can actually support autocratic leadership.
42
Some of the leaders that display this kind of leadership include: Albert J. Dunlap (Sunbeam
Corporation) and Donald Trump (Trump Organization), among others.
Steve Jobs is another leader who was famous for using fear to inspire people to get their work done.
This leadership style can obviously stifle the leader’s subordinates, but can also be useful in a crisis
when important decisions need to be made without delay.
2. Democratic Leadership
In this leadership style, subordinates are involved in making decisions. Unlike the autocratic style, this
leadership is centered on subordinates’ contributions. The democratic leader holds final responsibility,
but he or she is known to delegate authority to other people, who determine work projects.
The most unique feature of this leadership is that communication is active upward and downward.
With respect to statistics, democratic leadership is one of the most preferred styles of leadership, and it
entails the following: fairness, competence, creativity, courage, intelligence and honesty.
3. Laissez-faire Leadership
43
Laissez-faire leadership gives authority to employees. According to ancestral, departments or
subordinates are allowed to work as they choose with minimal or no interference. According to
research, this kind of leadership has been consistently found to be the least satisfying and least
effective management style.
But to a certain extent, delegating is necessary. Famous historical projects led by laissez-faire leaders
include the building of the Panama Canal and the Hoover Dam. With both projects, the presidents
involved had to delegate many responsibilities in order to succeed
4. Transformational Leadership
Unlike other leadership styles, transformational leadership is all about initiating change in
organizations, groups, oneself and others.
44
Transformational leaders motivate others to do more than they originally intended and often even more
than they thought possible. They set more challenging expectations and typically achieve a higher
performance.
Statistically, transformational leadership tends to have more committed and satisfied followers. This is
mainly so because transformational leaders empower followers.
William Edwards Deming, a statistician and engineer, is a leader who saw the best way certain systems
could operate and taught those under him how to accomplish these goals.
5. Transactional Leadership
This is a leadership style that maintains or continues the status quo. It is also the leadership that
involves an exchange process, whereby followers get immediate, tangible rewards for carrying out the
leader’s orders. Transactional leadership can sound rather basic, with its focus on exchange.
Being clear, focusing on expectations, giving feedback are all important leadership skills.
Transactional leadership behaviors can include: clarifying what is expected of followers’ performance,
explaining how to meet such expectations, and allocating rewards that are contingent on meeting
objectives.
45
4.3 REVIEW OF RESEARCH ON THE SELECTED TOPIC
1st RESEARCH ARTICLE
NAME OF AUTHOR: Bernard M. Bass (2000)
TOPIC NAME: TheFuture of Leadership in Learning Organizations
ABSTRACT
Among the most prominent developments in recent years in the investigation of transformational
leadership has been the confirmation of the utility of transformational leadership for increasing
organizational satisfaction, commitment, and effectiveness, and the
6-factor model of the transformational-transactional factorial structure. Also, we have increased our
understanding of transformational dynamics. In this paper, I hope to show how transformational
leadership relates to the creation and maintenance of the learning organization. To do this, the meaning
of transformational and transactional leadership and the Full Range of Leadership will be discussed
and how the components of transformational and transactional leadership contribute to a learning
organization will be examined. The future of
Leadership and administration will be considered in the light of the current state of affairs in
educational leadership.
2nd RESEARCH ARTICLE
46
NAME OF AUTHOR:Dr.RashadYazdanifard(2001)
TOPIC NAME:How Effective Leadership can Facilitate Change in Organizations through

Improvement and Innovation
ABSTRACT
This research intends to explain effective leadership and how it can bring positive change that helps
the organization to improve and be innovative in the current business environment. Effective
leadership and change management will be discussed in this article and also how leadership affects
other factors, for instance trust, culture and clear vision, in the organization as it facilitates the change.
Leadership is one of the main factors in bringing positive change to the organization; if there is no
leadership in the organization they will not be able to change in the direction they desire and could
experience negative change instead.
3rd RESEARCH ARTICLE
NAME OF AUTHOR:EbrahimHasan Al Khajeh( 2004)
47
TOPIC NAME:Impact of Leadership Styles on Organizational Performance
ABSTRACT
Leadership is one of the key determinants associated with the success and failure of any organization.
Leadership style is the manner in which people are directed and motivated by a leader to achieve
organizational goals. This study examines the impact of leadership styles on the organizational
performance. The focus was on six major leadership styles -transformational, transactional, autocratic,
charismatic, bureaucratic and democratic. This study has provided deep insights about the leadership
styles; the democratic, transformational, bureaucratic and autocratic leaderships have a positive impact
on the organizational performance, however, the charismatic and transactional leaderships have
negative impact on the organizational performance, as it does not provide opportunities and freedom to
employees. In this study, both primary and secondary research has been conducted. The primary
research has been done using the quantitative approach, with the help of survey instrument, based on a
survey questionnaire. The secondary research has been done through the review of previously
established literature for achieving the research objectives. The findings suggested that charismatic,
bureaucratic and transactional leadership styles have negative relationship with organizational
performance. Transformational, autocratic, and democratic leadership styles, on the other hand, had a
positive relationship with the organizational performance. It has been recommended that organizations
use the leadership style that enhances the capabilities and abilities of the people.
4th RESEARCH ARTICLE

NAME OF AUTHOR: Diana L. Strom (2008)
48
TOPIC NAME: Leadership styles in workforce
ABSTRACT
The primary objective of this research was to examine both transactional and transformational
leadership styles as serving in the role of moderators in the relationship between organizational justice
and work engagement. An online survey was administered to 348 respondents. Results supported the
hypothesis that the positive relationship that both distributive and procedural justice held to work
engagement would be more pronounced among employees experiencing low transactional leadership
than among employees experiencing high transactional leadership. This set of results is consistent with
the principles of leader fairness theory, which suggests that a low transactional leadership style elicits
uncertainty about one’s social self in the context of the workplace, and this state of uncertainty incites
an employee’s intensified desire to seek justice-related information.

NAME OF AUTHOR: Dr.D.G.Khan (2010)
TOPIC NAME: Leadership styles in organisation
49
ABSTRACT
The study sought to investigate the effect of leadership styles practiced in an organization and their
effect on employee performance. The purpose of this study is to understand the effect of different
leadership styles autocratic, democratic, and participative style- on employee performance. The
objectives that guided the study were; to investigate the effect of autocratic leadership styles affect
employee performance, to investigate the effect of democratic leadership styles on performance and to
analyze the effect of participative leadership styles on employee performance in an organization. The
study followed the qualitative approaches, Secondary research will be integrated. The reason for this is
to be able to provide adequate discussion for the readers that will help them understand more about the
issue and the different variables that involve with it. On the other hand, sources in secondary research
will include previous research reports, newspaper, magazine and journal content. Existing findings on
journals and existing knowledge on books will be used as secondary research. The interpretation will
be conducted which can account as qualitative in nature. To validate the research objective different
scholarly views are presented of each independent variable effect on the dependent variable. At the end
it was concluded that the autocratic leadership is useful in the short term and democratic leadership
style is useful in all time horizon. And participation leadership style is most useful in long term and
effect on employees is positive. At end some recommendations are discussed.

NAME OF AUTHOR:Swamy D. R (2011)
TOPIC NAME:Leadership style
50
ABSTRACT
In this global competitive environment, effective leadership style is necessary to reduce the attrition
rate. From the effective leadership styles only it is possible to achieve organizational goal
productively. Leadership styles affect on the employee performance and productivity. This paper
summarizes and analyzes the available literature of leadership styles and effect on different
components of Quality of work life.

NAME OF AUTHOR:Wasim Abbas and Imran Asghar (2013)
TOPIC NAME:The Role of Leadership in Organizational Change
51
ABSTRACT
The globalization has converted the world into a small global village; a village in which there is an
ever high stream of contentions and competitions between organizations. In this scenario the most
effective and beneficial manoeuvre for any organization is to create innovative ways in conducting
business. This thesis deals with the role of leadership in the phenomena of organizational change and
innovation. The leader as a person in charge or as a change agent can manage an organization or the
process of organizational change more effectively and successfully if h/she is capable and competent.
Rapid technological advancements, high expectations of customers, and ever changing market
situations have compelled organizations to incessantly reassess and revaluate how they work and to
understand, adopt and implement changes in their business model in response of changing trends.
Organizational change is a demand of the day, and needed for organizations to survive. Organizations
now a days, well understand the importance of the matter, and are serious to prepare themselves not
only the current, but also for the future trends to get the level of sustainable success, but Along with all
of its implications and importance the process of organizational change is also a very complex and
challenging. Research shows that 70 percent of organizational changes fail to get their goals. As
leadership has a central role in evolution and cultivating an organization, the process of organizational
change demands a very effective and highly competent leadership that is well capable to perceive the
most desirable shape of an organization and address the issue of organizational change in most
appropriate way. The analysis of literature reviewed and the results of real life cases of organizations
which are studied for this thesis shows, that a leadership with the competencies of “Vision” and
“Innovative Approach” along with other characteristics can prove more effective to conclude the
complex phenomena of organizational change with success. Further the successful organizational
change can leads to innovation for organization, which is the key of long term success and
sustainability

