A

Training Report

On

“Drivers of Employee Engagement: The Role of Leadership Style in Hitech

Enviro Engineers and Consultants Pvt. Ltd.

Submitted to

Kurukshetra University, Kurukshetra

In the partial fulfilment of the Degree of Masters of Business Administration

(Session 2020-2023) BBA 5th Semester

Under the Guidance of: Submitted By:

Ms. Tanushree Mukherjee Kritika Goel

Associate professor D/o Satish Kumar

Department of Management Class roll no-2021087

Univ Reg-201004598

Tilak Raj Chadha Institute of Management & Technology

(Affiliated to Kurukshetra University, Kurukshetra & Approved By AICTE)

M.L.N. Educational Complex, Yamuna Nagar- 135001 (Haryana)

Ph. 01732-220103, 234010, 234110. Fax: +91-1732-234110

E-mail: info@timt.ac.in, Web Site: www.timt.ac.in

 DECLARATION

I, Kritika Goel d/o Satish Kumar, Class Roll No- 2021087, University Roll No 201004598 ,
University Registration No- 20-TRY-240 of BBA (Semester- V) of the Tilak Raj Chadha
Institute of Management and Technology, Yamuna Nagar hereby declare that the training
report entitled “Drivers of Employee Engagement:
The Role of Leadership Style” is an original work and information provided in the study is
authentic to the best of my knowledge.

This report has not been submitted to any other institute for the award of any other degree.

(Kritika Goel)

 
 Acknowledgement

The researcher would like to take this opportunity to express her gratitude to all those great
minds and hearts that have touched this project in the path of its success.

The researcher is sincerely thankful to Dr. Vikas Daryal, Director and Ms. Ginni Syal, Head,
Department of Management, Tilak Raj Chadha Institute of Management and Technology
(TIMT), Yamuna Nagar for granting permission to pursue the research.

The researcher would also like to express her thanks to Ms. Tanushree Mukherjee, Assistant
Professor, Department of Management, TIMT, Yamuna Nagar for providing guidance and
support in completion of the project.

Finally, the researcher would like to convey his thanks to the respondents for their kind
cooperation.

(Kritika Goel)
 EXECUTIVE SUMMARY

The intended research on “Drivers of Employee Engagement: The Role of Leadership Style”
has been carried out to identify the effect of Leadership Styles on Employee engagement.

Employee engagementt is an individual's psychological attachment to the organization. The

basis behind many of these studies was to find ways to improve how workers feel about their
organization.

Leadership styles are the means through which your human resources personnel can develop the
leadership of your staff. This occurs through the practice of developing extensive training
courses and motivational programs, such as devising systems to direct and assist management in
performing ongoing performance appraisals.

Employee engagement is getting up in the morning thinking, “Great, I’m going to work. I know
what I’m going to do today. I’ve got some great ideas about how to do it really well. I’m
looking forward to seeing the team and helping them work well today” Employee engagement
is about understanding one’s role in an organisation, and being sighted and energized on where
it fits in the organisation’s purpose and objectives.

Every company has president, board chairman or leader. For the most ways we agree that
someone individually needs to head our businesses and social institutions. The leader of any
organization expectedly completes his role which is given by communicating the values of the
organization he or she represents.

The research is Descriptive in nature as it seeks to study previous findings in new context in
terms of respondent group, industry and geography. The type of investigation is Causal as the
effect of passive avoidant, transformational and transactional on employee engagement which
mediates the studied. Study setting is Non-contrived because the study has been conducted with
no interference of researcher. It is a Cross-sectional study as data has been collected at one point
of time.

The data has been collected by researcher from through questionnaire comprising of 20 items’
scale in order to measure the impact of employee reward and human resource on employee
retention which mediates the job satisfaction. She has drawn a sample of 150.

The hypothesis has been made with an assumption that there is a significant positive impact on
employee engagement of leadership styles. As per the coefficient of regression leadership styles
was found to have significant impact on employee engagement. There is a significant positive
relationship between leadership styles and employee engagement.
Various statistical tools have also been applied like Descriptive Statistics, Reliability Statistics,
Correlation and Regression analysis to analyze the data using software for Statistical Package
for Social Sciences (SPSS) 18.0.

Descriptive Statistics has been used to identify the most significant factors of HR practices on
Organizational Commitment among the employees out of list of all factors which been
developed through extensive literature survey. After applying Descriptive Statistics, the mean
value is approx. 3 and standard deviation is approx 50% of mean which shows that there is no
ceiling effect and flooring effect. This is a clear indication that there is a variance response of
all the respondents of given questionnaire.

Reliability statistics has been used to find out the extent to which data collected is reliable and
truly represents the population. After its application, it has been found that Employee
Engagement is 93.9% reliable, Leadership styles is 93.9% reliable.
There is a positive correlation between Leadership styles and employee engagement. After
applying correlation we get the value .935 which shows that there is a high degree of positive
correlation between Leadership styles and employee engagement. There is a positive correlation
between Employee engagement and leadership styles. After applying correlation we get the
value .935 which shows that there is a high degree of positive correlation between Employee
engagement and leadership styles.
Regression analysis has been used to find out the percentage impact of Leadership styles and
employee engagement and it is clearly evident that Leadership styles significantly influences
Employee engagement and 87.4% variation in Employee engagement is explained by the
model. This shows that if Leadership styles increases by 1% then Engagement of employees
increases by 0.944

The research is not free from limitations like small sample size, unwillingness of respondents,
and limited area for research, respondents’ bias and researcher’s bias. At last it has been
concluded that the Burnout, role of leadership styles have impact on employee engagement..
 Contents

1 Introduction
a. Introduction to Manufacturing Industry

b. Introduction to Hitech Enviro Engineers and Consultants Pvt. Ltd.

c. Introduction to Leadership styles

d. Introduction to Employee Engagement

2. Theoretical Framework

a. Construct
b. Independent and Dependent Variables
3. Literature Review
4 Research Objectives
5 Research Methodology
a. Research Design
i. Type of Research Design
ii. Time Horizon
iii. Study Setting
iv. Measurement and Scaling
b. Hypothesis Development and Testing
c. Sample and Sampling Design
d. Data Collection
e. Flowchart for selection of Statistical Tools
f. Statistical Tools
i. Descriptive Statistics
ii. Reliability Statistics
iii. Correlation Analysis
iv Regression Analysis
g. Limitations of the Study
6. Data Analysis

