UNIVERSITY OF MUMBAI

"EMPLOYEE PERCEPTION ON LEADERSHIP

MANAGEMENT AND ITS EFFECTIVENESS"

SEM VI

A PROJECT SUBMITTED TO

University of Mumbai for partial completion of the degree of

Bachelor of Commerce (HR)
Under the faculty of commerce

BY THE LEARNER

Abdul Majid Yusuf Khan

Roll no: 99

UNDER THE GUIDANCE OF

Ms. Shavy Srivastava

Cosmopolitan’s Valia C.L. College of Commerce &

Valia L.C. College of Arts
D.N. Nagar, Andheri (W), Mumbai-400053.
2023-2024
 CERTIFICATE

This is to certify that Abdul Majid Yusuf Khan, has worked and duly completed his Project

Work for the degree of Bachelor of Commerce (HR) under the Faculty of Commerce in the

subject of Human Resources and his project is entitled, “Employees Perception On

Leadership Management And Its Effectiveness” under my supervision.

I further certify that the entire work has been done by the learner under my guidance and that no

part of it has been submitted previously for any Degree or Diploma of any University.

It is his own work and facts reported by her personal findings and investigations.

Name & Sign of Guiding Teacher

Principal Dr. Mrs. Shobha

Menon

Date of submission:
 DECLARATION BY LEARNER

I am the undersigned Abdul Majid Yusuf Khan, here by, declares that the work embodied in

this project is titled “Employees Perception On Leadership Management And Its

Effectiveness” forms my own contribution to the research work carried out under the guidance of

Ms. Shavy Srivastava is a result of my own research work and has not been previously submitted

to any other University for any other Degree to this or any other University.

Whatever reference has been made to previous works of others, it has been clearly indicated as

such and included in the bibliography.

I hereby further declare that all the information of this document has been obtained and presented

in accordance with academic rules and ethical conduct.

I further state that this work is original and not submitted anywhere else for any examination.

Name and Signature of the learner

Certified by

Name and signature of the guiding teacher

 ACKNOWLEDGEMENT

To list who all have helped me is difficult because they are so numerous, and the depth is so

enormous.

I would like to acknowledge the following as being idealistic channels and fresh dimensions in

the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me the chance to do this

project.

I would like to thank my Principal, Dr. Mrs. Shobha Menon for providing the necessary

facilities required for completion of this project.

I take this opportunity to thank our Vice Principal, Ms. Rajlaxmi Nayak for her moral support

and guidance.

I would also like to express my sincere gratitude towards my project guide Ms. Shavy

Srivastava whose guidance and care made the project successful.

I would like to thank my College Library for having provided various reference books and

magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped me in the

completion of the project especially my Parents and Peers who supported me throughout my

project.
 INDEX

SR NO:- TOPIC PAGE NO:-

1 Introduction 1-39
2 Research and Methodology 40-46
3 Literature Review 46-49

4 Data Interpretation Analysis and Presentation 50-67

5 Conclusion & Suggestion 68-70
 1: INTRODUCTION

Leadership is an action or behaviour , such a framework, that clarifies how to carry out a
task to group members. Motivation is a word that is frequently used to describe
leadership, as in the capacity to inspire people to complete tasks. Leadership also
includes the authority, influence, and consent to accomplish specific group organisational

goals. Like any other skill, effective leadership can be developed with practice. The
relationship between employees and their managers is a critical aspect of organizational
success. The perception of leadership by employees can affect their motivation,
engagement, and job satisfaction, ultimately impacting productivity and the company
bottom line. Effective leadership management can inspire employees to achieve their
goals and contribute to the organizations success. Conversely, poor leadership
management can lead to de motivation, disengagement, and high turnover rates.
Employee perception of leadership management is based on several factors, including the
managers communication style, ability to motivate and inspire ,fairness and consistency,
delegation and decision-making skills, and willingness to listen and provide feedback .In
summary, employee perception of leadership management is a crucial aspect of
organizational success, and leaders must work to cultivate positive relationships with
their employees to create a positive and productive work environment.

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1.1] Meaning and Definitions on Leadership Management

Leadership and management are two related but distinct concepts.

Leadership refers to the ability of an individual or group of individuals to inspire,

influence, guide, and direct others towards achieving a common goal or vision. It
involves creating a vision, setting goals, making decisions, and motivating others to work
towards achieving those goals. A leader is someone who has the ability to inspire and
guide others, to make tough decisions, and to take responsibility for their actions and the
actions of their team. Effective leadership involves good communication skills, empathy,
strategic thinking, and the ability to inspire trust and respect in others. Leaders can
emerge in various contexts, including in the workplace, community, or government, and
their role is often critical to the success of any group or organization. The process of
planning, organizing, and regulating resources (people, time, money, and materials), on
the other hand, in order to are finished on time and on budget. Planning, organizing,
problem-solving, and decision-making abilities are frequently linked to management.

The act of leading and guiding a group or organization towards the accomplishment of its
goals and objectives is referred to as leadership management. It entails taking
responsibility, making choices, and inspiring staff to cooperate to achieve a single
objective. Combining abilities in communication, delegation, problem-solving, decision-
making, and interpersonal relations is necessary for effective leadership management.
Additionally, leaders must be able to adjust to shifting conditions and overcome
difficulties while maintaining the motivation and attention of their team.In summary,
leadership is about inspiring and motivating others towards a common goal or vision,
while management is about planning, organizing, and controlling resources to achieve
that goal or vision.

Both leadership and management are essential for the success of any organization, and
effective leaders are often skilled managers as well.