NAME OF AUTHOR: Shruti D Naik (2015)
TOPIC NAME: Leadership Styles in India- An empirical Study of Indian Leaders
52
ABSTRACT
The word Leadersimply means a person who leads. A leader should necessarily possess the
characteristics of organizing, staffing, training, motivating, recognizing the special capabilities and
talents, setting standards, correcting deviations, achieving objectives etc. or by guiding his
subordinates and showing the way to be followed in order to reach the organizational goal. Each and
every person has to either lead or follow. This is decided on the basis of aptitude, potential and
determination. Very few are daring and courageous enough to risk unpopularity by depending from the
herd. The ability to make a spot decision is what differentiates the executive or leader from the clerk.
A leader always exerts a positive influence on the life of others, as a member of team or the head of a
small department. The role of an effective leader is value addition. Leadership is a multi-dimensional,
multi-faceted, multi-situational and multi-role concept. "Management is doing things right; leadership
is doing the right things."
9thRESEARCH ARTICLE
NAME OF AUTHOR: Dr. Shakti Mehrotra& Dr. AmbalikaSinha (2017)
TOPIC NAME: An Analysis of Leadership Styles in Indian Organizations
53
ABSTRACT
The cultural traditions, comprisingbeliefs, values, attitudes and social practicesstrongly influence the
behavior of leaders inmodern business organizations thus, leading todiversity in leadership styles
around the world. Theculture specific expectations play a significant rolein shaping the context of
organizations leadershipin India. The analyses of researches in leadershipstyles in India, clearly
indicates that in a highpower distance, hierarchical and dependencyprone culture, the Nurturing- task
leadership styleand Consultative style of managerial leadershipwere found to be more effective and
congruent withmodern Indian cultural values and behaviordispositions. With the changing profile of
workforce and increase knowledge driven organizationsboth these styles of leadership are going to
beacceptable to Indian employees in comparison toother styles. These styles not only take care of
theirneed to be cared and nurtured but also take care oftheir ego needs by involving them in the
variousmanagerial processes.

NAME OF AUTHOR: RakeshRayiramkandath(2017)
TOPIC NAME: Role of Leadership in Building an Organizational Culture and Effectiveness
54
ABSTRACT
This research paper looks into how leadership skills have brought prosperity to many countries,
including India over the years. In India, leadership skills in leading the country is popular, and has
been honed by generations of Indians living in the country from ancient to modern days. In the earlier
stage, leadership research focused in bringing out 'authority' in leaders, and look towards those who
possess assertive voice and clear vision to lead the people. Now, the core value of organizations and
organizational performance begins with the leaders and their different leadership styles discussed
above. By analyzing many leadership styles associated with the Indian leaders such as the great man
behavioral, situational, contingency, transformational, transactional, and complexity leadership styles,
the paper looks into how such leadership qualities have become a necessity in bringing development
and performance changes in modern organizational work operations. The analysis brought out that
these leadership styles remains as the main determinant of organizational success, since they offer
good context in increasing commitment from workers towards organizational performance.
55
CHAPTER-V
DATAPRESENTATION, ANALYSIS
5.1 Presentation and Information
Practices in Bisleri for Successful Succession of Managers
 A strategic plan that clearly conveys the organization’s mission and current strategic priorities.
Ideally, that plan also includes specific action plans that specify who is going to do what and by
when in order to address each priority.
56
 Up-to-date and management-approved personnel policies about hiring, supervising and firing
personnel in a fair and equitable manner that complies with employment laws.
 An up-to-date job description for each of the roles, and that explains the general duties and
responsibilities of the positions.
 Suitable compensation for the roles (often this is a major challenge for new organizations
because they often have very limited resources).
 An annual calendar of the role’s most important activities, for example, when the person in that
role evaluates personnel, does any staffing analysis, updates job descriptions and participates in
important committees.
 Regular reports from the person in the role. These reports should include the trends, highlights
and issues regarding the person’s activities.
 Evaluation of the person on an annual basis, including in reference to the job description and
any performance goals established for that role.
 Arrangements with the person when he or she goes on vacation so that others have an
opportunity to effectively replace the employee if only for a temporary period of time.
 A complete list of major stakeholders – of people who have an interest in, or will be influenced
by, the employee’s leaving and being replaced by someone else. Get a list, including contact
information and also how each is approached and who does that, in case that information is
needed when/if the employee leaves. This is true especially if the employee is a high-level
executive. In that case, get a complete list of other stakeholders, for example, collaborators and
suppliers.
 Fiscal policies and procedures to ensure strong oversight of finances, including that financial
numbers are correct and tracked accurately, and also that there are sufficient funds to pay near-
term expenses.
 At least annual discussions with key employees regarding succession planning, including how
to manage effectively in the employee’s absence. (Be sensitive in raising this topic with the
employee so that he or she is not overly concerned that executives somehow want a change
The Activities taken in Bisleri for the improving the leadership qualities for the
managers
57
This is previous record of activities which taken in Bisleri this record collected by the Hr
manager “Vijay Shirsath”
58
59
60
This is second activities name as the importance of feedback which taken for the managers in
Bisleri it has a standardprocedure
61
What Are Leadership Activities?
62
Increasingly, people are assuming positions of leadership in the workplace However, the journey
to becoming a leader is lengthy Leadership activities are valuable on the journey to becoming
an effective leader, and also develop confidence in leadership teams
Leadership activities may be conducted on or off site, and be physical or sedentary Leadership
activities can either be performed by a leader in their own team, or with an external facilitator They
may take the form of specially organized themed events, such as scavenger hunts Or, they may be
smaller, office-based tasks built into an ordinary workday. For example, leadership activities could
consist of meeting openers or conference break activities
Leadership activities can be an effective way for individuals to practice and strengthen their leadership
and team-building skills they can also be fun!
The structure of leadership activities is essential. It is important that the participants can relate the
activity to the workplace setting
What Are They Used For?
Leadership activities are used to help individuals learn important skills to be an effective leader and to
promote the growth and development of a leadership team Leadership activities can be used to
improve teamwork, foster better communication in the workplace and develop team cohesion
The working style, principles, and values of a leader is a crucial aspect in determining the behavior
within an organization Leadership training can help leaders become role-models The behavior of
leaders and what they consider the “norm” determines which behaviors are enforced and those which
are punished
Given the importance of a leader’s behavior, it is also essential that they learn skills, such as
Communication
63
Leaders need to develop the ability to clearly, succinctly explain to employees everything from the
goals of a company to the details of specific work-tasks Many components are important for
effective communication, including active listening, reading body language and written
communication such as emails
Motivation
Leaders need to inspire employees. They may do this by increasing worker’s self-esteem, by

recognizing effort and achievement, or by giving a worker new responsibilities to further their
investment in the business
Delegating
Leaders can achieve this by identifying the skills that workers have, and as such assign tasks to each
worker based on the skills they have
Positivity
Being positive helps develop a happy, healthy work environment, even when the workplace is busy
or stressful
Trustworthiness
By demonstrating integrity, workers will feel at ease to approach their leader with questions or
concerns Building trust is one of the most essential leadership skills.
Creativity
Good leaders are willing to try novel solutions or to approach problems in a non-traditional way
Feedback
Leaders are constantly on the lookout for opportunities to provide team members with information
about their performance, without ‘micromanaging’ their work
64
Responsibility
A good leader accepts mistakes or failures and instead looks for solutions for improvement of a
situation This skill also includes being reflective and being open to feedback
Commitment
A leader should strive to follow through with everything that they agree to do It also involves applying
appropriate feedback and keeping promises
Flexibility
Leaders need to be able to accept changes and creatively problem-solve, as well as being open to
suggestions and feedback
65
CHAPTER-VI
DATAPRESENTATION, ANALYSIS
INTERPRETATIONDATA (2)
66
The researcher has selected simple random sampling method for collection of data with various
sources with sample size 100 workers and 5 managers; questionnaire method was used for collection
of data. In questionnaire various parameters were taken into consideration for the analysis of the study.
Research Method
Exploratory research method is used for the study of Leadership style in work force,Nashik
Sampling Techniques
Convenience Sampling is a type of non-probability sampling method in which selection of units from
the population is based on their easy availability and accessibility to the researcher. This study is
adopted by Convenience sampling.
Sample size
The sample size for my study is 105 = 5 managers + 100 employees.
Tool for data analysis
Data collection is analysed with the help of statistical tool such as Likert scale and Simple percentage
method along with tables, charts and graphs will be used for quick understanding of the study.
Data Presentation Tools
Different tools such as tables and graphs using bar graphs, pie charts etc. are used to do the data
presentation
6.1 SAMPLE ANALYSIS (SECTION 1)
67
RESPONDENT PROFILE
6.1.1RESPONDENTS ON THE BASIS OF AGE
Table 6.1.1RESPONDENTS ON THE BASIS OF AGE
SR Age Group No. of Respondents Percentage (%)