7. Results and Findings

8. Policy Implications

9. Recommendations

10. Bibliography
 11. . Appendices

a. Appendix i – Questionnaire
b. Appendix ii- Descriptive Statistics
c. Appendix iii- Reliability Analysis
d. Appendix iv- Correlation Analysis
e. Appendix v- Regression Analysis
f. Appendix vi- Snapshots
g. Appendix vii- Base paper
h. Appendix viii- Reference Papers
 List of Tables
1. Table-1 Research Methodology
2. Table-2 Sample Calculation
3. Table-3 Descriptive Statistics
4. Table-4 Leadership styles
5. Table-5 Employee Engagement
6. Table-7 Correlation
7. Table-8 Model Summary
8. Table-9 Coefficients
9. Table-10 ANOVA
10. Table-11 Residuals Statistics
 Introduction To Manufacturing Industry30,31

Manufacturing is the production of products for use or sale using labor and machines, tools,
chemical or biological processing or formulation and is the essence of secondary industry.
The term may refer to a range of human activity from handicraft to high tech but is most
commonly applied to industrial design, in which raw materials from primary industry are
transformed into finished goods on a large scale. Such finished goods may be sold to other
manufacturers for the production of other more complex products (such as
aircraft, household appliances, furniture, sports equipment or automobiles), or
distributed via the tertiary industry to end users and consumers (usually through
wholesalers, who in turn sell to retailers,
who then sell them to individual customers).

Manufacturing industries are those that engage in the transformation of goods, materials
or substances into new products. The transformational process can be physical, chemical or
mechanical. Manufacturers often have plants, mills or factories that produce goods for
public
consumption. Machines and equipment are typically used in the process of manufacturing.

Importance of manufacturing industry

The economic strength of a country lies in the development of manufacturing industries

because:

(i) Manufacturing industries help in modernising agriculture which forms the backbone of our
economy.

(ii) It reduces the heavy dependence of people on agriculture sector and creates jobs in
secondary and tertiary sectors.

(iii) It is necessary for the removal of unemployment and poverty.

(iv) It brings down regional disparities.

(v) Export of manufactured goods expands trade and commerce and enhances prosperity.

(vi) It brings much needed foreign exchange.

Manufacturing sector in India

Manufacturing has emerged as one of the high growth sectors in India. Prime Minister of
India, Mr. Narendra Modi, had launched the ‘Make in India’ program to place India on the
world map as a manufacturing hub and give global recognition to the Indian economy. India
is expected to become the fifth largest manufacturing country in the world by the end of year
2020. Government aims to achieve 25 per cent GDP share and 100 million new jobs in the
sector by
2022.

Investments

India has become one of the most attractive destinations for investments in the manufacturing
sector. Some of the major investments and developments in this sector in the recent past are:

1. In March 2020, Oricon Enterprises has entered into a joint venture agreement with
Italy-headquartered Technoscape Group to set up a new company, Technoscape
Oriental, for manufacturing lug caps.
2. According to sources, Apple Inc. in 2021 manufactures 70% of mobile phones sold in
India, a sharp increase from 30% recorded two years ago. This is a significant push
towards the Make in India initiative, following the government's Production-linked
Incentive (PLI) plan, which began in FY21.
3. In September 2021, tech giant Lenovo announced plans to ramp up manufacturing
capabilities in India across various product categories, such as PCs, notebooks and
smartphones, due to rising consumer demand. However, details of the investment were
not disclosed.
4. In September 2021, PG Electroplate, a contract manufacturer of electronic goods,
announced that it had applied for a PLI scheme and pledged to invest Rs. 300 crore
(US$ 40.47 million) towards the production of air conditioner components.
5. Intel has invested over US$ 7 billion in design and R&D facilities in the country to
date.
6. The Tata Group announced plans to enter the semiconductor manufacturing business
as of August 2021—seeking a proportion of the US$ 1 trillion high-tech electronics
manufacturing sector
7. In September 2019, Mumbai has now got its first metro coach manufactured by state-
run Bharat Earth Movers (BEML) under 'Make-in-India' initiative.
8. In September 2019, OnePlus launched its smart TVs in the Indian market.
Hitech Enviro Engineers & Consultants Pvt.
Ltd.

Our adage is 360° Pollution Management. We generally endeavour to keep the air we inhale and the
water we drink as unadulterated as nature.
We offer fresh water and wastewater "monitoring" and "treatment" solution for the
industries and domestic industrial sectors which are explain under PCB norms. We offer best
chemical and equipment and services to optimize water of municipalities and industries in
concern with quality which helping our customer to manage water quality. It is our goal to
overcome scarcity about water challenge to my client and solve the increasing demand of water
day by day and improve the water shortage. This work execution enables us to influence a vital
contribution to the environment protection and improve the life quality with a decade
application experience in environment field, Hitech Enviro Engineers and Consultants Pvt. Ltd. is
the correct decision to choose for your water, wastewater treatment and drinking needs. 

HiTech Enviro range start from basic essential, conventional treatment systems with release to
nearby sewer system to zero liquids discharge system in which complete water is recovered and
treated to get purified water for reuse. We also have the endorsement with global water experts
to serve our clients where ever they are.  

Most factories today are not follow stringent discharge norms which are applied by PCB and all
the norms are not easy to meet with the conventional technologies. In India, waste water
treatment hasn't kept pace with the advancements in technology. We have highly talented with
industrial experienced team which have ability to install projects with the advanced technology.
Our team is always ready to handle any challenge in getting the customer desired goal. With our
honesty approach, our clients concentrate on the core technology and personnel ability, while
letting Hitech Enviro offer the best water treatment solution to resolve the waste water
challenges as well as polluted air challenges.

The product offerings incorporate smaller little plants and also plants grew exclusively as

indicated by client necessities, which are set up ordinarily or developed as modular systems.
Client particular arrangements tested in our own particular innovation focus or in pilot plants.
We routinely go about as accomplices in national and worldwide research ventures for the
advancement of future-oriented innovations. 

With a strong commitment to research and successful completion of large-scale water

projects, Hitech Enviro is uniquely positioned to deliver real and lasting process improvements
for a broad range of industries and applications. From vitality investigation to agribusiness,
assembling to mining, our imaginative advancements give the possibility to reuse billions of
gallons of wastewater every year while defending our country's perfect vitality holds. What's
more, for some ventures, such as, mining operations concentrated on hard, valuable, and key
metals, our technologies not just secure the earth – they can build yields. 
In the world's developed countries, we take it for granted that clean water flows freely through
an established infrastructure into our homes, schools, offices and manufacturing plants, and
across our farmlands. While we have instant access to this life-sustaining substance, millions of
others do not. We will continue on our mission, encouraged by the world's growing awareness of
the need to solve these pressing challenges of access to and preservation of our water
resources.

On the planet's developed nations, we take it for providing pure water availability through
established infrastructure into our offices, homes, across our farmland, schools and
manufacturing plants. While we take in a step in this field, we found no one is conscious about
life-sustaining substance. We will proceed on our main goal, energized by the world's developing
consciousness of the need to unravel these squeezing difficulties of access to and conservation
of our water resources.