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Leadership is a process by which an executive can direct, guide and influence the
behavior and work of others towards accomplishment of specific goals in a given
situation. Leadership is the ability of a manager to induce the subordinates to work with
confidence and zeal. Leadership is the potential to influence behaviour of others. It is also
defined as the capacity to influence a group towards the realization of a goal. Leaders are
required to develop future visions, and to motivate the organizational members to want to
achieve the visions. Leadership is defined as a social relationship between two or more
persons who depend on each other to attain certain mutual goals in a group situation.
Good leadership helps individuals and groups achieve their goals by focusing on the
group’s maintenance needs (the need for individuals to fit and work together) and task
needs the need for the group to make progress toward attaining the goal.
Leaders are the individuals who will take charge in an organization and delegate
responsibility to other members to achieve the best results. Leaders provide the members
of their team with the tools for success and are the emotional captains of the ship
.Leadership style present in organizations, along with how leaders use power to motivate
individuals. Successful organizations have productive management teams. When this is
the case, companies can complete goals toward becoming more competitive in the new
technical and global business world. Management is generally defined as the process of
planning, organizing, directing, and controlling the activities of employees in
combination with other resources to accomplish organizational objectives..In a way,
management is taking the leadership concept and putting it into action. Leadership is
essentially a continuous process of influencing behavior. It may be considered in context
of mutual relations between a leader and his followers. The leader tries to influence the
behavior of individuals or group of individuals around him to achieve desired goals.
Leadership is a dynamic process, which deserves study. It is a relational process
involving interactions among leaders, members and sometimes outside constituencies.
Good leaders are made not born. If you have the desire and willpower, you can become
an effective leader.

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Definitions:

 “Successful leadership is leading with the heart, not just the head. They possess
qualities like empathy, compassion, and courage.” – Bill George, Professor at
Harvard Business School

 “Leadership occurs when one person induces others to work toward some
predetermined objectives.” – Massie

 ‘The ultimate test of practical leadership is the realization of intended, real

change that meets people’s enduring needs.”- James MacGregor Burns

 “ Leadership is influence – nothing more, nothing less.” – John Maxwell

 ‘I think leadership comes from integrity–that you do whatever you ask others to
do. I think there are non-obvious ways to lead. Just by providing a good example
as a parent, a friend, a neighbor makes it possible for other people to see better
ways to do things. Leadership does not need to be a dramatic, fist in the air and
trumpets blaring, activity.” – Scott Berkun

 “Effective leadership is not about making speeches or being liked; leadership is

defined by results not attributes.” – Peter F. Drucker

 “Leadership is not a person or a position. It is a complex moral relationship

between people, based on trust, obligation, commitment, emotion, and a shared
vision of the good.” – Joanne Ciulla

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1.2] Evolution of Leadership Management

Leadership is one of the most complex and multidimensional phenomena. It has been
studied extensively over the years and has taken on greater importance than ever before
in today’s fast-paced and increasingly globalised world. The evolution of leadership
management can be traced back to the early 20th century when industrialization was at its
peak. During this time, the focus was on efficiency and productivity, and management
was seen as a way to control workers and increase output. The management style was
based on a top-down approach, with managers making decisions and employees
following instructions. As the world changed and became more complex, so did
leadership management.
In the 1950s and 1960s, the focus shifted to human relations, and leaders began to
recognize the importance of motivating and engaging employees. The management style
became more participatory, with leaders involving employees in decision-making and
valuing their input.
In the 1980s and 1990s, leadership management evolved further with the emergence of
the concept of transformational leadership. This approach focused on inspiring and
motivating employees to work towards a common goal. Leaders were expected to be
visionaries who could articulate a compelling vision and inspire employees to achieve it.
Today, leadership management continues to evolve as organizations face new challenges
such as globalization, technology, and changing workforce demographics. The focus is
on developing leaders who are adaptable, innovative, and able to lead diverse teams in a
rapidly changing world. The management style is more collaborative, with leaders
working with employees to achieve goals and solve problems. Leadership development
programs focus on developing emotional intelligence, communication skills, and the
ability to build relationships across cultures and generations. In other words, great leaders
know how to both inspire people and get followers to complete the tasks that achieve the
leader's goal .Leadership theory is a dynamic phenomenon and continues to change over
time. It has been studied extensively over the years and several theories have emerged.
There have been leaders throughout history. Humans are social creatures that form bonds,
but in the face of chaos in life, we seek order. We strive to be structured in order to

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complete goals as a society that we cannot complete alone. As a result, someone always
finds themselves in command.
The three main sorts of leaders in the past have been political, military, or religious.

● Political: The codified laws were developed by the Babylonian king Hammurabi
in 1790 B.C., who used them to unify his empire and establish what was thought
to be a just society in which everyone was bound by the same laws.
● Military: From 500 B.C., Sun Tzu served as a general in China. Although he was
a superb military leader, he wrote The Art of War, which focuses more on
sensible political policy and war-prevention techniques than utilising armies
except as a last resort.
● Religious leaders are thought to have had the greatest influence on their society,
with effects that endure for generations.

Modern Leaders:

A new category of leader evolved with the start of the industrial revolution. The so-called
Captains of Industry discovered they could create an empire without the use of swords by
relying on contemporary technologies. Without the aid of armies, oil barons, railroad
barons, and industrial owners amassed enormous riches, sometimes at the expense of the
workforce. Union leaders and several campaigns to further justice in areas where abuses
were allegedly occurring arose as a result of this. Scientists now had easy access to a
variety of new materials for their study, which led to an increase in the number of
scientific leaders throughout the Industrial Revolution. Studies on workplace productivity
and its impact on the workforce brought psychiatry and psychology to public attention.

Studies regularly demonstrate that when there is a "positive work atmosphere,"

employees are more productive. Its productivity is greatly influenced by the attitude and
power of the boss. Employees are happier at work and perform better than those who feel
insulted and underappreciated if they feel they are listened to, respected, and treated
properly.

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1.3] Characteristics of Leadership management

Among the most important characteristics that each of us should possess, grow, and
improve are the following:

1. Effective Communication

Good communication and leadership is all about connecting with others at various levels.
Connecting is the ability to identify with people and relate to them. We become more
effective in connecting by (i) finding common ground; (ii) making our communications
simple; (iii) capturing people's interest; (iv) inspiring them; and (v) being authentic. An
effective communicator exercises transparency and shared decision-making when
appropriate, conveys feedback directly, and regularly acknowledges the success of
others. In order to become a more successful communicator, we need to be present in the
interaction. This includes creating a distraction-free zone (put away those iPhones!),
being authentic and owning the message.