No
1 below -25 1 20%
2 25 -40 3 60.00%
3 above 40 1 20%
Total 5 100%
SOURCE: PRIMARY DATA (QUESTIONNAIRE)
20% 20%
below -25
25 -40
above 40
60%
Chart 6.1.1 RESPONDENTS ON THE BASIS OF AGE

ANALYSIS
From the above data it is found that 60% respondents are in between 25-40 age group and 20%
respondents are between below -25 and above 40 age group
INTERPRETATION
It is clear that majority of respondents are in between 25-40 age group
6.1.2RESPONDENTS ON THE BASIS OF QUALIFICATION

S Qualification No. of Respondents Percentage (%)
R
No
1 graduation 1 20%
2 post graduation 2 40%
3 other 2 40% 68
Total 5 100%
Table 6.1.2RESPONDENTS ON THE BASIS OF QUALIFICATION
20%
40%
graduation
post graduation
other
40%
Chart 6.1.2RESPONDENTS ON THE BASIS OF QUALIFICATION
ANALYSIS
From the above table and figure it is depicted that majority of respondents i.e. 40% are related to high
and low background that means other areas, where as 20% are Graduation and 40% are Post Graduate.
INTERPRETATION
It can be concluded that majority of the respondents are Concerned Graduation and other
Qualifications.
6.1.3YEARS ARE YOU WORKING WITH SEVEN HILLS BEVERAGES LTD
69
Table 6.1.3WORKING WITH SEVEN HILLS BEVERAGES LTD
SR no experience year Respondents Percentage

1 0-1 year 0 0%
2 1-5 years 4 80%
3 5-10 years 1 20%
4 <10 years 0 0%
Total 5 100%
20%
0-1 year
1-5 years
5-10 years
<10 years
80%
Chart 6.1.3WORKING WITH SEVEN HILLS BEVERAGES LTD
ANALYSIS
From the above analysis it is found that 80% respondent have been working from1 to 5 years whereas 20%
respondent have said that they have 5-10 year
INTERPRETION
Majority of respondents have said that they have been working for 1-5 Year.
QUESTIONNAIRE FOR MANAGERS

6.1.4 FEEL THAT YOU HAVE THE POTENTIAL TO BE A GOOD LEADER
70
Table 6.1.4POTENTIAL TO BE A GOOD LEADER
SR No Response No. of Respondents Percentage (%)

1 YES 5 100%
2 NO 0 0.00%
Total 5 100%
100.00%
100%
90%
80%
70%
60%
50%
40%
30%
20%
0.00%
10%
0%
YES NO
Chart 6.1.4POTENTIAL TO BE A GOOD LEADER
ANALYSIS
From the above data it is found that 100% respondents said that they having potential to be a good
leader
INTERPRETATION
It is found that all of the respondents they feel that you have the potential to be a good leader
6.1.5 ENJOY SETTING GOALS FOR THE FUTURE
Table 6.1.5ENJOY SETTING GOALS FOR THE FUTURE

1 YES 4 80%
2 NO 1 20%
Total 5 100%
71
80%
70%
60%
50% 80%
40%
30%
20% 20%
10%
0%
YES NO
Chart 6.1.5ENJOY SETTING GOALS FOR THE FUTURE
ANALYSIS
From the above data it is found that 80% respondents said they are enjoying setting goals for the future
And 20% respondents said they don’t enjoying setting goals for the future
INTERPRETATION
It is found that majority of the respondents enjoy setting goals for the future
6.1.6 OPEN TO SUGGESTIONS FROM YOUR EMPLOYEES
Table 6.1.6OPEN TO SUGGESTIONS FROM YOUR EMPLOYEES

1 YES 3 60%
2 NO 2 40%
72
Total 5 100%
40%
NO
60%
YES
0% 10% 20% 30% 40% 50% 60%
Chart 6.1.6OPENS TO SUGGESTIONS FROM YOUR EMPLOYEES
ANALYSIS
From the above data it is found that 60% respondents said they are open to suggestions from
youremployeesand 40% respondents said they don’t open to suggestions from your employees
INTERPRETATION
It is found that majority of the respondents open to suggestions from your employees
6.1.7 WILLING TO TAKE THE BLAME FOR THE TEAM YOU LEAD, SHOULD
ANYTHING GO WRONG
Table 6.1.7WILLING TO TAKE THE BLAME FOR THE TEAM YOU LEAD

1 YES 2 40%
73
2 NO 3 60%
Total 5 100%
60%
NO
40%
YES
0% 10% 20% 30% 40% 50% 60%

`
Chart 6.1.7WILLING TO TAKE THE BLAME FOR THE TEAM YOU LEAD
ANALYSIS
From the above data it is found that 60% respondents said that they willing to take the blame for the
team you lead and 40%respondents said that they don’t willing to take the blame for the team
you lead
INTERPRETATION
It is found that majority of the respondents willing to take the blame for the team you lead, should
anything go wrong
6.1.8 FEEL THREATENED WHEN SOMEONE QUESTIONS YOUR DECISIONS
Table 6.1.8THREATENED WHEN SOMEONE QUESTIONS YOUR DECISIONS

1 YES 0 0%
2 NO 5 100%
74
Total 5 100%
.
100%
90%
80%
70%
60% 100%
50%
40%
30%
20% 0%
10%
0%
YES NO
Chart 6.1.8 THREATENED WHEN SOMEONE QUESTIONS YOUR DECISIONS
ANALYSIS
From the above data it is found that 100% respondents said that they do not threatened when
someone questions your decisions
INTERPRETATION
It is found that all of the respondents said that they threatened when someone questions your
decisions
6.1.9 TRY TO UNDERSTAND THE ISSUES OF THE TEAM
Table 6.1.9TRY TO UNDERSTAND THE ISSUES OF THE TEAM

1 YES 5 100%
2 NO 0 0%
Total 5 100%
75
0%
NO
100%
YES
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Chart 6.1.9TRIES TO UNDERSTAND THE ISSUES OF THE TEAM
ANALYSIS
From the above data it is found that 100% respondents said that try to understand the issues of the
team
INTERPRETATION
It is found that all of the respondents said that try to understand the issues of the team
6.1.10 HOW IMPORTANT IS BUILDING TEAM MORALE TO YOU
Table 6.1.10IMPORTANT IS BUILDING TEAM MORALE TO YOU

1 Not at all 0 0%
2 Slightly 0 0%
3 Moderately 0 0%
4 Very 1 20%
5 Extremely 4 80%
Total 5 100%
76
80%
80%
70%
60%
50%
40%
30%
20%
20%
10%
0% 0% 0%
0%
Not at all Slightly Moderately Very Extremely
Chart 6.1.10IMPORTANT IS BUILDING TEAM MORALE TO YOU
ANALYSIS
From the above data it is found that 80% respondents said that they are extremely agree with important
is building team morale and 20% said very agree with this statement
INTERPRETATION
It is found that majority of the respondents said that they are extremely agree with statement that how
important is building team morale
6.1.11 HOW GOOD IS YOU AT TRYING TO UNDERSTAND YOUR
SUBORDINATES
Table 6.1.11IS YOU AT TRYING TO UNDERSTAND YOU’RESUBORDINATES

1 Not at all 0 0%
2 Slightly 0 0%
3 Moderately 0 0%
4 Very 2 40%
5 Extremely 3 60%
Total 5 100%
77
60%
60%
50%
40%
40%
30%
20%
10%
0% 0% 0%
0%
Not at all Slightly Moderately Very Extremely
Chart 6.1.11AT TRYING TO UNDERSTAND YOU’RE SUBORDINATES
ANALYSIS
From the above data it is found that 60% respondents said that they are extremely agree with statement
that how good is you at trying to understand your subordinates and 40% are very agree with
statement
INTERPRETATION
It is found that majority of the respondents said that they are extremely agree with statement that how
good is you at trying to understand your subordinates
Table 6.1.12WHICH OF THE FOLLOWING STATEMENT STYLES SUITS YOU BEST
SR Response No. of Respondents Percentage

No
1 When I give an order, I expect people to 1 20%
follow it
2 I would like to give advice and guide people 4 80%
rather than give orders
Tota 5 100%
l
78
80%
80%
60% 20%
40%
20%
0%
Chart 6.1.12
ANALYSIS
From the above data it is found that 80% respondents said that they would like to give advice and
guide people rather than give orders and 20% respondents said that they I give an order, I expect
people to follow it
INTERPRETATION
It is found that majority of the respondents said that they would like to give advice and guide
people rather than give orders
Table 6.1.13WHICH STATEMENT DESCRIBES YOU
SR No Response No. of Respondents Percentage

