A

SYNOPSIS REPORT
ON
LEADER SHIP DEVELOPMENT
AT
ZURARI CEMENT

Submitted
By
ANKITHA
H.T.NO: ***
PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF DEGREE
OF

MASTER OF BUSINESS ADMINISTRATION

Department of Business Administration

AURORA’S PG COLLEGE
PEERZADIGUDA
(Affiliated to Osmania University)
2023-2024
 Aurora’s PG College , PEERZADIGUDA
Department of Management

SYNOPSIS

Title of the Project : LEADER SHIP DEVELOPMENT

Student Name : ANKITHA

Hall Ticket Number : ***

Signature of the Student :

Signature of the Guide :

 INDEX
. No. CONTENTS Page No

1 TITLE OF THE PROJECT

2 STATEMENT OF THE PROBLEM

3 INTRODUCTION

4 AIMS AND OBJECTIVES

1) NATURE OF THE STUDY
2) SCOPE OF THE STUDY
3) DATA COLLECTION METHODS
4) TOOLS FOR ANALYSIS
5) CHAPTERISATION
 CHAPTER: I
INTRODUCTION

INTRODUCTION

LEADERSHIP
Leadership has been described as the “process of social influence in which one person can
enlist the aid and support of others in the accomplishment of a common task”. Definitions
more inclusive of followers have also emerged. Alan Keith of Genentech states that,
"Leadership is ultimately about creating a way for people to contribute to making something
extraordinary happen. Effective leadership is the ability to successfully integrate and
maximize available resources within the internal and external environment for the attainment
of organizational or societal goals.

Definition of Leadership

The meaning of a message is the change which it produces in the image.

Leadership is a process by which a person influences others to accomplish an

objective and directs the organization in a way that makes it more cohesive and
coherent. Leadership is a process whereby an individual influences a group of
individuals to achieve a common goal.

Leaders carry out this process by applying their leadership knowledge and skills. This is
called Process Leadership. However, we know that we have traits that can influence our
actions. This is called Trait Leadership, in that it was once common to believe that leaders
were born rather than made. These two leadership types are shown in the chart.

While leadership is learned, the skills and knowledge processed by the leader can be
influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character.
Knowledge and skills contribute directly to the process of leadership, while the other

attributes give the leader certain characteristics that make him or her unique.

PROCESS OF LEADERSHIP
Four Factors of Leadership
There are four major factors in leadership:
 1. Leader
2. Followers
3. Communication
4. Situation

Leader
You must have an honest understanding of who you are, what you know, and what you can
do. Also, note that it is the followers, not the leader or someone else who determines if the
leader is successful. If they do not trust or lack confidence in their leader, then they will be
uninspired. To be successful you have to convince your followers, not yourself or your
superiors, that you are worthy of being followed.

Followers
Different people require different styles of leadership. For example, a new hire requires more
supervision than an experienced employee. A person who lacks motivation requires a
different approach than one with a high degree of motivation. You must know your people!
The fundamental starting point is having a good understanding of human nature, such as
needs, emotions, and motivation. You must come to know your employees' be, know, and do
attributes.

Communication
You lead through two-way communication. Much of it is nonverbal. For instance, when you
“set the example,” that communicates to your people that you would not ask them to perform
anything that you would not be willing to do. What and how you communicate either builds
or harms the relationship between you and your employees.

Situations
All situations are different. What you do in one situation will not always work in another.
You must use your judgment to decide the best course of action and the leadership style
needed for each situation. For example, you may need to confront an employee for
inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak,
then the results may prove ineffective.

Styles of Leadership:-
Leadership style refers to a leader's behavior. It is the result of the philosophy, personality
and experience of the leader.