2. Trustworthy

In their seminal book, The Leadership Challenge, James Kouzes, and Barry Posner state
that in "every survey we've conducted, honesty is selected more than any other
leadership characteristic." In order for a leader to gain followership by any group of
people, small or large, the people first want to be sure that the individual is worthy of
their trust. For team members to be fully confident in their leader, they have to believe
the leader is a person of integrity and authentic character. Trustworthiness is strongly
tied to values and ethics. Members are drawn to leaders who take a stand on important
principles. As Kouzes and Posner say, leaders are "only as good as [their] word in the
eyes of those [they] aspire to lead."

3. Decisive

A strong leader exercises good judgment, appreciates informed input, and welcomes
differing opinions. The best leaders, however, have to remain decisive. Former Porsche

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CEO Peter Schutz used to say, "make decisions like a democracy, execute like a
dictatorship." Deliberate decision-making involves (i) building an accurate, full-
spectrum map of all possible outcomes; (ii) predicting where all these paths made lead;
and (iii) reaching a decision by weighing various solutions. Leaders often tie themselves
up in knots wanting each decision to be perfect, however, the best leaders make
decisions they know could be wrong. The real differentiator is deciding with speed and
conviction. Above all else, great leaders learn conscientiously from every decision,
whether good or bad, in order to better inform subsequent decisions.

4. Independent Thinker

One of a leader's most important traits is the ability to be a good thinker. Leaders must
recognize and apply common sense solutions, instead of being married to stale strategy
or trendy management concepts. Good thinkers solve problems and never lack for ideas
to build their team or their organization. To stimulate fresh and innovative ideas, spend
time reading books, listening to podcasts and talking with innovative thinkers. You may
only get one or two applicable ideas to your situation from every hour of effort, but that
new idea, modified to your team, could be the breakthrough to lasting success. A senior
partner in a Texas firm I clerked with during law school taught me the importance of
"staring out the window time." With the hectic pace of practicing law, he encouraged
that the best value for our clients (or our teams) must include thinking time. Many
successful leaders block off time on their calendar to think through challenges,
opportunities, and ideas. Make sure to have pen and paper handy to capture ideas arising
during this time.

5. Positive

The most effective leaders remain positive and inspiring. People expect their leader to
be energized and passionate about the future. They need to inspire team members with
enthusiasm and a strong belief in where the organization is heading. There is a 100
percent certainty that obstacles and failures will arise, which cause stress and negativity
to settle in. The positive leader has to control their reaction and stress to remain positive

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in the midst of difficult and stressful times. Leaders have to uplift their members' spirits
and give them hope. They need to see you as a leader convinced "in words, demeanor
and actions," so they also believe the "obstacles will be overcome and dreams fulfilled."
(The Leadership Challenge) This in turn leads others to be optimistic and hopeful about
the course you are headed, and willing to do what it takes to drive the business forward.

6. Humility

Exemplary leaders understand that no great achievement can be accomplished alone, but
requires the help of others. It is critical for leaders to adopt a servant leadership mindset.
This includes a willingness to listen and respond appropriately to feedback and to admit
mistakes as appropriate. Humble leaders lack pride and pretense, and instead are
interested in diverse views and ideas. They operate with self-effacing humor, give credit
to others, and live down-to-earth in their interactions with others. A leader must be
prepared to admit, often, that they are incorrect or made a mistake. A humble leader will
step up and apologize when appropriate. Everyone is full of flaws and drops the ball, but
the most effective leaders remain humble and unassuming; always willing to learn and
grow to benefit the organization and its individuals.

7. Conflict Resolution

Every office environment and every group will have conflict. As draining and stressful
as conflict can be, it is not the actual conflict that is the primary problem. The real issue
is how we handle the conflict that matters. An effective leader manages and resolves
conflicts to produce positive outcomes. The leader understands and effectively applies
the art of diplomacy in the workplace. Conflict is actually a good thing in many contexts.
It can help drive positive outcomes arising from creativity, strengthen bonds between
colleagues and permit diverse perspectives that benefit the entire group and the decision.
Often, a leader should not step into a conflict among co-workers to enable them to work
through the disagreement. However, if the conflict begins infringing on the goal you are
trying to achieve or the process for how the work gets done, you need to address it,
whether indirectly or directly. One tool that I have found effective over the years is to

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prepare for the hard discussion by (i) considering any false assumptions or conclusions I
have reached without all the facts; and (ii) considering the situation from all
perspectives, including the counterparty to the discussion. This helps better plan the
message and meeting. Conflict can feel less stressful and more manageable with a
methodical approach that includes being flexible and adaptable.

8. Visionary

Another top leadership trait is the ability to look ahead with a sense of direction and
concern for the future of the organization. Strong leaders see beyond the present and plan
strategically for the long-term. They engage their team in a forward-looking manner to
sell the vision in order inspire and motivate them. Leaders cannot be content with the
status quo; rather they have to focus on how things should be better in the future. An
effective leader is one who can clearly outline for the team why staying where they
presently are is unacceptable, and cast a vision of the "there" they need to achieve for
long term success. The leader must make it so unacceptable to stay put and so appealing
to achieve the "there" of the vision that everyone rows in the same direction to get there.
Leaders need a destination in mind when asking a team to join them on a journey into an
uncertain future.

9. Team Builder

It is critical for a leader to invest in and empower team members in order to reach full
potential. Just because you assemble a talented group of individuals together does not
mean you will automatically be a great team. We have all seen examples of this in the
sporting events and in business. Rather, great team building begins with building unity,
which starts with the leader. To rally a team around a common cause or vision, the leader
has to see the vision and constantly keep the team focused on it. When team members
share a common goal, they pull together and outshine competitors who are merely a
combination of great individuals. When a team is passionate about what they are trying to
accomplish, it builds accountability and drives the team. Effective team building includes

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celebrating wins together, or encouraging them when efforts fail. If you want to win as a
leader, embrace the value and importance of building cohesive and unified teams.