1 I want my employees to check in with me only if 3 20%
they have a problem or have achieved their targets
2 I like to check in with my employees often, to see 2 80%
how the project is coming along
Total 5 100%
79
80%
80%
70%
60%
50%
40%
20%
30%
20%
10%
0%
Chart 6.1.13
ANALYSIS
From the above data it is found that 80% respondents said that they like to check in with my
employees often, to see how the project is coming along and 20% respondents said that they
want my employees to check in with me only if they have a problem or have achieved their
targets
INTERPRETATION
It is concluded the respondents thinks they like to check in with my employees often, to see how the
project is coming along
6.1.14 A GOOD LEADER NEEDS TO BE OPEN-MINDED.
Table 6.1.14 A GOOD LEADER NEEDS TO BE OPEN-MINDED.
Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 3 60%
4 agree 2 40.00%
3 neutral 0 0%
2 disagree 0 0% 4.6
80
1 strongly disagree 0 0%
Total 5 100%
40%
strongly agree
agree
neutral
60% disgaree
strongly disagree
Chart 6.1.14GOOD LEADER NEEDS TO BE OPEN-MINDED
ANALYSIS
From the above data it is found that the 60% respondents are strongly agree with statement thatgood
leader needs to be open-minded, 40% respondents are agree
INTERPRETATION
As mean value 4.6 shows more inclination towards Strongly Disagreewith the statement thatwelcome
good leader needs to be open-minded
6.1.15WELCOME SUGGESTIONS GIVEN BY EMPLOYEES
Table 6.1.15WELCOME SUGGESTIONS GIVEN BY EMPLOYEES

4 agree 2 40.00%
3 neutral 2 40%
2 disagree 0 0% 3.8
81
Total 5 100%
40.00%
40% 40.00%
35%
30%
25% 20.00%
20%
15%
10%
5%
0%
0.00%
strongly agree 0.00%
agree
neutral
disgaree
strongly disagree
Chart 6.1.15WELCOME SUGGESTIONS GIVEN BY EMPLOYEES
ANALYSIS
From the above data it is found that the 40% respondents said agree and neutral with statement it is necessary to
welcome suggestions given by employees20% respondents are strongly agree
INTERPRETATION
As mean value 3.8 shows more inclination towardsAgree with the statementthat it is necessary to
welcome suggestions given by employees
6.1.16BIASES AND GRUDGES SHOULD NOT INFLUENCE A LEADER’S DECISION
Table 6.1.16BIASES AND GRUDGES SHOULD NOT INFLUENCE a LEADER’SDECISION

4 agree 0 0.00%
3 neutral 0 0%
2 disagree 4 80% 1.8
82
Total 5 100%

80.00%
80%
70%
60%
50%
40%
30%
20.00%
20%
10%
0.00% 0.00% 0.00%
0%
strongly agree agree neutral disgaree strongly disagree
Chart 6.1.16BIASES AND GRUDGES SHOULD NOT INFLUENCE A LEADER’S
ANALYSIS
From the above data it is found that 80% are disagree with statementbiases and grudges should not influence
a leader's decision20% are strongly agree
INTERPRETATION
As mean value 1.8 shows more inclination towards Disagree with the statement biases and grudges
should not influence a leader's decision
6.1.17A LEADER NEED NOT GET TO KNOW THEIR EMPLOYEES
Table 6.1.17A LEADER NEED NOT GET TO KNOW THEIR EMPLOYEES

4 agree 0 0.00%
3 neutral 0 0%
83
Total 5 100%
strongly agree
40% agree
neutral
disgaree
strongly disagree
60%
Chart 6.1.17A LEADER NEED NOT GET TO KNOW THEIR EMPLOYEES
ANALYSIS
From the above data it is found that 60% are disagree with statementA leader need not get to know their
employees 40% are agree
INTERPRETATION
As mean value 1.6 shows more inclination towards Disagree with the statement a leader need not get
to know their employees
6.1.18A LEADER NEED NOT LEAD BY EXAMPLE
Table 6.1.18A LEADER NEED NOT LEAD BY EXAMPLE

4 agree 2 40.00%
3 neutral 2 40%
Total 5 100%
84
40.00% 40.00%
40%
35%
30%
25% 20.00%
20%
15%
10%
5%
0.00% 0.00%
0%
Chart 6.1.18A LEADER NEED NOT LEAD BY EXAMPLE
ANALYSIS
From the above data it is found that 40% agree and neutral with statementA leader need not lead by example
20% are disagree
INTERPRETATION
As mean value 3.2 shows more inclination towards Agree with the statement a leader need not lead by
example
6.1.19EMPLOYEES MUST CARRY OUT ORDERS, NO QUESTIONS ASKED
Table 6.1.19EMPLOYEES MUST CARRY OUT ORDERS, NO QUESTIONS ASKED

4 agree 0 0.00%
3 neutral 1 20%
Total 5 100%
85
40.00% 40.00%
40%
35%
30%
25% 20.00%
20%
15%
10%
5% 0.00% 0.00%
0%
Chart 6.1.19EMPLOYEES MUST CARRY OUT ORDERS, NO QUESTIONS ASKED
ANALYSIS
From the above data it is found that 40% are strongly disagree and disagree with statementEmployees must
carry out orders, no questions asked20% are neutral
INTERPRETATION
As mean value 1.6 shows more inclination towards Disagree with the statement employees must carry
out orders, no questions asked
6.1.20A LEADER NEEDS TO BE REASONABLE
Table 6.1.20A LEADER NEEDS TO BE REASONABLE

4 agree 1 20.00%
3 neutral 0 0%
2 disagree 0 0% 4.8
Total 5 100%
86
80.00%
80%
70%
60%
50%
40%
30%
20.00%
20%
10%
0.00% 0.00% 0.00%
0%
Chart 6.1.20A LEADER NEEDS TO BE REASONABLE
ANALYSIS
From the above data it is found that 80% are strongly agree with statementa leader needs to be reasonable
20% are agree
INTERPRETATION
As mean value 4.8 shows more inclination towards Strongly Agree with the statement a leader needs
to be reasonable
6.1.21BEING CORRECT IS MORE IMPORTANT THAN BEING NICE
Table 6.1.21BEING CORRECT IS MORE IMPORTANT THAN BEING NICE

4 agree 3 60.00%
3 neutral 0 0%
4.4
2 disagree 0 0%
Total 5 100%
87
60.00%
60%
50%
40.00%
40%
30%
20%
10%
0.00% 0.00% 0.00%
0%
Chart 6.1.21CORRECT IS MORE IMPORTANT THAN BEING NICE
ANALYSIS
From the above data it is found that 60% are agree with statementbeing correct is more important than being
nice 40% are strongly agree
INTERPRETATION
As mean value 4.4 shows more inclination towards Strongly Agree with the statement being correct is
more important than being nice
6.1.22A GOOD LEADER HELPS HIS/HER TEAM IN TOUGH TIMES
Table 6.1.22A GOOD LEADER HELPS HIS/HER TEAM IN TOUGH TIMES

4 agree 1 20.00%
3 neutral 1 20%
4.4
2 disagree 0 0%
Total 5 100%
88
60.00%
60%
50%
40%
30%
20.00% 20.00%
20%
10%
0.00% 0.00%
0%
Chart 6.1.22GOOD LEADER HELPS HIS/HER TEAM IN TOUGH TIMES
ANALYSIS
From the above data it is found that 60% are strongly agree with statement A good leader helps his/her team
in tough times 20% are neutral 20% are agree
INTERPRETATION
As mean value 4.4 shows more inclination towards Strongly Agree with the statement a good leader
helps his/her team in tough times
6.1.23 SATISFIED ACTIVITY TAKEN IN ORGANASTION
Table 6.1.23 SATISFIED ACTIVITY TAKEN IN ORGANASTION
Sr. No Response No. of Respondents Percentage (%)

1 YES 4 80%
2 NO 1 20%
Total 5 100%
89
20%
YES
NO
80%
Chart 6.1.23SATISFIED ACTIVITY TAKEN IN ORGANASTION
ANALYSIS
From the above data it is found that 80% respondents said that they satisfied activity taken in
organisation and 20%respondents said that they don’t satisfied activity taken in organisation
INTERPRETATION
It is found that majority of the respondent’s satisfied activity taken in organisation
6.1.24 ACTIVITES REALLY HELPS FOR GROWTH
Table 6.1.24 ACTIVITES REALLY HELPS FOR GROWTH
Sr. No Response No. of Respondents Percentage (%)

1 YES 4 80%
2 NO 1 20%
Total 5 100%
90
20%
YES
NO
80%
Chart 6.1.24ACTIVITES REALLY HELPS FOR GROWTH
ANALYSIS
From the above data it is found that 80% respondents said that they activities really helps for growth
and 20%respondents said that they don’t activities really helps for growth
INTERPRETATION
It is found that majority of the respondents said that theyactives really helps to growth
6.1.25 WHICH TYPE OF GROWTH USING ACTIVITY
Table 6.1.25WHICH TYPE OF GROWTH USING ACTIVITY
Sr.No Response No. of Respondents Percentage (%)

1 Personal 1 20%
2 Organization 3 60%
3 Both 1 20%
Total 5 100%
91
60%
60%
50%
40%
30% 20% 20%
20%
10%
0%
Personal Organstional Both
Chart 6.1.25TYPE OF GROWTH USING ACTIVITY