There are 4 Styles of Leadership:-

1. Autocratic/Authoritarian Style
2. Participative/Democratic Style
3. Laissez-faire/Free Reign Style
4. Narcissistic leadership

1. Autocratic/Authoritarian Style: - Under the autocratic leadership style, all decision-

making powers are centralized in the leader, as with dictator leaders. They do not
 entertain any suggestions or initiatives from subordinates. The autocratic management has
been successful as it provides strong motivation to the manager. It permits quick decision-
making, as only one person decides for the whole group and keeps each decision to
himself until he feels it is needed to be shared with the rest of the group.
2. Participative/Democratic Style: - The democratic leadership style favors decision-
making by the group as shown, such as leader gives instruction after consulting the group.
They can win the co-operation of their group and can motivate them effectively and
positively. The decisions of the democratic leader are not unilateral as with the autocrat
because they arise from consultation with the group members and participation by them.
3. Laissez-faire/Free Reign Style: - A free-rein leader does not lead, but leaves the
group entirely to itself as shown; such a leader allows maximum freedom to subordinates,
i.e., they are given a free hand in deciding their own policies and methods. Different
situations call for different leadership styles. In an emergency when there is little time to
converge on an agreement and where a designated authority has significantly more
experience or expertise than the rest of the team, an autocratic leadership style may be
most effective; however, in a highly motivated and aligned team with a homogeneous
level of expertise, a more democratic or laissez-faire style may be more effective. The
style adopted should be the one that most effectively achieves the objectives of the group
while balancing the interests of its individual members.
4. Narcissistic leadership: - Various academics such as Kets de Vries, Maccoby and
Thomas have identified narcissistic leadership as an important and common leadership
style.
Need of the Study
Zuari Cement approach to professional development should be guided by four key objectives:

 Developing the firm’s key asset: With the firm’s people representing our most critical
asset and competitive advantage, the task of keeping our talent excited and moving up
a steep learning curve has become mission-critical.
 Winning the “War for Talent”: Accelerated professional development is a key
element in the overall “value proposition” to the most talented people.
 Building a cadre of outstanding leaders: The firm’s growth and ambitious business
objectives demand a larger group of outstanding, well-rounded leaders.
 Maintaining quality and cultural strength amidst rapid growth: 42% of GS employees
have less than two years’ experience at the firm. Our expanded scale dictates that our
traditional “apprenticeship” model of professional development be supplemented with
more structural measures.
Objectives of the Study

 To determine the direct impact of the transformational leadership style of project

managers on project quality performance.
 To determine the direct impact of the transactional leadership style of project
managers on project quality performance
SCOPE OF RESEARCH

 Study and analysis of different leadership theories, such as transformational,

transactional, servant, authentic, and situational leadership.
 Exploration of leadership models and frameworks that offer insights into how leaders
behave, influence, and inspire others.
 Examination of various leadership styles and behaviors and their impact on team
dynamics, organizational culture, and performance.
 Research into the traits and characteristics associated with successful leaders.
Need of the Study
 Effective leadership is a key driver of organizational performance.
 Leaders set the vision, direction, and strategy, and they influence the culture and
engagement of employees.
 Leadership development studies help organizations identify and nurture leadership
talent to achieve their goals.
 Organizations need a continuous pipeline of capable leaders to fill key positions as
leaders retire or move on.
 Leadership development helps identify and groom future leaders, ensuring a smooth
transition and reducing the risk of leadership gaps.
 RESEARCH METHEDOLOGY

SAMPLE STRUCTURE

For the purpose of this study sample has been collected from employees working in Reliance
Retail Limited, total 100 of sample were collected among that 32 of female and 64 no of
males there.

DATA COLLECTION
For the purpose of the study data has been collected through two sources among that
1. Primary source
2. Secondary source

PRIMARY SOURCE:
For the primary source data collected through structured questionnaire divided into three
categories those are to measure the environmental, physiological and psychological factors
stress. Totally twenty two questions and with four demographic questions

SECONDARY SOURCE:
For the secondary source I collected information from the company websites , company
broachers, from journals and articles about the company

SAMPLE SIZE : 100

SURVY TYPE : Questionnaire

TOOLS AND TECHNIQUES

Data has been analyzed by using , cross tabulations .From the total 96 members there are 9
teams .for the purpose of finding overall leader ship styles I analyzed the teams as single
team wise and I compared the all teams to know what leader ship styles are followed by the
Zuari Cement .

LIMITATIONS OF THE STUDY

1. Leadership is a complex and multifaceted phenomenon, influenced by various factors such as
personality, culture, context, and organizational dynamics.
2. As a result, developing a comprehensive and universally applicable leadership development
model can be challenging.
3. Assessing leadership qualities and skills often involves subjective judgments and self-
assessments.
4. Objective measurement of leadership development outcomes can be difficult, leading to
potential biases and inaccuracies.