10. Personable

Building genuine relationships with those you lead is a key to being a successful leader.
A leader must remain approachable, accessible, understanding of their employees' needs
and committed to building strong relationship. One of the best ways to do this is to be
with those you lead. Walk the halls, understand their responsibilities and challenges, and
spend time with people you serve. Winston Churchill famously engaged in "dinner table
diplomacy" where spending time building relationships helped him achieve great
accomplishments. Leadership expert John C. Maxwell advises leaders to "walk slowly
through the crowd, remember people's names, smile at everyone, and be quick to offer
help." The most effective leaders remain accessible, approachable, and accountable.

11. Appreciative

One of the most valuable tools at a leader's disposal is the use of two very powerful
words - "thank you." Showing appreciation to your team and staff is foundational to long-
term success. Appreciation makes team members feel valued. Eighty-one percent of
people say they are willing to work harder if they have an appreciative leader. Your team
members need to be noticed, recognized, and appreciated for their efforts. It is always
worth the time for a short discussion, note, or call to thank constituents in your group.
Being a leader who regularly expresses appreciation also helps build the additional key
leadership traits of humility, optimism, and being personable. Take time today to thank
someone on your team, and make it a regular habit.

12. Adaptable

A leader displays adaptability by being comfortable with change and growth. There is no
doubt that in today's business climate things change rapidly, and the best leaders have to
be willing to try new things and be willing to fail in order to grow. As we expand our
willingness to try new things, our adaptability muscle expands.

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1.4] Importance of Leadership management

Leadership is an important function of management which helps to maximize efficiency

and to achieve organizational goals.

The following points justify the importance of leadership in a concern.

1] Communication

Capable leaders are effective communicators who can help promote the company's
vision, mission and market its products and services to the right audience. Through
communication, brand-building activities can occur, as it enables leaders to communicate
with various stakeholders the company is serving or targeting. Clear communication at
work results from good leadership, and it helps direct the roles and responsibilities of
every employee in achieving organisational objectives. When leaders engage in active
communication, they can better manage crises at work.

2] Decision-making

Good leaders are strong decision-makers. They make quick and informed decisions for
the organisation in most situations. Leaders are experts at making the right decisions for
the organisation and its people based on the prevailing circumstances. Good decision-
making also enables leaders to consider their company's strengths and weaknesses and
make choices that can put them ahead of the competition now and in the future.

3] Passion

Passionate leaders drive their teams to complete ambitious business projects. An

organisation grows when leaders are passionate about its vision and mission and inspire
others to achieve company goals. Effective leaders encourage people, including
employees and stakeholders, to be as passionate about the company's objectives as they
themselves are. They also provide everyone with a powerful reason to remain dedicated
to their duties.

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4] Commitment

Influential leaders are professionals who commit to an organisation's vision, mission and
the success of its business endeavors and employees. Good workplace leadership
practices ensure that all stakeholders and employees focus on the company's long-term
objectives and do not allow temporary setbacks to hold them back. Leaders motivate their
team to see beyond the immediate problems and seek alternative ways to achieve their
goals in challenging situations.

5] Integrity

Successful leadership teaches the organisation ethical values. Regardless of their

problems, successful leaders do the right things to achieve their goals. For them,
integrity, truthfulness and fairness are core attributes they want to see in their company
and its relations with contractors and clients.

6] Confidence

Confidence is a crucial asset of effective leadership in workplaces as it motivates leaders

and employees to achieve organisational goals while having a strong belief in the
company vision. Confident leaders lay the foundation of successful business ventures as
they help their team and subordinates to excel in their duties and express confidence in
their abilities. They listen to employees' worries about their work, provide positive
feedback and ensure the office environment brings out the best in them.

7] Morale

Good leadership helps boost staff morale by uplifting their spirits, giving them positive
feedback, expressing faith in their abilities and winning their trust. When leaders
constantly encourage employees to perform better, it also assures the team of their
confidence in delivering on the vision and mission of the organisation. High morale
among employees shifts their focus towards important issues and reduces distractions
while enabling them to devote their energies to achieve organisational goals.

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8] Growth

An organisation continues to grow and develop under the guidance of good leaders and
effective leadership practices. Good leaders create an environment where it becomes
possible for all employees to grow to their best potential and achieve results for the
business. Growth becomes easy to attain when employees are open-minded and flexible
to achieve their goals, despite the challenges. Successful leaders are participative and
encourage employee interaction to know about the processes that hamper growth and
improvement

9] Coordination

Efficient leadership practices in the workplace help balance the personal interests of
professionals with the shared organisational objectives. Leaders know that employees
have personal reasons to work for the company, yet they effortlessly coordinate their
needs with the company requirements to achieve promising results. Coordination at the
workplace also ensures that employees are happy and satisfied with their work and that
help is available to them in difficult situations.

10 ] 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. The easiest way to motivate someone is to offer a reward for their
accomplishments. It will drive them to accomplish just as much next time for those
rewards. Even if you have a tiny budget, there are responsible ways to reward your
workers. Tangible tokens of gratitude such as plaques, gift cards, public recognition, and
another engaging project are all relatively inexpensive ways to reward employees for the
work they accomplish.

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1.5] Qualities of a Good Leader

Leadership qualities can be difficult to label because leadership itself is so present in our
lives that traits can be hard to identify and define. Leadership can take many forms, from
historical figures to project managers and business managers. They all lead their teams to
successful ends by providing them with the direction, confidence, tools and resources that
they need

1] Communication Skills

Leaders must have excellent communication skills. While communication skills are
considered by many as a soft skill that you’re born with, that’s not completely true. You
can improve your verbal and non-verbal communication skills through self-improvement
techniques or educational programs. Communication skills are also tightly related to
other leadership qualities that we’ll explore later such as emotional intelligence, self-
confidence, self-esteem and empathy for others.

2].Problem-Solving Skills

Leaders have the responsibility of guiding teams through challenges to reach objectives.
To do so, leaders must be capable individuals who excel at problem-solving. Problem-
solving involves being able to diagnose the causes of a problem, create strategies to solve
it, choose the best course of action and implement solutions.