ANALYSIS
From the above data it is found that 60% respondents said that organizational development and
20%respondents said that personal growth and both
INTERPRETATION
It is found that majority of the respondents said that organizational development
6.2 SAMPLE ANALYSIS (SECTION 2)
6.2.1CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE
Table 6.2.1CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE
SR No Age Group No. of Respondents Percentage (%)

1 below -25 47 47%
2 25 -40 36 36.00%
3 above 40 17 17%
Total 100 100%
92
47.00%
50%
45%
36.00%
40%
35%
30%
25%
17.00%
20%
15%
10%
5%
0%
below -25 25 -40 above 40
Chart 6.2.1RESPONDENTS ON THE BASIS OF AGE
ANALYSIS
From the above data it is found that 47% are below 25 year age group 36% are 25-40 age group and 17%
are from above 40 year of age group
INTERPRETATION
It is found that majority of the respondents are from below 25 year age group
6.2.2CLASSIFICATION OF RESPONDENTS ON THE BASIS OF QUALIFICATION
Table 6.2.2CLASSIFICATION OF RESPONDENTS ON THE BASIS OF QUALIFICATION
SR No Qualification No. of Respondents Percentage (%)

1 graduation 68 68%
2 post graduation 0 0%
3 other 32 32%
Total 100 100%
93
68%
70%
60%
50%
40% 32%
30%
20%
10%
0%
0%
graduation post graduation other
Chart 6.2.2RESPONDENTS ON THE BASIS OF QUALIFICATION
ANALYSIS
From the above table and figure it is depicted that majority of respondents i.e.68% are Graduation and
32% others.
INTERPRETATION
Thus it can be concluded that majority of the respondents are Concerned Graduation and other
Qualifications.
6.2.3YEARS ARE YOU WORKING WITH SEVEN HILLS BEVERAGES
Table 6.2.3YEARS ARE YOU WORKING WITH SEVEN HILLS BEVERAGES
SR no experience year Respondents Percentage

1 0-1 year 21 21%
2 1-5 years 42 42%
3 5-10 years 26 26%
4 <10 years 11 11%
Total 100 100%
94
45%
40%
35%
30%
25%
42%
20%
15% 26%
21%
10%
11%
5%
0%
Chart 6.2.3YEARS ARE YOU WORKING
ANALYSIS
From the above analysis it is found that11% respondent have been working for more than 10 years whereas 26%
respondent have said that they have 5-10 year and 42% respondent are in age between and 1-5 year of
experience and 21%respondent are fresher’s from 0-1year.
INTERPRETION
It is conclude respondents have said that they have been working for 1-5 Year.
QUESTIONNAIRE FOR WORKERS

6.2.4MANAGER CARE ABOUT YOUR DEVELOPMENT
Table 6.2.4MANAGER CARE ABOUT YOUR DEVELOPMENT

1 YES 61 61%
2 NO 39 39%
Total 100 100%
.
95
39%
YES
NO
61%
Chart 6.2.4CARE ABOUT YOUR DEVELOPMENT
ANALYSIS
From the above data it is found that 61% respondents said that they care about your development
and 39%respondents said that they don’t care about your development
INTERPRETATION
It is found that majority of the respondents said that theycare about your development
6.2.5YOUR MANGER CARES ABOUT YOU AS A PERSON
Table 6.2.5YOUR MANGER CARES ABOUT YOU AS A PERSON

1 YES 73 73%
2 NO 27 27%
Total 100 100%
96
27%
YES
NO
73%
Chart 6.2.5MANGER CARES ABOUT YOU AS A PERSON
ANALYSIS
From the above data it is found that 73% respondents said that manger cares about you as a person
and 27%respondents said that they don’t manger cares about you as a person
INTERPRETATION
It is found that majority of the respondents said that manger cares about you as a person
6.2.6MANGER CREATE A TRUSTING AND OPEN ENVIRONMENT
Table 6.2.6MANGER CREATES A TRUSTING AND OPEN ENVIRONMENT

1 YES 57 57%
2 NO 43 43%
Total 100 100%
97
43%
YES
NO
57%
Chart 6.2.6A TRUSTING AND OPEN ENVIRONMENT
ANALYSIS
From the above data it is found that 57% respondents said that theytrusting and open
environmentand 43%respondents said that they don’t trusting and open environment
INTERPRETATION
It is found that majority of the respondents said that theytrusting and open environment
6.2.7YOUR MANGER TREAT EVERYONE ON THE TEAM FAIRLY
Table 6.2.7YOUR MANGER TREAT EVERYONE ON THE TEAM FAIRLY

1 YES 68 68%
2 NO 32 32%
Total 100 100%
98
32%
YES
NO
68%
Chart 6.2.7MANGER TREAT EVERYONE ON THE TEAM FAIRLY
ANALYSIS
From the above data it is found that 68% respondents said that manger treat everyone on the team
fairly and 32%respondents said that mangers don’t treat everyone on the team fairly
INTERPRETATION
It is found that majority of the respondents said that manger treat everyone on the team fairly
6.2.8RESPONSIVE TO YOUR IDEAS, REQUESTS, AND SUGGESTIONS
Table 6.2.8RESPONSIVE TO YOUR IDEAS, REQUESTS, AND SUGGESTIONS

1 YES 42 42%
2 NO 58 58%
Total 100 100%
99
42%
YES
NO
58%
Chart 6.2.8RESPONSIVE TO YOUR IDEAS, REQUESTS, AND SUGGESTIONS
ANALYSIS
From the above data it is found that 58% respondents said that mangers do not responsive to your
ideas, requests, and suggestionsand 42%respondents said that they mangers responsive to your
ideas, requests, and suggestions
INTERPRETATION
It is found that majority of the respondents said that theymangers do not responsive to your ideas, requests,
and suggestions
6.2.9FEEDBACK FROM YOUR MANAGE
Table 6.2.9FEEDBACK FROM YOUR MANAGER

1 YES 47 47%
2 NO 53 53%
Total 100 100%
100
47%
53% YES
NO
Chart 6.2.9FEEDBACK FROM YOUR MANAGER
ANALYSIS
From the above data it is found that 53% respondents said that managers do not give n any feedback
and 47%respondents said that managers give any feedback
INTERPRETATION
It is found that majority of the respondents said that managers do not give n any feedback
6.2.10MANAGER CLEARLY COMMUNICATE EXPECTATIONS
Table 6.2.10MANAGER CLEARLY COMMUNICATE EXPECTATIONS

1 YES 82 82%
2 NO 18 18%
Total 100 100%
101
18%
YES
NO
82%
Chart 6.2.10MANAGER CLEARLY COMMUNICATE EXPECTATIONS
ANALYSIS
From the above data it is found that 82% respondents said that manager clearly communicate
expectations and 18%respondents said that manager do not clearly communicate expectations
INTERPRETATION
It is found that majority of the respondents said that manager clearly communicate expectations
6.2.11STRONG AND DECISIVE LEADERSHIP WHEN REQUIRED
Table 6.2.11TRONG AND DECISIVE LEADERSHIP WHEN REQUIRED

1 YES 69 69%
2 NO 31 31%
Total 100 100%
102
31%
YES
NO
69%
Chart 6.2.11STRONG AND DECISIVE LEADERSHIP WHEN REQUIRED
ANALYSIS
From the above data it is found that 69% respondents said that they having strong and decisive
leadership when required and 31%respondents said that they don’t having strong and decisive
leadership when required
INTERPRETATION
It is found that majority of the respondents said that theyhaving strong and decisive leadership when required
6.2.12YOUR MANAGER GIVES RESPECT AND CONSIDERATION TO YOU
Table 6.2.12YOUR MANAGER GIVES RESPECT AND CONSIDERATION TO YOU

1 YES 73 73%
2 NO 27 27%
Total 100 100%
103
27%
YES
NO
73%
Chart 6.2.12MANAGER GIVES RESPECT AND CONSIDERATION
ANALYSIS
From the above data it is found that 73% respondents said thatmanager gives respect and consideration
and 27%respondents said that they don’t manager gives respect and consideration
INTERPRETATION
It is found that majority of the respondents said that theymanager gives respect and consideration
6.2.13 CELEBRATE SUCCESS AND GOOD WORK
Table 6.2.13CELEBRATE SUCCESS AND GOOD WORK

1 Always 22 22%
2 Sometime 71 71.00%
3 Never 7 7%
TOTAL 100 100%
104
71.00%
80%
70%
60%
50%
40%
22.00%
30%
20% 7.00%
10%
0%
Always Sometime Never
Chart 6.2.13CELEBRATE SUCCESS AND GOOD WORK
ANALYSIS
From the above data it is found that 71% respondents said thatsometime company celebrate success and
good work 22%respondents said that always and 7% said that never
INTERPRETATION
It is found that majority of the respondents said that company celebrate success and good work
6.2.14 MOTIVATES AND INSPIRES ME AND THE TEAM I WORK WITH
Table 6.2.14MOTIVATES AND INSPIRES ME AND THE TEAM I WORK WITH