SWOT Analysis of HEECPL

STRENGTHS

 Successful track record of integrating complimentary firms through mergers &

acquisition. It has successfully integrated number of technology companies in
the past few years to streamline its operations and to build a reliable supply
chain.
 Reliable suppliers – It has a strong base of reliable supplier of raw material thus
enabling the company to overcome any supply chain bottlenecks.
 Successful track record of developing new products – product innovation.
 Strong dealer community – It has built a culture among distributor & dealers
where the dealers not only promote company’s products but also invest in
training the sales team to explain to the customer how he/she can extract the
maximum benefits out of the products.
 Good Returns on Capital Expenditure – HEECPL is relatively successful at
execution of new projects and generated good returns on capital expenditure by
building new revenue streams.

WEAKNESS

 High attrition rate in work force – compare to other organizations in the industry
HEECPL . has a higher attrition rate and have to spend a lot more compare to its
competitors on training and development of its employees.
 Organization structure is only compatible with present business model thus
limiting expansion in adjacent product segments.

OPPORTUNITIES

 New customers from online channel – Over the past few years the company has
invested vast sum of money into the online platform. In the next few years the
company can leverage this opportunity by knowing its customer better and
serving their needs using big data analytics.
  Organization’s core competencies can be a success in similar other products
field. A comparative example could be - GE healthcare research helped it in
developing better Oil drilling machines.
 The new technology provides an opportunity to practices differentiated pricing
strategy in the new market. It will enable the firm to maintain its loyal customers
with great service and lure new customers through other value oriented
propositions.
 Economic uptick and increase in customer spending, after years of recession and
slow growth rate in the industry, is an opportunity for HEECPL to capture new
customers and increase its market share.
 The market development will lead to dilution of competitor’s advantage and
enable HEECPL to increase its competitiveness compare to the other
competitors.
 Stable free cash flow provides opportunities to invest in adjacent product
segments. With more cash in bank the company can invest in new technologies
as well as in new products segments. This should open a window of opportunity
for HEECPL in other product categories.
 Opening up of new markets because of government agreement – the adoption
of new technology standard and government free trade agreement has provided
HEECPL an opportunity to enter a new emerging market.
 Decreasing cost of transportation because of lower shipping prices can also
bring down the cost of HEECPL products thus providing an opportunity to the
company - either to boost its profitability or pass on the benefits to the
customers to gain market share.

THREATS

 As the company is operating in numerous countries it is exposed to currency

fluctuations especially given the volatile political climate in number of markets
across the world.
 The demand of the highly profitable products is seasonal in nature and any
unlikely event during the peak season may impact the profitability of the
company in short to medium term.
 Liability laws in different countries are different and HEECPL may be exposed to
various liability claims given change in policies in those markets.
 No regular supply of innovative products – Over the years the company has
developed numerous products but those are often response to the development
by other players. Secondly the supply of new products is not regular thus leading
to high and low swings in the sales number over period of time.
 Growing strengths of local distributors also presents a threat in some markets as
the competition is paying higher margins to the local distributors.
 New technologies developed by the competitor or market disruptor could be a
serious threat to the industry in medium to long term future.
 Employee Engagement7,8,9,10,13,22,25,29,37

Employee engagement is getting up in the morning thinking, “Great, I’m going to work. I
know what I’m going to do today. I’ve got some great ideas about how to do it really well.
I’m looking forward to seeing the team and helping them work well today” Employee
engagement is about understanding one’s role in an organisation, and being sighted and
energized on where it fits in the organisation’s purpose and objectives.

Employee engagement is about having a clear understanding of how an organisation is

fulfilling its purpose and objectives, how it is changing to fulfil those better, and being given
a voice in its journey to offer ideas and express views that are taken account of as decisions
are made. Employee engagement is about being included fully as a member of the team,
focussed on clear goals, trusted and empowered, receiving regular and constructive feedback,
supported in developing new skills, thanked and recognised for achievement.

Engaged organisations have strong and authentic values, with clear evidence of trust and
fairness based on mutual respect, where two-way promises and commitments – between
employers and employees – are understood and fulfilled.

Employee engagement is about positive attitudes and behaviours leading to improved

business outcomes, in a way that they trigger and reinforce one another. Employee
engagement is about our employees feeling pride and loyalty working for our organisation,
being a great advocate of the organisation to our clients, users and customers, going the extra
mile to finish a piece of work.

Employee engagement is about drawing on our employees’ knowledge and ideas to improve
our products and services, and be innovative about how we work. Employee engagement is
about drawing out a deeper commitment from our employees so fewer leave, sick absence
reduces, accident rates decline, conflicts and grievances go down, productivity increases.
Employee engagement is about organisation actions that are consistent with the
organisation’s values. It is about kept promises, or an explanation why they cannot be kept.
 THE DRIVERS OF EMPLOYEMENT ENGAGEMENT

 DIRECTION & PURPOSE

80% of employees are more engaged with work that aligns with the company’s mission and
core values. It’s crucial for a company to have a clear direction with a well-defined mission
statement, core values, culture code and employee value proposition. Setting organizational
direction and purpose should be a collaborative effort that considers the future of the
company while also taking into account its current state.
 RESOURCES & TOOLS
Resource limitations are an inevitability, but rather than concern yourself with limited
resources, focus on how you can allocate what is available so it will have the greatest impact
on your employees.
In order to know how to allocate resources, it’s important to stay in close communication
with teams to prioritize resources, whether they be financial, educational, experiential or
sheer human power and consider their responses in relation to areas most in need of
improvement in the company. While it may seem obvious to hire a new team member with
more experience, it may be cheaper and more beneficial to provide more training to your
current team to help them be more engaged and accomplish more collectively than a new
hire.

 WORK-LIFE BALANCE
Consider this: 80% of people consider work-life balance a priority when considering potential
employers, and employees that identify as having good work-life balance work 21% harder
than those who don’t. That sounds like a real win-win situation. Not only does providing
work-life balance and flexibility attract more candidates, but they will work harder and be
more engaged on a day to day basis.

 Employee Engagement Surveys 

Employee engagement surveys  are the most popular way for companies to manage and drive
engagement, which is great considering they’re incredibly effective and simple to implement.
Additionally, 89% of HR professionals find that regular feedback surveys positively impact
their organization. And just like that, the key to your engagement concerns can be solved, but
where do you start?
There is a plethora of related surveys available online and even platforms that send out
automated questionnaires with metrics to determine key pain points to focus and suggest
resource allocation.