3] Emotional Intelligence

Emotional intelligence can be simply defined as the ability to manage one’s emotions. It
sounds simple, but perceiving, understanding and controlling our own feelings can be
challenging, especially under the stressful conditions leaders face. Emotional intelligence
and conflict management are critical leadership qualities because they allow you to
promote team cohesion and provide team members with a collaborative, friendly
environment.

4. Self Esteem

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Self-esteem is tightly closed to emotional intelligence. If we don’t have self-esteem, it
becomes hard to control our emotions and have empathy for others. Therefore, a good
leader must strive to build self-esteem as this helps with other important leadership
qualities such as self-confidence and communication skills.

5. Empathy

Empathy is the ability to put yourself in the position of other people and see the world
through their lenses. This is an important quality of a leader because as one, you’ll
always be around people, such as the team members you work with or the stakeholders
who are impacted by your projects. .

6. Accountability

It’s impossible to think about any leader without this leadership trait. Accountability is
simply the willingness of accepting responsibility for our actions. An accountable leader
isn’t only aware of his actions and decisions but is also responsible for the success or
failure of his or her team. That doesn’t mean accountable leaders won’t make mistakes or
fail, but they should always be transparent with their team and stakeholders.

7.. Adaptability

Adaptability helps leaders better guide their teams through crises or constantly changing
environments. Leaders should be able to quickly come up with strategies and create
action plans and contingency measures for any situation that involves risk or uncertainty.

9. Critical Thinking

Critical thinking helps leaders make decisions based on data physical evidence,
observations or other tangible information rather than arbitrary decisions. A good leader
uses critical thinking skills to gather project management information, analyze it and then
use it as input for decision-making.

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10. Personal Development

Personal development, as a leadership trait, is the willingness to improve your skills or

personal traits where you need there’s room for improvement. As with other qualities of a
leader in this list, personal development can positively impact other traits such as your
self-esteem and self-confidence.

11. Risk Taking

Leaders aren’t big risk-takers , they should act as risk managers instead. This means you
should be capable of identifying potential risks that could affect your project, measuring
the likelihood of those risks and creating risk management strategies to control them if
they were to happen.With that said, leaders shouldn’t always avoid risk. Always be open
to new ideas and be able to assess risk and estimate potential benefits.

12. Team Building

A myth about leadership is that it comes from one person as if they’re somehow touched
by divine providence. That’s just not true. Ask any successful leader and they’ll tell you
that they surround themselves with a multitude of perspectives to help steer their
decision-making. This isn’t a new idea. Diogenes of Sinope lived 400 years before the
birth of Christ, and this Greek philosopher noted that “wise leaders generally have wise
counselors because it takes a wise person themselves to distinguish them.” Beware the

13. Self Confidence

According to a study conducted at the University of Texas at San Antonio in 2016, “the
key to a successful, creative leader is confidence.” Leadership isn’t only about motivating
people, but also about coming up with ideas. An abusive leader creates only stress.
Confidence, on the other hand, doesn’t need to bolster itself by humiliating others.
Confidence leads by creating a collaborative and creative environment. Naturally, being
overly confident is no confidence at all. That’s arrogance, and it falls squarely into the
abusive leadership camp and should be avoided. But staying genuinely positive and

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confident is contagious and gives those working for the leader the same optimistic
attitudes that lead to more creative engagement.

14. Integrity

More and more people believe that integrity is the true hallmark of a great leader, over
competitiveness or other assumed leadership traits. According to a poll conducted in
2016 by Robert Half Management Resources, three-fourths of participants, including
workers and management, chose integrity as a top attribute of corporate leaders. Having
integrity sets the right example from the top down, but it also means being transparent
with employees and advocating for your team. Integrity is a business asset, too, in that an
ethical managerial style attracts investors, customers and talent. Having a trustworthy
leader benefits the organization inside and out.

15. Decision Making

At its core, leadership is about making decisions. If you don’t want there to be something
rotten in your company, you must have a leader who can pull the trigger when the time is
right. Leadership guru Tony Robbins notes that a leader is the one who has to make
those difficult decisions. “The ability to be decisive can mean the difference between
getting through tough times and folding under pressure,” he writes. Therefore, a leader
can’t be a people-pleaser. Some of the decisions won’t be well-received by everyone, but
good judgment ensures that they’re for the best. That’s one cornerstone for a respected
leader.

16. Improvisation

Instincts don’t always provide a strong foundation for great leadership, but sometimes,
it’s foolish to ignore them. As a leader, there are times when your intuition is needed to
make quick decisions and there’s some improvisation that needs to take place. If you
have the experience and the knowledge, then much of your leadership is going to be like
muscle memory. That is, you’ll be able to react faster than you can think. That doesn’t
mean the thinking is bad, but it’s like what Eleanor Roosevelt said, “Do what you feel in
your heart to be right, for you’ll be criticized anyway.

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1.6] Challenges in Leadership

The fact that you have accepted a leadership role is a change all to itself, but everyday is
filled with possibilities for change. Some of them are things that you have chosen and
others are the luck of the draw. Your role as a leader is to not get off balance because of
change. You either have to see it coming and prepare or be able to handle it on the fly
because both things are inevitable.

1. Difficult People

There will always be people on your team, in your organization and in your working life
who are difficult. Your goal, as a leader, is to handle them with grace and kindness. Don’t
feed into them. Don’t prolong your exposure to them. Above all, don’t let them get you
down.

2. Pressure

The work environment has a lot of pressure built into it. Your ability to accept and
release some of that pressure will benefit you in the long run. You can’t run at full speed
100% of the time and allowing some quieter moments that help you find balance will be
paramount to your success as a leader.

3. Letting Someone go

As a leader it will, at some point, be your job to either recommend that someone leave
your organization or you are going to have to move someone on yourself. Never do this
in a rash manner or under anger. Your ability to calmly make this organizational change
for the better of the organization is the mark of true leadership.

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4. Delivering Bad News

Products will fail, timelines won’t be met, your goals will lag—that is all just part of
business, but it will be your job to tell your board or your superiors. Being able to tell bad
news without drama and with clarity will allow you to find the next steps. Bad stuff
happens; it is how you share it that is going to matter in your next move.