1 Always 38 38%
3 Never 14 14%
TOTAL 100 100%
105
48.00%
50%
45% 38.00%
40%
35%
30%
25%
20% 14.00%
15%
10%
5%
0%
Always Sometime Never
Chart 6.2.14MOTIVATES AND INSPIRES ME AND THE TEAM
ANALYSIS
From the above data it is found that 48% respondents said thatsometime company motivates and inspires me
and the team 38%respondents said that always and 14% said that never
INTERPRETATION
It is found that majority of the respondents said that sometime company motivates and inspires me and the
team
6.2.15 ENSURE THAT I HAVE AN APPRAISAL AT LEAST ONCE IN YEAR
Table 6.2.15 ENSURE THAT I HAVE AN APPRAISAL AT LEAST ONCE IN YEAR

1 Always 22 22%
3 Never 32 32%
TOTAL 100 100%
106
Never 32.00%
Sometime 47.00%
Always 22.00%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Chart 6.2.15APPRAISAL AT LEAST ONCE IN YEAR
ANALYSIS
From the above data it is found that 47% respondents said thatsometime company appraisal at least once in
year 32%respondents said that always and 22% said that never
INTERPRETATION
It is found that majority of the respondents said that sometime company appraisal at least once in year
6.2.16 ACTS AS GOOD ROLE MODEL
Table 6.2.16 ACTS AS GOOD ROLE MODEL

1 Always 58 58%
3 Never 13 13%
TOTAL 100 100%
107
13.00%
Never
29.00%
Sometime
58.00%
Always
0% 10% 20% 30% 40% 50% 60%
Chart 6.2.16ACTS AS GOOD ROLE MODEL
ANALYSIS
From the above data it is found that 58% respondents said thatmanagers always acts as good role model
29%respondents said that sometime and 13% said that never
INTERPRETATION
It is found that majority of the respondents said that managers always acts as good role model
6.2.17MANAGERS EFFICTIVELY COMMUNICATE THE INFORMATIONYOU NEED TO

UNDERSTAND
Table 6.2.17 EFFICTIVELY COMMUNICATE THE INFORMATION

4 agree 49 49.00%
3 neutral 12 12%
2 disagree 9 9% 4
Total 100 100%
108
strongly disagree 0.00%
9.00%
disgaree
12.00%
neutral
49.00%
agree
30.00%
strongly agree
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Chart 6.2.17EFFICTIVELY COMMUNICATE THE INFORMATION
ANALYSIS
From the above data it is found that 49% are agree with statement managers effectively communicate the
informationyou need to understand 30% are strongly agree 12% are neutral 9% are disagree
INTERPRETATION
As mean value 4 shows more inclination towards Agree with the statement managers effectively
communicate the information you need to understand
6.2.18 MANAGER EXPLAIN HOW THE ORGANIZTION’S FUTURE PLANS AFFECT ON

YOU
Table 6.2.18 EXPLAIN HOW THE ORGANIZTION’S FUTURE PLANS AFFECT

4 agree 61 61.00%
3 neutral 11 11% 3.78
2 disagree 9 9%
Total 100 100%
109
disgaree 9.00%
neutral 11.00%
agree 61.00%
0% 10% 20% 30% 40% 50% 60% 70%
Chart 6.2.18THE ORGANIZTION’S FUTURE PLANS AFFECT
ANALYSIS
From the above data it is found that 61% are agree with statement your manager explain how the
organization’s future plans affect on you 16% are strongly agree 11% are neutral 9% are disagree and
3% are strongly disagree
INTERPRETATION
As mean value 3.78 shows more inclination towards Agree with the statement your manager explain
how the organization’s future plans affect on you
6.2.19MANAGES EXPLAIN THE REASONS BEHAIND DECISION MADE
Table 6.2.19 EXPLAIN THE REASONS BEHAIND DECISION MADE

4 agree 38 38.00%
3 neutral 32 32% 3.25
2 disagree 15 15%
Total 100 100%
110
disgaree 15.00%
neutral 32.00%
agree 38.00%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Chart 6.2.19THE REASONS BEHAIND DECISION MADE
ANALYSIS
From the above data it is found that 38% are agree with statement the managers explain the reasons behind
decision made 32% are neutral 15% disagree 8%are strongly agree and 7% are strongly disagree
INTERPRETATION
As mean value 3.25 shows more inclination towards Neutral with the statement the managers explain
the reasons behind decision made
6.2.20YOUR MANAGER HAVE EXPERTISE AND ABILITY TO HEPL YOU AND YOUR
TEAM
Table 6.2.20EXPERTISE AND ABILITY TO HEPL YOU AND YOUR TEAM

4 agree 52 52.00%
3 neutral 12 12% 4
2 disagree 8 8%
Total 100 100%
111
60%
52.00%
50%
40%
28.00%
30%
20%
12.00%
8.00%
10%
0.00%
0%
Chart 6.2.20EXPERTISE AND ABILITY TO HEPL YOU AND YOUR TEAM
ANALYSIS
From the above data it is found that 52% are agree with statement your managers have expertise and ability
to help you and your team28% are strongly agree 12% neutral 8% disagree
INTERPRETATION
As mean value 4 shows more inclination towards StronglyAgree with the statement your managers
have expertise and ability to help you and your team
6.2.21YOU ARE CONFIDANT INOVERALL EFFECTIVNESS OF YOUR IMMEDIATE

MANAGER
Table 6.2.21OVERALL EFFECTIVNESS OF YOUR IMMEDIATE MANAGER
Rate Response No. of Respondents Percentage (%) Mean

4 agree 38 38.00%
3 neutral 27 27% 3.33
2 disagree 17 17%
Total 100 100%
112
38.00%
40%
35%
27.00%
30%
25%
17.00%
20%
12.00%
15%
10% 6.00%
5%
0%
Chart 6.2.21OVERALL EFFECTIVNESS OF YOUR IMMEDIATE MANAGER
ANALYSIS
From the above data it is found that 38% are agree with statement you are confident in the overall
effectiveness of your immediate manager 27% are neutral 17% disagree 12% strongly agree and 6%
are strongly disagree
INTERPRETATION
As mean value 3.33 shows more inclination towards Agree with the statement you are confident in the
overall effectiveness of your immediate manager
6.2.22MANGER GIVES IMPORTANCE OF YOUR PERSONAL AND FAMILY LIFE
Table 6.2.22 IMPORTANCE OF YOUR PERSONAL AND FAMILY LIFE

4 agree 43 43.00%
3 neutral 22 22% 3.61
2 disagree 12 12%
Total 100 100%
113
43.00%
45%
40%
35%
30%
25% 22.00%
19.00%
20%
15% 12.00%
10%
4.00%
5%
0%
Chart 6.2.22IMPORTANCE OF YOUR PERSONAL AND FAMILY LIFE
ANALYSIS
From the above data it is found that 43% are agree with statement mangers givesimportance of your personal
and family life 22% are neutral 19% strongly agree 12% disagree and 4% are strongly disagree
INTERPRETATION
As mean value 3.61 shows more inclination towards Agree with the statement managers gives
importance of your personal and family life
6.2.23MANAGERS HANDLE DISAGREEMENT PROFESSIONALLY
Table 6.2.23 HANDLE DISAGREEMENT PROFESSIONALLY

4 agree 53 53.00%
3 neutral 9 9%
2 disagree 10 10% 3.92
Total 100 100%
SOURCE: PRIMARY DATA (QUESTIONNAIRE).
114
60% 53.00%
50%
40%
26.00%
30%
20%
9.00% 10.00%
10%
2.00%
0%
Chart 6.2.23HANDLE DISAGREEMENT PROFESSIONALLY
ANALYSIS
From the above data it is found that 53% re agree with statement mangers handle disagreement
professionally 26% are strongly agree 10% disagree 9% neutral and 2% are strongly disagree
INTERPRETATION
As mean value 3.92 shows more inclination towards Agree with the statement mangers handle
disagreement professionally
6.2.24MANAGERS DISCUSS YOUR CAREER WITHIN THIS ORGANIZATION
Table 6.2.24 DISCUSS YOUR CAREER WITHIN THIS ORGANIZATION

4 agree 42 42.00%
3 neutral 13 13%
2 disagree 21 21% 3.49
Total 100 100%
SOURCE: PRIMARY DATA (QUESTIONNAIRE).
115
45%
42.00%
40%
35%
30%
25%
21.00%
20% 19.00%
15% 13.00%
10%
5.00%
5%
0%
Chart 6.2.24DISCUSS YOUR CAREER WITHIN THIS ORGANIZATION
ANALYSIS
From the above data it is found that 42% re agree with statement managers discuss your career within this
organization21% are disagree 19% strongly agree 13% neutral and 5% are strongly disagree
INTERPRETATION
As mean value 3.49 shows more inclination towards Neutral with the statement that managersdiscuss
your career within this organization
6.2.25 ACTIVIES HELPS FOR DEVLOPMENT
Table 6.2.25 ACTIVIES HELPS FOR DEVLOPMENT