 MANAGEMENT/LEADERSHIP STYLE
42% of managers develop their leadership styles from recent managers, and while this isn't
necessarily a bad thing, it does leave a lot to chance. It's important to respect your managers'
individual leadership styles, but it’s also crucial that employers provide adequate education
and resources to train leaders on how to adjust their style to better communicate with and
meet the needs of individual employees.
 LEADERSHIP14,17,18,29,38,39
Every company has president, board chairman or leader. For the most ways we agree that
someone individually needs to head our businesses and social institutions. The leader of any
organization expectedly completes his role which is given by communicating the values of
the organization he or she represents. Leadership skills are required by a manger to operate
effectively at a strategic level and a successful manager will be able to identify personal skills
to achieve strategic ambitions as well manage personal leadership development to support
achievement of strategic ambitions. Where he will be able to evaluate the effectiveness of the
leadership plan and promote a healthy and safe environment that supports a culture of quality.
Leaders have good impact in our daily lives and futures. In good times and bad, there is
always need for strong leadership.

DEFINITION OF LEADERSHIP
“The only definition of a leader is someone who has followers.” To gain followers requires
influence but doesn’t exclude the lack of integrity in achieving this. Indeed, it can be argued
that several of the world’s greatest leaders have lacked integrity and have adopted values that
would not be shared by many people today.
 LEADERSHIP STYLES
 Autocratic Leadership
This leadership is a classical approach where managers retains as much power and decisions
making authority as possible which means all the powers have been retained only with the
managers and in this approach managers does not consult with staff and staff bound to obey
orders without any kind of explanation. This approach is a set of rewards and punishments.
This style is good when any new employee comes into and organization and does not know
what tasks to do and what procedures should be followed. Effective supervision is given only
when detailed instructions and orders are given. There is very short time to make a decision.
Work needs to coordinate with other departments or organizations. In this style there is no
trust on employees and leaders does not even listen to employees inputs. This styles should
not be used when staff is tense and fearful as well staff is depending to make decisions by
their managers.
 Bureaucratic Leadership
This leadership styles is followed by certain rules or standards which has been set already. In
this style everything is done accordingly to ensure safety and / or accuracy. We can find this
style of leadership where the situation of work is bit dangerous and specific sets of
procedures are compulsory to make sure and safety. The bureaucratic leadership’s best
examples in jobs are construction work. This style is most useful when staff is performing the
routine tasks again and again. Where staff needs to understand particular standards and
procedures. In this style some safety training are conducted and this is commonly followed
staff where staff performing tasks that require handling cash. This style should not be used
when employee’s habits cannot be changed.
 Democratic Leadership
This Style is also known as participative. Leaders with participative leadership style, include
one or more of their subordinates in the decision making process, such as what exactly needs
to be done. However these leaders keep the final decision making authority to themselves.
This is a good way of increasing employee’s motivation and if used properly always have
positive effects on the normal business of the organization. This style is best where the leader
knows only about a part of the problem needs further information in order to decide the how
to solve it. In this style also leader produce high quality and high quantity work for long
period of time as well staff likes the trust they get and respond with faithfulness and high
morale. The leader develop plans to help staff evaluate their own performance.
 Laissez-faire
Laissez-Faire Leadership style is known “hands – off” style where managers provides a very
little or no directions and maximum freedom is given to staff. All authority given to the staff
and they determine goals, resolve problems also makes decisions on their own. The effective
use of this style is when staff is highly skilled experienced and educated. Staff have capacity
to the work done successfully by their own and also when the staff is trustworthy and fully
competent to perform tasks. This style should not be used in the absence of manager when
staff feels insecurity, also managers unable to thank staff for their good work which has been
done by team members.
 THEORETICAL FRAMEWORK

Construct:

Analyse the influence of Role of Leadership Styles on Employee Engagement .

 Variables
 Independent Variable:
Leadership styles

 Dependent Variable:-

Employee Engagement
Literature Review

Books

 Beri G.C1 (III Edition), “Marketing Research”

(This book tells about the Marketing research designs, the method for collecting
information, manages and implements the data collection process, analyses the
results, and communicates the findings and their implications)

 Sekaran Uma2 (IV Edition) “Research Methods for Business”

(This book tells about Elements of Research Design, Methods of Data Collection,
Sampling, Data Analysis & Interpretation. Business research methods include many
ways of gathering information about an industry, its competition or the opportunities
available that are relevant to conducting research. Some methods include scouring the
internet, collecting data at the library, interviewing customers, running surveys and
focus groups).

 Kothari C.R.3(II Revised Edition ),“Research Methodology Methods and

Techniques”
(This book provide us information to understand that research methodology is a way
to systematically solve the research problem. It may be understood as a science of
studying how research is done scientifically. In it we study the various steps that are
generally adopted by the researcher in studying his research problem along with logic
behind them)

 Gupta S.P.4, “Statistical Methods”

(This book helps us regarding the statistical tools and their limitations in different
fields. According to this book Statistical methods are mathematical formulas, models,
and techniques that are used in statistical analysis)

 Sharma D.D5 “Marketing Research”

(This book provides information regarding Marketing research that how it is
concerned with collection of market information systematically and impartially,
 analysis and evaluation of relevant data and use such data for the benefit of the
organization)

▪ Luthans Fred6 (IXth Edition) “Organizational Behavior” McGraw-Hill

Education(Asia)
(This book provides an inspirational and practical guide to the subject and this book
elucidates the concept of Responsibility and Authority).
▪ Newstorm John W7 (2008), “Organizational Behavior,( Human Behavior at Work)”
(In this book readers will learn the skills and attributes they'll need in order to become
more effective employees in the workplace. Whether it's turning into a stronger
communicator, team member, or problem-solver. They'll also gain a better
understanding of the four major dimensions of organizational behavior: leading,
communicating, decision making/problem-solving, and team building.).
▪ Robbins Stephen8 (13th Edition), “Organization Behavior”,
(This book helps in giving an introduction to the topic regarding work Environment is
used to describe the surroundings, conditions in which an employee operates.)
▪ Subaro P.9 “Organization Behavior”,
(This book helps in giving introduction to the variables i.e. Work life Balance which is
the division of once time and focus between working and family and leisure activities.)
▪ Greenberg Jerald10 (VIIIth Edition), “Behavior in Organizations”,
(Behavior in Organizations shows readers the real world of OB through its blend of
cutting-edge research and practical applications. This text then challenges readers to
take theory one step further by having them put the concepts into action.)
▪ Griffin Ricky.W.11, “Organization Behavior”,
(Prepare today to become a strong, effective manager tomorrow with the powerful
insights, solid concepts, and reader-friendly approach in ORGANIZATIONAL
BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS.)
▪ Aquinas P G12, “Organization Behavior”
(This book is a well-organized introduction to the current field of organizational
behavior with in-depth coverage of the most critical concepts. Its practical approach
shows the power of organizational behavior theory for understanding one's behavior
and the behavior of others in any organization.
▪ Ashwathapa K.13 (VIIth Edition), “Organization Behavior”
(This book helps in giving an introduction to the topic regarding work Environment is
used to describe the surroundings, conditions in which an employee operates.)
▪ Paul Hersey, Kenneth H. Blanchard14, “Management of Organisational
Behaviour”
(This book gives an engaging and accessible solution that caters to the diverse
lifestyles of today's learners. This paperback includes a suite of learning aids that
accommodate to the busy and diverse lifestyles of today's learners, including
downloadable flash cards, videos, downloadable audio files, and quizzes that allow
students to study wherever they are and whenever they have time.)