5. Staying motivated

Sometimes as a leader you can feel your motivation for the project or the organization
fall flat. It happens to the best of us, but what you need to do is muster all of the good
stuff around you and get back on track. Don’t spend time dwelling on what isn’t working
unless you can fix it. You won’t always be the number one cheerleader in your own
mind, but your team is expecting you to be so get out there and share the enthusiasm you
do have; even when you are a little off your game.

6. Culture Issues

Just because you work in an organization doesn’t mean that you don’t have issues with
your culture. You might be an office that doesn’t get along well as a team, has
communication issues, gossips, or has undermining team members. Whatever it is, you
are going to have to deal with it as the leader. Changing cultural habits in an organization
isn’t easy, but you set the tone. If you don’t want people to gossip, don’t gossip. If you
want teams to work better together, you have to work well with teams. You are setting
the entire tone of how the culture in your organization exists.

“Customers will never love a company until the employees love it first.” – Simon Sinek

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7. Being Respected and Being Liked

You aren’t always going to be liked. The minute you put your hand up to lead something,
someone else is going to shoot you down. That is just life. Don’t get swayed by that and
work to be kind and focused in your communications. Respect will come, and if you are
lucky, you might even be liked.

8. Maintain Focus

It is so easy to get distracted! Everyone wants something, is selling you something, or is

trying to get you to notice them. That is part of accepting the role of leadership. Your job
is to not get distracted by the shiny objects and to remain focused on the end game. You
have a team to lead, a product to deliver, or a project to complete—make your plan, keep
your head down and maintain focus.

9. Communication Problems

Inevitably someone is going to reply all to an email that they shouldn’t have, a team
member isn’t going to get the deadline straight, or someone just isn’t going to get the
memo all together. Communication issues are probably your number one stressor as a
leader. Practicing your skills at being clear and brief will benefit the entire organization.

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1.7] Types of Leadership Styles

There are many different types of leadership styles that can be used by individuals in
various settings. Here are some common leadership styles:

1] Autocratic Leadership
Autocratic leadership is a management style wherein one person controls all the decisions
and takes very little inputs from other group members. Autocratic leaders make choices
or decisions based on their own beliefs and do not involve others for their suggestion or
advice.
A leader who has complete control over his team is called an autocratic leader. They
never bend their beliefs and rules for anyone. Autocratic leadership, also known as
authoritarian leadership, is a leadership characterized by individual control over all
decisions and little input from group members. Autocratic leaders typically make choices
based on their ideas and judgments and rarely accept advice from followers. Autocratic
leadership involves absolute, authoritarian control over a group Like other leadership
styles, the autocratic style has both some benefits and some weaknesses. While those who
rely on this approach heavily are often seen as bossy or dictator-like, this level of control
can have benefits and be useful in certain situations.

The characteristics of autocratic leadership are:

● Allows little or no input from group members

● Requires leaders to make almost all of the decisions
● Provides leaders with the ability to dictate work methods and processes
● Leaves group feeling like they aren't trusted with decisions or important tasks
● Tends to create highly structured and very rigid environments
● Discourages creativity and out-of-the box thinking
● Establishes rules and tends to be clearly outlined and communicated

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Advantages

● Ensures faster decision making

● Enhances workplace communication
● Improves productivity
● Reduces employee stress
● Provides clarity on structures and roles

Disadvantages

● Discourages Group Input

● Results in micromanagement
● Hurts Morale
● Discourages culture of feedback
● Creates a high-pressure working environment

2] Bureaucratic leadership

The management style known as bureaucratic leadership is characterised by a hierarchy

and established official responsibilities. With this style of management, staff members
are required to abide by the rules and regulations set forth by their superiors. The
foundation of bureaucratic leadership is a defined line of command, strict rules, and
follower compliance. We are turned off by the aforementioned definition as well as the
word bureaucracy itself. This is true, yet the framework for bureaucratic leadership has
shown to be a dependable way to run organisations, and many organisations use it to their
benefit. The overall unfavourable perception of administration and authoritarian workings
does not assist the argument.

The characteristics of Bureaucratic leadership include:

● The structure is well organized and stable

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 ● Bureaucratic management has well defined ranking of authority.
● Bureaucratic leaders must be detail oriented. They should be well aware of each
project and its related stats.
● In bureaucratic management, there is a system of rules that outlines the rights and
responsibilities of subordinates.

Advantages

● Promotes Higher Levels of Creativity

● Improves Scalability
● Job Security
● Clear roles, Responsibilities, and Expectations

Disadvantages

● Adapting to Change Can be Challenging for Bureaucratic Leaders

● Personal or Professional Growth is not Encouraged
● Decisions are Based on Cost Structure
● Not Always the Efficient One

3] Laissez faire Leadership

Laissez-faire leadership is a method that assesses the unique talents of each

employee and assigns responsibilities accordingly. Also known as delegative
leadership, it's the direct opposite of autocratic leadership. With this leadership
style, employees can use their skills and ideas to complete their tasks how they
prefer, as long as their actions aren't adversely affecting the company. This type
of work environment can be ideal for those who are not only forward-thinking

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 and resourceful but also intelligent, dependable and confident in their skill sets.
Industries that value innovation can also benefit from using a laissez-faire
leadership style.

The characteristics of Laissez faire leadership are:

● Managers using this method can delegate each job or task to the most qualified
employee, which can help improve workplace efficiency.
● Even though employees can make their own decisions, leaders and managers are
prepared to provide constructive criticism as needed
● Although employees mostly have free rein to make their own decisions when
completing tasks, those who use laissez-faire leadership can take control as
necessary.

Advantages

● Personal Growth and Motivation

● Learning and Development
● Faster Decision-Making
● Freedom of decision-making

Disadvantages

● Too Much Focus Placed on the Employee

● Employees Can Feel Confused.
● Employee Morale Can Be Reduced.
● Leaders Don’t Take Accountability

4] Transformational Leadership

Transformational leadership is defined as a leadership approach that causes change in

individuals and social systems. In its ideal form, it creates valuable and positive change in
the followers with the end goal of developing followers into leaders. Enacted in its
authentic form, transformational leadership enhances the motivation, morale and

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performance of followers through a variety of mechanisms. These include connecting the
follower's sense of identity and self to the mission and the collective identity of the
organization; being a role model for followers that inspires them; challenging followers
to take greater ownership for their work, and understanding the strengths and weaknesses
of followers, so the leader can align followers with tasks that optimise their performance

Characteristics of Transformational Leadership

● Transformational leaders are constantly open to innovation wherever it may arise.