1 YES 58 58%
2 NO 42 42%
Total 100 100%
.
116
42%
YES
NO
58%
Chart 6.2.25ACTIVIES HELPS FOR DEVLOPMENT
ANALYSIS
From the above data it is found that 58% respondents said thatactivities help for development
27%respondents said that activities can’t help for development

INTERPRETATION
It is found that majority of the respondents said that activities help for development
6.2.26WHICH TYPE OF GROWTH USING ACTIVITY
Table 6.2.26WHICH TYPE OF GROWTH USING ACTIVITY

1 Personal 36 36%
2 Organization 43 43%
3 Both 21 21%
Total 100 100%
117
21%
36%
Personal
Organstional
Both
43%
Chart 6.2.26GROWTH USING ACTIVITY
ANALYSIS
From the above data it is found that 43% respondents said that organizational development and
36%respondents said that personal growth and 21%said both
INTERPRETATION
It is found that majority of the respondents said that organizational development
6.2.27 WHAT IS YOUR RESPONSE ABOUT LEADERSHIP STYLE IN THE

ORGANAZTION
Sr.No Responses
1 In the past few months, the organization’s leaders provided an honourable approach
to relaying sensitive information. I can honestly say, that every concern has been
properly addressed.
118
2 I think that the leaders of the organization are doing well in keeping us on track
with our goals
3 The leaders of this organization demonstrate integrity and are committed to making
this a great place to work.
4 There is great communication between leadership and employees. As employees,
we get a lot of encouragement; it really feels like leadership wants us to succeed on
a personal level as well as a professional one.
5 The praise we receive from direct managers and district leaders for the work we do
is above-and-beyond my expectations.
6 This is definitely a Best Places to Work. Though we are in a stressful and

demanding industry, the leadership goes out of its way to keep the office
environment positive and uplifting.
7 My supervisors don't micro-manage, but they are always available for questions
and will help guide me through things I haven't done before.
8 It really demonstrates that the leadership team trusts us to get our work done. The
freedom to choose to commit to my work makes my commitment to this company
even stronger.
9 I enjoyed working and learning from my previous boss and feel the same with my
current boss. I think that goes to show that this company does a great job of hiring
great leaders.
10 The updates at the All Employee Meeting are great. It’s great to hear from the
leadership team every month with an update on our progress
119
CHAPTER VII
CONCLUSION AND SUGGESATION, FINDING
7.1 FINDINGS
After analysis and interpretation of “MANAGER” data these are followings findings were
emerged
 20% are above 40 years where as 60% belongs to 25 – 40 years are and rest of 20 % are below 25
years
 40% are related to high and low background that means other areas, where as 20% are Graduation
and 40% are Post Graduate
 100% are agree with this statement managers thinks they have the potential to be a good leader
120
 80% are agree with this statement managers enjoy setting goals for the future
 60% are agree with this statement managers are open to suggestions from their employees
 60% are not agree with this statement managers are not willing to take the blame for the team you
lead, should anything go wrong
 100% are not agree with this statement managers not feel threatened when someone questions on
their decisions
 100% are agree with this statement managers try to understand the issue of the teams
 80% i.e. it is important to building team morale
 60% i.e. it is good trying to understand your subordinates
 80% are agreeing with statement give advice and guide people rather than give orders
 80% are agree with statement check in with my employees often, to see how the project is coming
alone
 satisfied with the statement a good leader needs to be open-minded 60% respondents are strongly
agree with this statement and 40% are agree
 it is necessary to welcome suggestions given by employees 40% respondents are agree with this
statement and 40% are neutral and also 20 % are strongly agree .
 t biases and grudges should not influence a leader's decision 80% respondents are disagree with this
statement 20 % are strongly disagree
 a leader need not get to know their employees 60% respondents are disagree with this statement and
40% strongly disagree
 a leader need not lead by example 40% respondents are agree and neutral with this statement and
20% are disagree
 Employees must carry out orders, no questions asked40% respondents are disagree and strongly
disagree with this statement and 20% are neutral
 a leader needs to be reasonable 80% respondents are strongly agree with this statement and 20 %
are agree
 being correct is more important than being nice 60% respondents are agree with this statement and
40% agree
 a good leader helps his/her team in tough times 60% respondents are strongly agree with this
statement and 20% are neutral and also 20 % are agree
After analysis and interpretation of “WORKER” data these are followings findings were
emerged
121
 17% are above 40 years where as 36% belongs to 25 – 40 years are and rest of 47% are below 25
years
 . 32% are related to high and low background that means other areas, where as 68% are graduation
and 0% are post graduate
 . 61% are agree with this statement manager’s care about employee development
 73% are agree with this statement manager’s care about as a person
 57% are agree with this statement manager’sare trusting and giving open environment
 68% are agree with this statement manager’s treat everyone on the team fairly
 58% are not agree with this statement manager’s are not responsive to your ideas, requests, and
suggestions
 53% are not agree with this statement manager’s are not regularly receive constructive performance
feedback from your manager
 82% are agree with this statement manager clearly communicate expectations
 69% are agree with this statement manager’s are provide strong and decisive leadership when
required
 73% are agree with this statement manager gives respect and consideration to you
 71% are agree with statement manager’s are sometime recognizes and celebrate success and good
work
 48% are agree with statement manager’s are sometime motivate and inspires team I work with
 47% are agree with statement manager’s are sometime gives an appraisal at least once in year
 58% are agree with statement manager’s are always acts as good role model
 effectively communicate the information 49% respondents are s agree with this statement and 30%
are strongly agree 12% are neutral
 how the organization’s future plans affect 61% respondents are agree with this statement and 16%
are strongly agree 11% are neutral
 the reasons behind decision made 38% respondents are s agree with this statement and 15% are
disagree 30% are neutral
 the expertise and ability to help you and your team 52% respondents are agree with this statement
and 28% are strongly agree 12% are neutral
 confidant in the overall effectiveness of your immediate manager 38% respondents are agree with
this statement and 17% are disagree 27% are neutral
122
 recognize the importance of your personal and family life 43% respondents are agree with this
statement and 19% are strongly agree 22% are neutral
 handle disagreement professionally 53% respondents are agree with this statement and 26% are
strongly agree 10% are disagree
 discuss your career within this organization 42% respondents are agree with this statement and
21% are disagree 13% are neutral
7.2 CONCLUSION
 It is concluded that managers enjoy setting goals for the future
 It is concluded that managers Are open to suggestions from their employees
 It is concluded that managers Are not willing to take the blame for the team you lead, should
anything go wrong
 It is concluded that managers not feel threatened when someone questions on their decisions
 It is concluded that managers try to understand the issue of the teams
 the respondents thinks it is important to building team morale
 the respondents thinks it is good trying to understand your subordinates
 the respondents thinks they would like to give advice and guide people rather than give orders
123
 the respondents thinks they like to check in with my employees often, to see how the project is
coming alone
 the respondents strongly agreed with the statement a good leader needs to be open-minded
 the respondents agreed and neutral with the statement it is necessary to welcome suggestions given
by employees
 the respondents disagreed with the statement biases and grudges should not influence a leader's
decision
 the respondents disagreed with the statement a leader need not get to know their employees
 the respondents disagree the statement employees must carry out all orders given to them, no
questions asked
 the respondents agreed and neutral with the statement a leader need not lead by example
 the respondents strongly disagreed with the statement employees must carry out orders, no
questions ask
 the respondents strongly agreed with the statement a leader needs to be reasonable
 the respondents agreed with the statement being correct is more important than being nice
 the respondents strongly agreed statement a good leader helps his/her team in tough times
 It is concluded that manager’s care about employee development

 It is concluded that manager’s care about as a person
 It is concluded that manager’sare trust and giving open environment
 It is concluded that manager’s treat everyone on the team fairly

 It is concluded that manager’s are not responsive to your ideas, requests, and suggestions
 It is concluded that manager’s are not regularly receive constructive performance feedback from
your manager
 It is concluded that manager’s are clearly communicate expectations
 It is concluded that manager’s are provide strong and decisive leadership when required
 It is concluded that manager’s are gives respect and consideration to worker
 It is concluded that manager’s are sometime recognizes and celebrate success and good work
 It is concluded that manager’s are sometime motivate and inspires team I work with
 It is concluded that manager’s are sometime gives an appraisal at least once in year
 It is concluded that manager’s are always acts as good role model
 the respondents agreed with the statement i.e. manager effectively communicate the information
 the respondents agreed with the statement i.e. manager explain how the organization’s future plans
affect
124
 the respondents agreed with the statement i.e. manager explain the reasons behind decision made
 the respondents agreed with the statement i.e. manager the expertise and ability to help you and
your team
 the respondents agreed with the statement i.e. confidant in the overall effectiveness of your
immediate manager
 the respondents agreed with the statement i.e. manager recognize the importance of your personal
and family life
 the respondents agreed with the statement i.e. manager handle disagreement professionally

 the respondents agreed with the statement i.e. manager discuss your career within this organization
7.3 SUGGESTION
 Conduct more social events in organisation ex Ganesh festival, blood camp etc its helps to better
communication between managers and employees
 Taken more activities for situational leadership style
 Organization should give more attestation towards personal growth of employee
 Include more effective performance appraisal system and take appraisal at list in year
 Take more care about how to increase motivation and morale in employee
 Make more innovation in products
 Leaders need to show, not just tell. If you want your employees to be punctual, make sure you’re
there on time -- or even early
125
 Even the kindest, most caring leader has limits. Set your boundaries and stick to them. Knowing
what you will not tolerate can save everyone in the office a lot of frustration, and keeping
boundaries clear means there’s no confusion.
QUESTIONNER (FOR WORKER)