▪ Cummings/ Worley15 “Theory of organisational Development and change,”

(This book helps in defining the variables i.e. Work life Balance which is the division
of once time and focus between working and family and leisure activities.)
 Journals/ Magazine

Popli, S., & Rizvi, I. A. (2016)16 Drivers of employee engagement, (Global Business
Review,17(4), 965-979 ) The primary objective of this research article is to study the drivers
of employee engagement especially the influence of leadership style. The article has used a
multi-cross-sectional descriptive design. The empirical study is based on the data collected
from 340 front-line employees from five organizations across the service sector in the Delhi
—National Capital Region (NCR).

Popli, S., & Rizvi, I. A. (2015)17 The primary objective of this research article is to study the
drivers of employee engagement especially the influence of leadership style. The article has
used a multi-cross-sectional descriptive design. The empirical study is based on the data
collected from 340 front-line employees from five organizations across the service sector in
the Delhi—National Capital Region (NCR).

Attridge, M. (2009)18 (Journal of Workplace Behavioral Health, 24(4), 383-398).

Measuring and managing employee work engagement: High levels of work engagement are
when employees are involved with, committed to, enthusiastic, and passionate about their
work. This article provides a review of the literature on employee engagement, based on
studies from academic and business sources. Areas of focus include defining the concept of
employee work engagement, how it is measured, how often it occurs, the costs of
disengagement, the business benefits linked to positive engagement, and how workplaces can
be changed to encourage engagement.

Singh, S. K., Burgess,19 (T. F., Heap, J., & Al Mehrzi, N. (2016). )

Methods for efficient mining of frequent patterns have been studied extensively by many
researchers. However, the previously proposed methods still encounter some performance
bottlenecks when mining databases with different data characteristics, such as dense vs.
sparse, long vs. short patterns, memory-based vs. disk-based, etc. 

Markos, S., & Sridevi, M. S. (2010)20 ( International journal of business and management,
5(12), 89.)Employee engagement International journal of business and management, 5(12),
89.: As companies return from months of remote work or adjust to the new normal of remote
work and social distancing, workplace culture is in flux. Some cultures need healing after
layoffs, furloughs, or closures drastically changed their workforce. Others are adapting their
work processes or physical environments to account for social distancing needs.

Lockwood, N. R. (2007)21 (Society for Human Resource Management Research Quarterly,

1(1), 1-12). During the past two decades, employee engagement became a very popular
managerial construct. Organisations use different engagement building tools in order to stay
competitive and improve performance. Though there is an increasing contribution in human
resource consulting agencies on the concept of employee engagement, yet there is a shortage
of academic studies on that construct, especially in emerging economies countries. This
engagement gap grew more in importance amidst the waves of ongoing recession and
resource scarcity battles prevailing in the Middle Eastern Region, in general, and in Egypt in
particular.

Gruman, J. A., & Saks, A. M. (2011) 22 (Human resource management review, 21(2), 123-
136.) Many contemporary organizations are placing a greater emphasis on their performance
management systems as a means of generating higher levels of job performance. We suggest
that producing performance increments may be best achieved by orienting the performance
management system to promote employee engagement. To this end, we describe a new
approach to the performance management process that includes employee engagement and
the key drivers of employee engagement at each stage. 

Bligh, M. C., Kohles, J. C., & Yan, Q. (2018) 23 .(Journal of Change Management, 18(2),
116-141.) Change and innovation are increasingly critical to organizational survival, as well
as sustained success. While it is common to discuss mistakes as critical components of the
learning process, how can organizations balance the detrimental costs of workplace mistakes
with the beneficial outcomes of increased risk-taking and innovation? This cross-regional
comparative research investigates the relationship between employee perceptions of
leadership style, mindset (fixed versus growth), and orientation to error learning in a sample
of 554 employees recruited in Europe, China, and the US. 

MmByrne, Z. S. (2014)24 Understanding employee engagement (Theory, research, and

practice. Routledge) : Build the right skills for your business and mobilize your people into
work that matches their aspirations - including gigs, projects, roles, and mentorships.

Eagly, A. H., & Johannesen‐Schmidt, M. C. (2001)25 (Journal of social issues, 57(4), 781-
797.) As women increasingly enter leadership roles that traditionally have been occupied
mainly by men, the possibility that the leadership styles of women and men differ continues
to attract attention. The focus of these debates on sameness versus difference can obscure the
array of causal factors that can produce differences or similarities. 

Aronson, E. (2001)25. Integrating leadership styles and ethical perspectives (Canadian

Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration,
18(4), 244-256) This paper reviews two major ethical theories and the manner in which the
values they espouse are associated with the directive, transactional, and transformational
leadership styles. A model of ethical leadership is proposed which relates the dimensions of
these styles to the level of the leader's moral development. 

Dulewicz, V., & Higgs, M. (2005)26 Journal of Managerial Psychology: Among new

managerial approach, usage of managerial quotient is very essential. Desired managerial
quotient causes improvement of organizational productivity, performance and managerial
skills. This systematic review article is aimed to introduce, explain and assess managerial
quotient among the managers of Tehran University of Medical Sciences as the oldest and the
best university in Iran

Jogulu, U. D. (2010)27 Culturally‐linked leadership styles. Leadership & Organization

Development Journal.

The aim of this paper is to examine the regional contexts that shape our understanding of
leadership. The paper examines what leaders do and how styles of leadership are perceived in
different cultures. By studying culturally-linked leadership styles and drawing conclusions
about the relationship between leadership and culture, this article contributes to
understanding the importance of workforce diversity and The current issue.