● Transformational leadership often involves shifting people’s views on how things
should work.
● Transformational leaders hear ideas with an open mind and respond without
judgment or finality.
● A transformational leader needs to be willing to consider those risks and what
they might mean for the future of the organization.

Advantages

● Keeps the Company Open and Ethical

● Creates and Manages Change
● Promotes Morale Through Better Communication
● Gives Employees a Lot of Freedom

Disadvantages

● Can Lead to Employee Burnout

● Can Be Risky and Disruptive
● Requires a Continuous Feedback Loop

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5) Transactional Leadership

Transactional leadership styles are more concerned with maintaining the normal flow of
operations. Transactional leaders use disciplinary power and an array of incentives to
motivate employees to perform at their best. The term “transactional” refers to the fact
that this type of leader essentially motivates subordinates by exchanging rewards for
performance. A transactional leader does not look ahead to strategically guiding an
organization to a position of market leadership; instead, these managers are solely
concerned with making sure everything flows smoothly today. A leadership style is based
on setting clear goals and objectives for followers and using rewards and punishments to
encourage compliance. Transactional leaders guide or motivate their followers towards
established goals by clarifying role and task requirements. Transactional leadership,
sometimes referred to as managerial leadership, focuses on the interactions between
leaders and followers.

Characteristic of Transformational Leadership

● Transactional leadership is best suited in a well organized structured working

environment.
● Transactional leadership always focuses on the performance of each employee.
● Transactional leaders are loyal to the company structure, procedures, and policies
instead of their employees
● Transactional leaders work by considering all the realistic constraints.

Advantages

● It can effectively motivate team members to maximize productivity.

● It creates achievable goals for individuals at all levels.
● It eliminates confusion within the chain of command.
● It is a simple process to implement

Disadvantages

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 ● It eliminates individuality from the production process.
● . It limits the amount of innovation that is achievable.
● It creates more followers than leaders.
● It tends to focus on consequences instead of rewards.

Servant Leadership style

Servant leadership seeks to move management and personnel interaction away from
"controlling activities" and toward a more synergistic relationship. The term "servant
leadership" was coined by Robert Greenleaf, a twentieth-century researcher who was
interested about traditional leadership styles that focus on more authoritarian
relationships between employers and employees. The authority figure in servant
leadership environments attempts to promote innovation, empower employees, and
assure the well-being of those around them. Servant leadership also aims to develop
leadership qualities in others. This leadership style requires an individual to demonstrate
characteristics such as empathy, listening, stewardship, and commitment to the personal
growth of others. The servant leadership style is based on the idea that leaders prioritize
serving the greater good. Leaders with this style serve their team and organization first.
They don't prioritize their own objectives. Employees in a servant leadership
environment are more likely to feel that their voices are heard.

Characteristic of Servant Leadership

● Listening - listen receptively and non judgmentally. They are much more
interested in hearing the viewpoints of others than having their voice be the
loudest in the room. Seek first to understand, and then to be understood.
● Appreciation - value people and appreciate them for who they are, not just for
what they give to the organization. They are committed first and foremost to their
people.
● Humility - put other people first. They are humble. They know leadership is not
all about them—things are accomplished through others.

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 ● Trust - give trust to others. They willingly take this risk for the people they serve.
They are trusted because they are authentic and dependable.
● Caring - have people and purpose in their hearts. They display kindness and
concern for others. They are here to serve, not to be served. They truly care for
the people they serve.

Advantages

● By serving the team, servant leaders acquire the respect of their teammates which
increases collaboration, leads to productive behaviour, instills harmony, and
builds stronger teams.
● The philosophy strengthens and develops a people-oriented corporate culture.
● Empowered employees will be encouraged to stay in a company and continue
working towards achieving the organization’s objectives.

Disadvantages

● Servant leaders may not possess an adequate understanding of service and the
business as a whole.
● Servant leaders may lack the motivation to serve, rendering the theory
impractical.
● Servant leadership relies on the moral framework of its team.
● The servant leadership concept can be time-consuming for leaders, requiring extra
effort, which is hardwork

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1.8] Impact of Leadership Management on Employee Performance

Nowadays, organizations are operating in highly competitive environment. Effective

leadership style requires managing the organization successfully. The organizational
success depends on its leadership styles and effectiveness of its employees. The
effectiveness of an individual employee's performance depends on the leader/supervisor.
Effective leader can enhance the individual employee performance through proper
leadership style and retain high performance and talented employees within the company
because he knows that high performance employees are unique resources of the
organization. Based on the culture and nature of organization, leaders are applied to
suitable leadership styles. The behavior of leaders is very important to improve job
performance and retain skillful employees for longer periods in the organization.
According to the problems or situations they face, leaders need to apply proper leadership
styles. In some situations, employees leave the manager, not the organization. However,
there are some other factors such as job satisfaction, flexible working environment, work
life balance, work environment and career development opportunities. Leadership can
have a significant impact on employee performance. Good leaders can inspire and
motivate employees, creating a positive work environment that encourages productivity
and excellence. Conversely, poor leadership can demotivate employees and lead to lower
levels of performance

Here are some specific ways that leadership can impact employee performance
performance:

1] Setting clear expectations:

Effective leaders set clear expectations for their employees, outlining what they need to
achieve and how they should go about it. This clarity helps employees focus on their
tasks and work towards their goals.

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2] Providing feedback:

Good leaders provide regular feedback to their employees, letting them know how they
are doing and where they can improve. This feedback helps employees understand what
they need to do to excel and motivates them to work harder

3] Offering support and resources

: Leaders who provide their employees with the support and resources they need to do
their jobs can help them perform at a higher level. This support could include training,
mentoring, and access to tools and technologies.