Name:
Contact No:
Email ID:
SECTION “A”
Gender Male ( )
Female ( )
Status Marred ( )
Unmarred ( )
126
Age group below 25 ( )
25 -40 ( )
Above 40 ( )
Qualification Graduation ( )
Post graduation ( )
Any other qualification __________________________
Work experience 0-1 year

1-5 year
5-10 year
<10 year
SECTION “B”
Q1. “YES” OR “NO” type questions
1) Does your manager care about your development?
Yes ( ) No ( )
2) Do you think your manger cares about you as a person?
Yes ( ) No ( )
3) Does your manger create a trusting and open environment?
Yes ( ) No ( )
127
4) Does your manger treat everyone on the team fairly?
Yes ( )
No ( )
5) Does your manager responsive to your ideas, requests, and suggestions?
Yes ( )
No ( )
6) Do you regularly receive constructive performance feedback from your manager?
Yes ( )
No ( )
7) Does manager clearly communicate expectations?
Yes ( )
No ( )
8) Does your manager provide strong and decisive leadership when required?
Yes ( )
No ( )
9) Does your manager give respect and consideration to you?
Yes ( )
No ( )
Q2.CHOICE ANY ONE
1) Recognizes and celebrates success and good work
None of the time

Less than 50% of the time
More than 50% of the time
All the time
2) Motivates and inspires me and the team I work with
128
None of the time
All the time
3) Ensures that I have an appraisal at least once a year
None of the time

All the time
4) Acts as a good role model
None of the time

More than 50% of the time All
the time Q3. Scaling quotation
129
No Statement Strongly Agree Neutral Disagree Strongly
agree disagree
1 Does your manager
effectively communicate
the information you need to
understand
2 Does your manager explain

how the organization’s
future plans affect you?
3 Does your manager explain

the reasons behind decision
made?
4 Does your manager have

the expertise and ability to
help you and your team
succeeds?
5 Are you confident in the

overall effectiveness of
your immediate manger?
6 Does your manager

recognize the importance
of your personal and family
life?
7 Do managers handle
disagreements
professionally?
8 Do you and your manager
discuss your career within
this organization?
QUESTIONNER (FOR MANAGER)
130
Name:
Contact No:
Email ID:
SECTION “A”
Gender Male ( )
Female ( )
Status Marred ( )
Unmarred ( )
Age group below 25 ( )

25 -40 ( )
Above 40 ( )
Qualification Graduation ( )
Post graduation ( )
Any other qualification __________________________
Work experience 0-1 year

1-5 year
5-10 year
<10 year
SECTION “B”
Q1. “YES” OR “NO” type questions
131
1) Do you feel that you have the potential to be a good leader?
Yes ( )
No ( )
2) Do you enjoy setting goals for the future?
Yes ( )
No ( )
3) Are you open to suggestions from your employees?
Yes ( )
No ( )
4) Are you willing to take the blame for the team you lead, should anything go wrong?
Yes ( )
No ( )
5) Do you feel threatened when someone questions your decisions?
Yes ( )
No ( )
6) Do you try to understand the issues of the team?
Yes ( )
No ( )
Q2. MCQ
1) How important is building team morale to you?
132
Not at all
Slightly
Moderately
Very
Extremely
2) How good are you at trying to understand your subordinates?
Not at all
Slightly
Moderately
Very
Extremely
3) Which of the following statement styles suits you best
When I give an order, I expect people to follow it

I would like to give advice and guide people rather than give orders
4) Which statement describes you
I want my employees to check in with me only if they have a problem or have achieved their
targets
I like to check in with my employees often, to see how the project is coming along
Q3.scalling questions
133
No Statement Strongly Agree Neutral Disagree Strongly
agree disagree
1 A good leader needs to

be open-minded.
2 It is necessary to
welcome suggestions
given by employees
3 Biases and grudges
should not influence a
leader's decision
4 A leader need not get to
know their employees.
5 Employees must carry

out all orders given to
them, no questions
asked.
6 A leader need not lead
by example
7 Employees must carry
out orders, no questions
asked
8 A leader needs to be
reasonable
9 Being correct is more
important than being
nice
10 A good leader helps
his/her team in tough
times
BIBLIOGRAPHY
Sr.No. Name Of Author Title Of Book Edition Year Publication
134
1 P. Subbarao Essential Of Human Fifth 2007 Himalaya
Resource
Management.
2 S.P. Jain Industrial And
Labour Law
3 C. R. Kothari Research Second 2004 Vishwa
Methodology
RESEARCH ARTICLES
Sr. Authors Name Title Year

No
1 Bernard M. Bass TheFuture of Leadership in Learning 2000
Organizations
2 Dr.RashadYazdanifard How Effective Leadership can Facilitate 2001
Change in Organizations through
Improvement and Innovation
3 EbrahimHasan Al Impact of Leadership Styles on 2004
Khajeh Organizational Performance
4 Diana L. Strom Leadership styles in workforce 2008
5 Dr.D.G.Khan Leadership styles in organisation 2010
6 Swamy D. R Leadership style 2011
7 Imran Asghar The Role of Leadership in Organizational 2013
Change
8 Shruti D Naik Leadership Styles in India- An empirical 2015
Study of Indian Leaders
9 Dr. Shakti Mehrotra An Analysis of Leadership Styles in Indian 2017
Organizations
10 RakeshRayiramkandath Role of Leadership in Building an 2017
Organizational Culture and Effectiveness
Website:-
www.linkedin.in
www.wikipedia.com
www.google.com
www.citehr.com
135
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A

SUMMER INTERNSHIP PROJECT

“LEADERSHIP STYLES IN WORK FORCE”

SEVEN HILLS BEVERAGES LTD

SavitribaiPhule Pune University

In the Partial Fulfilment of the Course

MASTER IN BUSINESS ADMINISTRATION-HUMAN RESOURCE

Mr. PAWAR PANKAJ PUNDLIK

Under The Guidance Of

INSTITUTE OF MANAGEMENT AND RESEARCH TECHONOLOGY, NASHIK

Date: / /2019 Signature:

Place: IMRT, Nashik-2 Name: Mr.Pankaj.P.Pawar

Date: / /2019 Signatures:

Place: IMRT, Nashik- 2 Name of Guide: Prof H.S.Deshmukh

Date: / /2019 Signature:

Place: IMRT, Nashik-2 Name:

3. PROFILE OF THE ORGANISATION 32

7. CONCLUSION AND SUGGESATION FINDING 123

6.2.1 Classification of respondents on the basis of age 96

6.2.1 Classification of respondents on the basis of age 96

1.3OBJECTIVES OF THE STUDY

1. To study the concept of leadership style and its utility

3. To study the opinion of employees towards the leadership style

4. Analysis of data & suggest measured at Bisleri seven hills beverages”

1.4SCOPE THE STUDY

1.5LIMITATIONS OF THE STUDY

5. Respondents were reluctant to disclose complete and correct information.

6. Sample size is only 105

1.6 RATIONALE OF THE STUDY

2.1. Types of Research

Research is the discovery of facts, development of facts and verification of facts. It is an

According to John Best,

“Research is a systematic activity directed towards discovery and the development of an

According to Waltz and Basusell,

On the basis of Application On the basis of Objectives On the basis of Methodology

Fig2.1 Type of research

* On the basis of Application

* On the basis of Objectives

* On the basis of Methodology

Methods of Sampling Design

There are four types of non-probability sampling.

The main types of probability sampling methods are simple random sampling, stratified

Types of Probability Sampling Methods are:-

 The population consists of N objects.

Primary data Secondary data

Fig2.2 Sources of Data

Data analysis is a process of inspecting, cleansing, transforming, and modeling data with

The process of data analysis

5. Exploratory data analysis

6. Modeling and algorithms

Mathematical formulas or models called algorithms may be applied to the data to identify relationships

Type of research Exploratory

Area of Research Dindori Industrial Area

Sampling unit Bisleri Seven Hills Beverages ltd

Sampling Method Simple random sampling

Data Collection Techniques Sources of Primary Data Sources of Secondary

Questionnaire Books, websites &

Analysis of data Percetage,average,Mean

3.1 HISTORY & GENERAL INFORMATION

Directors of Seven Hills Beverages Limited are NayanBalasahebPalwe, PavanJitendraChhatrisha,

Seven Hills Beverages Limited's Corporate Identification Number is (CIN)

Current status of Seven Hills Beverages Limited is - Active.

in the premium beverage category.