Eagly, A. H., Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003) 28 Psychological

bulletin, 129(4), 569.. A meta-analysis of 45 studies of transformational, transactional, and
laissez-faire leadership styles found that female leaders were more transformational than
male leaders and also engaged in more of the contingent reward behaviors that are a
component of transactional leadership.
 Weblinks:

 https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwi
Ls4iOm_T6AhXlR2wGHfqrAAMQFnoECAwQAQ&url=http%3A%2F
%2Fwww.heecpl.com%2F&usg=AOvVaw33KEfDPp90tJVRL7HpUNC829
(Hitech Enviro Engineers & Consultants Pvt. Ltd. is a leader in water and wastewater
treatment companies in Delhi NCR, Uttar Pradesh, Haryana, Punjab, Gujarat, Uttarakhand,
India. Have top place in best wastewater treatment companies in India. )
 (online available ) https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwi1wc2I
z_T6AhWRALcAHdUZBOkQFnoECA8QAw&url=https%3A%2F%2Fwww.insee.fr
%2Fen%2Fmetadonnees%2Fdefinition%2Fc1934%23%3A~%3Atext
%3D11%252F02%252F2021-%2CDefinition%2Csection%2520C%2520in
%2520NAF%2520rev.&usg=AOvVaw0mywz2LAJGYMA3eldUkErs30
 (online available ) https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwil09v5
z_T6AhV-6nMBHed_BHAQFnoECDkQAQ&url=https%3A%2F
%2Fen.wikipedia.org%2Fwiki
%2FList_of_wastewater_treatment_technologies&usg=AOvVaw2kUgx0e03cWochq
Nkhv8yX31
 (online available) https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwil09v5
z_T6AhV-6nMBHed_BHAQFnoECA8QAQ&url=https%3A%2F
%2Fen.wikipedia.org%2Fwiki
%2FWastewater_treatment&usg=AOvVaw3NvGWXsNQr899Zu8YMo0PZ32
 (Online available ) https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwiLs4iO
m_T6AhXlR2wGHfqrAAMQFnoECAwQAQ&url=http%3A%2F
%2Fwww.heecpl.com%2F&usg=AOvVaw33KEfDPp90tJVRL7HpUNC33
 (Online available ) https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwil09v5
z_T6AhV-6nMBHed_BHAQFnoECDoQAQ&url=https%3A%2F
%2Fen.wikipedia.org%2Fwiki
 %2FList_of_largest_wastewater_treatment_plants&usg=AOvVaw3RqlCA4WhQCxK
NrEA5mCeC34
 (Online available )https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwil09v5
z_T6AhV-6nMBHed_BHAQFnoECB0QAw&url=https%3A%2F
%2Fwww.indiawaterportal.org%2Farticles%2Fwastewater-management-framework-
india-policy-challenges-and-solutions-sustainable-
future&usg=AOvVaw0KnQZ5zIQ82DP8hjeE8RsA35
 (Online available) https://www.custominsight.com/employee-engagement-
survey/what-is-employee-engagement.asp#:~:text=Employee%20engagement%20is
%20the%20extent,or%20content%20your%20employees%20are 36
 (Online available) https://www.klientsolutech.com/introduction-of-leadership-with-
examples/#:~:text=Introduction%20of%20Leadership%3A%20Leadership%20is,in
%20business%2C%20career%20and%20life.37
 (Online available) https://www.americanexpress.com/en-us/business/trends-and-insights/
articles/the-7-most-common-leadership-styles-and-how-to-find-your-own/ 38

 (Online available) https://www.klientsolutech.com/introduction-of-leadership-with-

examples/#:~:text=Introduction%20of%20Leadership%3A%20Leadership%20is,in
%20business%2C%20career%20and%20life39.
( Leadership is the process of actions and operations, creativity and emotions of mind,
body and soul. Leader is the one who inspires (Self/Others) for the fulfilment of the
mind, body, nature and the activities of the environment to a particular purpose in
business, career and life. He works for the (Self/Others) foundation of the mind, body,
nature’s relationship, attachment, separation and action.)
 (Online available) https://www.americanexpress.com/en-us/business/trends-and-
insights/articles/the-7-most-common-leadership-styles-and-how-to-find-your-own/
 Leadership40
(Styles have been studied for decades and many types have been identified, but in
essence, leadership boils down to two different styles: task-oriented and people-
oriented leadership. The former is more focused on getting things done; the latter is
more concerned with how people feel while they’re getting it done)
 https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=&ved=2ahUKEwjGrbPwmfT6AhVY2HM
BHUF2AEIQFnoECA4QAw&url=https%3A%2F%2Fdigitalcommons.fiu.edu
%2Fcgi%2Fviewcontent.cgi%3Farticle%3D1143%26context%3Dsferc%23%3A~
%3Atext%3DHaving%2520engaged%2520employees%2520has%2520become
%2Cmore%2520than%2520just%2520motivate
%2520them.&usg=AOvVaw2Gdc7AFVrw-3BOrhLXO0OV 41
( This paper explores the relationship between leadership styles and engagement in the
workplace. The competitive global markets are forcing organizations to look past their
products and the bottom line and move beyond just employee motivation and towards
having an engaged workforce.)
 RESEARCH OBJECTIVES

 To measure the impact of Leadership styles on employee engagement.

Research Questions:

 To identify the significant factors leading to employees engagement.

 To identify the significant factors leading to leadership styles.

 To establish the scale reliability and scale measurement.

.
 RESEARCH METHODOLOGY1,3

Table 1: Research Methodology

PURPOSE OF THE STUDY Descriptive

TYPE OF INVESTIGATION Causal

STUDY SETTING Non contrived

TIME HORIZON Cross-Sectional

MEASUREMENT AND SCALING Likert Scale (Interval Scaling)

Research Design: Type of Investigation is Causal

Purpose of the Study:

The present study has been Descriptive, as it seeks to study previous findings in new
contexts in terms of respondents group, industry and geography with a new Likert scale.

Type of Investigation:
The present study is Causal relationship because the researcher has attempted to find out the
cause and effect relationship between culture and commitment

Time Horizon:
The study is Cross-Sectional as data has been collected at one time duration.

Study Setting:
The study setting is Non-Contrived as the study has been carried out in natural environment
and no researcher interference has been there in data collection

Measurement & Scaling:-

Modified Four point Likert (Interval) Scaling has been used for conducting the survey to
analyse the Impact .

4 –Strongly Agree, 3 - Agree, 2 – Disagree, 1–Strongly Disagree.

 Hypothesis Developing and Testing

H0: There is a no significant effect of Leadership styles on employee

engagement.

H1: There is significant effect of leadership styles on employee

engagement.
 Sample and Sampling Design

Table 2 : Sampling Design

Target Population: 500

Sampling Method Non Probability

Sample Unit: Hitech Enviro Engineers and Consultants Pvt. Ltd.

Sampling Size: 150 Respondents (Completely filled questionnaires)

Sampling Technique: Convenience Sampling

As the Population is known, so we have taken the sample design of 500 population and out
of which I got 150 sampling size who filled the questionnaire .

Table-2

Sample Calculation

Construct No. of Item No. of Proposed Sample

Observational Item

Employee 10 15 150
Engagement

Leadership Styles 10 15 150

 Data Collection2
After the research problem has been identified and selected, the next step is to gather the
requisite data. While deciding about the method of data collection to be used for, the
researcher should keep in mind two types of data: primary and secondary.
In the present study researcher has made use of the primary data which has been collected
through observation & personal interview along with the secondary data which has been
collected from company’s website and from their records, books, magazines, newspapers and
journals.

Observation
Primary Personal Interview

HR Manuals
Magazines
Secondary Internet
Books
Flowchart for Selection of Statistical Tools1,2
How to choose statistical tool
 STATISTICAL TOOLS1,2,3,4

Statistical tools helped the researcher to correctly analyze the data. The researcher has used
the SPSS 18.0 (Statistical Package for Social Sciences) software for analysis of the data.

The following tools have been used by the researcher:-

 Descriptive Statistics
 Reliability Statistics
 Correlation Analysis
 Regression Analysis
DESCRIPTIVE STATISTICS
Descriptive Statistics

Table -3

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

My leader has a clear

understanding of where we 150 1 4 3.33 .790
are going.
My leader says things that
make employees proud to be 150 1 4 3.25 .787
part of this organisation.
My leader encourages
people to see changing
150 1 4 3.21 .771
environment as situation full
of opportunities.
My leader has a clear sense
of where he/she wants in our 150 1 4 3.21 .788
unit to be in 5 years
My leader has challenged
me to rethink some of my
150 1 4 3.17 .823
basic assumptions about my
work.
My leader challenges me to
think about old problems in 150 1 4 3.23 .787
new ways.
My leader says positive
150 1 4 3.21 .808
things about the work unit.
My leader behaves in a
manner which is thoughtful 150 1 4 3.16 .795
of my personal needs.
My leader acknowledges
improvements in my quality 150 1 4 3.16 .803
of wrok.
My leader has ideas that
have forced me to rethink
150 1 4 3.21 .782
some things that I have
never questioned before.
When I get up in the
morning, I feel like going to 150 1 4 3.27 .802
work.
At work, I feel like bursting
150 1 4 3.18 .828
with energy.
My job inspires me. 150 1 4 3.19 .763
I find the work that I do full of
150 1 4 3.19 .708
meaning and purpose.
At work, I always be patient,
even when things do not go 150 1 4 3.08 .848
well.
I can continue working for
150 1 4 3.13 .846
very long periods at a time.
At job, I am very resilient and
150 1 4 3.17 .801
mentally.
I am enthusiastic about my
150 1 4 3.30 .758
work.
I am proud of the work I do. 150 1 4 3.23 .796
I feel happy when my
150 1 4 3.23 .804
working intensely.
Valid N (listwise) 150

Interpretation:

After applying Descriptive Statistics, the mean value is approx 3 and standard deviation is
approx 50% of mean which shows that there is no ceiling effect and flooring effect. This is a
clear indication that there is a variance response of all the respondents of given questionnaire.
 RELIABILITY STATISTICS

Leadership style

Table-4

Case Processing Summary

N %

Valid 150 100.0

Cases Excludeda 0 .0

Total 150 100.0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's Cronbach's N of Items

Alpha Alpha Based on
Standardized
Items

.939 .939 10

Interpretation:

By applying reliability statistics on Leadership style, the value of Cronbach’s Alpha has been
found to be 0.939 which is greater than 0.70. It means that data under study is reliable and
sample is true representative of the population. It also shows that the data collected is 93.9%
reliable.

Employee engagement

Table 5

Case Processing Summary

N %

Valid 150 100.0

Cases Excluded a
0 .0

Total 150 100.0

a. Listwise deletion based on all variables in the
procedure.

Reliability Statistics

Cronbach's N of Items
Alpha

.941 10
Interpretation:
By applying reliability statistics on Employee engagement, the value of Cronbach’s Alpha
has been found to be 0.941 which is greater than 0.70. It means that data under study is
reliable and sample is true representative of the population. It also shows that the data
collected is 94.1% reliable.
 CORRELATION ANALYSIS
Table-7
Correlation

Correlations

leadership employee

Pearson Correlation 1 .935**

leadership Sig. (2-tailed) .000

N 150 150
Pearson Correlation .935 **
1

employee Sig. (2-tailed) .000

N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

 There is a positive correlation between Leadership style and Employee

engagement. After applying correlation we get the value .935 which shows
that there is a high degree of positive correlation between Leadership style
and Employee engagement
 There is a positive correlation between Employee engagement and
leadership style. After applying correlation we get the value . which shows
that there is a high degree of positive correlation between Employeee
engagement and leadership style.
 REGRESSION ANALYSIS

Regression analysis tool is used to quantify the impact of independent variable on dependent
variable. Researcher has applied this tool to measure the effect of independent variables on
dependent variables.

Independent variable:

Leadership

Dependent variable:

Employee engagement

Step 1: Assumptions:

(a) Data is metric

(b) Linear relationship among variable

(c) Hence both the assumptions are verified and the researcher may proceed with
stepwise regression.

In below mentioned study the researcher found that the data is metric as it is
measured using a Likert scale. Further, after applying correlation analysis it was
found that there is a linear relationship amongst various variables of the study

Table-8
Model Summary

Model Fit:
 Model Summaryb

Model R R Square Adjusted R Std. Error of the Change Statistics

Square Estimate R Square F Change df1 df2 Sig. F Change
Change

1 .935a .875 .874 2.28429 .875 1035.169 1 148 .000

a. Predictors: (Constant), leadership

b. Dependent Variable: employee

This table shows that Leadership style has 87.4% impact on employee engagement. This table
shows R and R square values . The R value represents the simple correlation and is .935(high
level of correlation ) which indicates a positive correlation among employee engagement
and job satisfaction among employees . The R square value (.875) indicates 87.5% of the
variation in the total variation in the dependent variable; job satisfaction can be explained
by the independent variable employee engagement.

Step 2: Model fit

Table-9
Coefficients

Coefficientsa

Model Unstandardized Coefficients Standardized t Sig.

Coefficients

B Std. Error Beta

(Constant) 1.636 .961 1.703 .091

1
leadership .944 .029 .935 32.174 .000

a. Dependent Variable: employee engagement

Leadership style = 1.636 +0.944 (employee engagement )

This shows that if leadership styles increases by 1% then Employee engagement of
employees increases by 0.961

Step 3: Checking for efficiency of model

H0= Leadership styles insignificantly influences Employee engagement.

H1= Leadership styles significantly influences Employee engagement.

From table no. 8, it is clearly evident that Leadership styles significantly

influences Employee engagement. 87.4% variation in leadership styles is
explained by the model

Step 4: Significance of efficiency

H0= Model is not a good fit model

H1= Model is a good fit model

Table-10
ANOVA

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 5401.498 1 5401.498 1035.169 .000b

1 Residual 772.262 148 5.218

Total 6173.760 149

a. Dependent Variable: employee engagement

b. Predictors: (Constant), leadership styles

By Referring to ANOVA table, the P value(Significance value) is less than 0.05, which
shows that Model is a good fit model.

Step 5: BLUE (Best Linear and Unbiased estimates)

Table-11
Residuals Statistics
 Residuals Statisticsa

Minimum Maximum Mean Std. Deviation N

Predicted Value 11.0730 39.3837 31.9600 6.02094 150

Residual -7.00310 13.82797 .00000 2.27661 150
Std. Predicted Value -3.469 1.233 .000 1.000 150
Std. Residual -3.066 6.054 .000 .997 150

a. Dependent Variable: employee engagement

This model checks for residual analysis after satisfying following conditions:

1 Residuals are normally distributed

2 Residuals has mean value 0

3 Independent variables are independent amongst themselves.

 LIMITATIONS OF THE STUDY

However, the researcher has tried her best in collecting the relevant information for research
report, yet there have been some problems faced by the researcher. The prime difficulties
which researcher has faced in collection of information are discussed below:

1. Small sample size: Only 150 respondents have been chosen, which is a small
number to represent whole of the population. Hence, the results cannot be
generalized.
2. Unwillingness of respondents: While collecting the data many employees were
unwilling to fill the questionnaire. Respondents were having a feeling of wastage of
time for them.
3. Limited area for research: The area for study has been restricted only to Greater
Noida because of which the findings may have a limited value.
4. Respondents’ bias: There has been biasness in the responses given by respondents
due to fear of losing their positions.
5. Researcher’s bias: There may be biasness on the part of researcher while collecting
data and selecting the sample.
 DATA ANALYSIS
Sample Profiling:

Gender

AGE
Education Level

Sample is characterized by:

 1.33% respondents belonging to the age group 50 and above.
 12.67% respondents belonging to the age group between 40-50 years.
 32.67% respondents belonging to the age group between 30-40 years.
 53.33% respondents belonging to the age group between 20-30 years.
 Out of the total respondents 53.33% respondents are Male.
 Out of the total respondents 46.67% respondents are Female.
 47.33% respondents are Post Graduates.
 52.67% respondents are Graduates.
 Results and findings

The following are the major findings of the study:

 After applying Descriptive Statistics, the mean value is approx 3 and standard
deviation is approx 50% of mean which shows that there is no ceiling effect and
flooring effect. This is a clear indication that there is a variance response of all the
respondents of given questionnaire.

 By applying reliability statistics on Employee engagement, the value of Cronbach’s

Alpha has been found to be 0.939 which is greater than 0.70. It means that data under
study is reliable and sample is true representative of the population. It also shows that
the data collected is 93.9% reliable.

 By applying reliability statistics on Leadership styles , the value of Cronbach’s Alpha

has been found to be 0.941 which is greater than 0.70. It means that data under study
is reliable and sample is true representative of the population. It also shows that the
data collected is 94.1% reliable.
 There is a positive correlation between Leadership styles and employee
engagement. After applying correlation we get the value .935 which shows
that there is a high degree of positive correlation between between
Leadership styles and employee engagement
 There is a positive correlation between employee engagement and
leadership styles. After applying correlation, we get the value .935 which
shows that there is a high degree of positive correlation between employee
engagement and leadership styles
 Leadership Styles = (1.636+.944) Employee Engagement.

 .This shows that if Leadership styles increases by 1% then Employee engagement of

employees increases by 0.944

 From table no. 8, it is clearly evident that Leadership styles significantly

influences Employee engagement. 87.45% variation in Employee
engagement is explained by the model.

 By Referring to ANOVA table, the P value (Significance value) is less than

0.05, which shows that Model is a good fit model.
 1.33% respondents belonging to the age group 50 and above.
 12.67% respondents belonging to the age group between 40-50 years.
 32.67% respondents belonging to the age group between 30-40 years.
 53.33% respondents belonging to the age group between 20-30 years.
 Out of the total respondents 53.33% respondents are Male.
 Out of the total respondents 46.67% respondents are Female.
 47.33% respondents are Post Graduates.
 52.67% respondents are Graduates.

 Majority of the Male respondents are between the age group 20-30 years.

 Majority of the Male respondents are Under Graduates as well as Post Graduate as
compared to Female respondents.
 Majority of the respondents between the age group 20-30 years agree that they are
committed with their organization.
 Majority of the Male respondents agree that their are satisfied from their organization
commitment.
 Majority of the respondents from age group 20-30 years agree that the employees
have proper balance between their personal life and professional life.
 Majority of the Male respondents agree that their are satisfied from their Job.
 Majority of Male respondents disagree that the employees always have Burnout in
their job.
 The research is not free from limitations like small sample size, unwillingness of
respondents, and limited area for research, respondents’ bias and researcher’s bias. At
last it has been concluded that the leadership styles have significant impact employee
engagement.
 POLICY IMPLICATIONS

1. Contingent Rewards: Goals are linked to rewards. Expectations are clearly stated, resources
provided and timelines agreed upon. SMART (specific, measurable, attainable, realistic and
timely) goals are used.

2. Active Management by Exception: Leaders are monitoring the work assigned, making sure
that it doesn’t deviate from set goals and taking corrective action to prevent mistakes.

3. Passive Management by Exception: Intervention occurs only when performance isn’t

meeting expectations. Punishment can be used to respond to poor performance.

4. Employees should be clear about his job,(i.e. Accountable for & responsible till) as well as
trained to perform it well. Timely feedback regarding performance to be given to staff so as
issues do not continue for long and if outperforming than recognition is not ignored –
Concerned manager’s duty.

5. Brainstorming sessions should be planned by department managers regarding the issues faced
by departments and how to resolve them. Advised to give the topic before and ask them to
prepare for it. This will reduce workplace issues to a great extent.
 Recommendations

 The researcher has proposed recommendations which are purely suggestive; the
applicability of the same would depend up on the changes in the environment, the planning
premises and resource availability.
 The employees should be well rewarded with regard to their responsibilities so that they will
be e satisfied from their job.
 The organization needs to encourage employees to have better relations so that enrichment
of organization is not affected.
 An organization must create a positive work culture in which employees feel happy to be
part of the organization, they feel motivated and encouraged to share news ideas and
facilitate communication with the management without fear of being misunderstood.
 An organization should provide social gathering or a break so that people can express more
and share information or ideas to achieve the goal.
 Workplace should offer flexibility in order to provide employees with the opportunity to
meet demands of both the work and family domain if required.
 Educate and train your employees in the skills of engagement. Encourage them to realize
their value and self-worth.
 Bibliography

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▪ Luthans Fred (IXth Edition) “Organizational Behavior” McGraw-Hill

Education(Asia)
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▪ Robbins Stephen (13th Edition), “Organization Behavior”,
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▪ Cummings/ Worley “Theory of organisational Development and change,”

 Journals/ Magazine

Popli, S., & Rizvi, I. A. (2016) Drivers of employee engagement, (Global Business
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Popli, S., & Rizvi, I. A. (2015)

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