4] Fostering a positive work culture:

A positive work culture can encourage employees to perform at their best. Leaders who
foster a culture of collaboration, respect, and open communication can create an
environment where employees feel motivated and engaged.

5] Leading by example:

Finally, leaders who lead by example can inspire their employees to perform at a
higher level. When employees see their leaders working hard and exhibiting the
behaviors they expect from their team, they are more likely to follow suit.

Overall, the impact of leadership on employee performance cannot be overstated. Good

leaders can inspire and motivate their employees to achieve their goals, while poor
leaders can create a negative work environment that leads to lower levels of performance.
Leadership is an important area in management that occupies of central position in our
everyday life.

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1.9] Factors influence Employee Perception On Leadership
Management

The perception of employees on leadership management can vary depending on several

factors such as the leadership style, communication, delegation, motivation, and decision-
making. Leadership styles can be categorized into several types such as autocratic,
democratic, transformational, and laissez-faire. Each leadership style can evoke different
responses from employees. For example, an autocratic leadership style, which is
characterized by a top-down approach where decisions are made by the leader alone, can
create an atmosphere of fear and lack of creativity. In contrast, a democratic leadership
style, where employees are involved in the decision-making process, can create a sense of
inclusivity and engagement.

Effective communication

Effective communication is also a vital factor in leadership management. Leaders who

communicate effectively and transparently with their employees are more likely to gain
their trust and respect. On the other hand, leaders who do not communicate or
communicate ineffectively can create confusion and frustration among their employees.
Communication skills in leadership are important as they enable you to take
responsibility for your team and convey your message in clear, unambiguous terms. With
excellent communication, you can set the tone for your workplace and make it easier for
your team members to understand your work expectations. It may also help you create an
atmosphere where they feel comfortable expressing themselves and getting feedback

Delegation

Delegation is another important aspect of leadership management. Leaders who delegate

tasks and responsibilities to their employees demonstrate trust and confidence in their
abilities. This can lead to increased motivation and job. Delegation can also be a clear
sign that you respect your subordinates’ abilities and that you trust their discretion,”

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Williams writes. “Employees who feel that they are trusted and respected tend to have a
higher level of commitment to their work, their organization, and, especially, their
managers.”Delegation can be a chance to make workloads more manageable, but more
than that, it can provide really valuable teaching opportunities for your employees,

Motivation

Motivation is also a key factor in leadership management. Leaders who motivate their
employees and recognize their achievements can create a positive work environment that
encourages productivity and engagement. On the other hand, leaders who fail to motivate
their employees or do not recognize their contributions may create a sense of
disengagement and low morale. Employees are often more likely to stay with an
organisation when they feel motivated. This is because they're typically more engaged
with their work and have a higher level of job satisfaction. Leaders benefit from a
motivated workforce because it can help reduce turnover and associated costs. Motivated
employees may also take less time off. When people are motivated, they're often more
open-minded and receptive to new ideas. This can lead to increased creativity. Creativity
benefits leadership, as it enables organisations to create new and innovative solutions to
problems. Creative leaders tend to be more adaptable, which can be beneficial in times of
change. The advantages gained from creativity can allow organisations to remain
competitive in their industries and find new ways to grow.

Decision-making

Decision-making is another critical aspect of leadership management. Leaders who make

well-informed and fair decisions can gain the respect and trust of their employees. In
contrast, leaders who make decisions without considering the needs and opinions of their
employees may create a sense of resentment and distrust. Decision-making is a leadership
skill that managers use to assess a situation and determine how the organization may
proceed.

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1.10] Impact of Negative Perception about Leaders and Changing
Negative Perception into Positive One

1] Bad leadership style

Leadership styles play an essential role in motivating employees, increasing job

satisfaction, commitment, performance, and a sense of duty. If a leader were to be
dominating, overconfident, hard to approach, self-focused, and did not give feedback, the
employees would find it challenging to work with the leader. They would not want to
come for work, and even if they are dedicated, they would eventually stop trying to do
their best at work and maybe even quit the job. This has happened to us at least once in
our life; when we work hard, and no one appreciates us for it, we stop trying as we do not
feel motivated anymore.

2] Perceived Equity

If we were to work under a leader about whom we have a negative perception because
he/she is biased, we would tend to have a negative attitude, feelings, or emotions about
our work environment. These are the indicators that the employee is having low job
satisfaction. The employee would also be less cooperative and committed to his work.
Low job satisfaction leads to low work performance, low productivity, and low employee
turnover, which further costs the organization . If leaders differentiate between the
employees, the employee will start feeling uncomfortable in their workplace and would
eventually tend to show it in their work performance

Changing Negative Perceptions into Positive Perceptions

As mentioned above, we need to change the leadership style and perceived equity among
the employees in order to change the negative perceptions about leaders into positive
ones.

Changing Leadership style

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It is vital that the leadership style that the organization adopts increases the motivation of
the employees and gives them job satisfaction. According to Caulfield and Senger (2017),
a transformational leadership style is one of the most beneficial leadership techniques. It
inspires the followers to commit to the organization's shared goals and visions, increases
innovative thinking among the followers, and increases motivation, job performance, and
job satisfaction. This style of leadership challenges and supports its employees at the
same time.These are the ideal leaders as they make the employees committed to the
organization's goals and push the employees beyond their performance expectations.
These leaders inspire the employees to perform better than their limits by setting higher
targets for the employees, giving feedback, and continuously supporting them to reach
those targets. When an individual performs better than he/she thought they could, it
increases their motivation and job satisfaction. It is also important for the leader to be
supportive as the individuals who believe they have supportive leaders tend to show
higher work engagement, leading to organizational effectiveness Since employees link
their leaders with the organization, they believe that they receive organization support
when they receive support from their leaders. High work engagement, high work
commitment, and high job satisfaction lead to increased work performance. Therefore, it
would be fair to say that this leadership style solves the problem of low job performance.

Changing Perceived Equity (PoE)

Most employees are not committed to their job, do not cooperate, or show negative
attitudes and behaviours at workplaces because they perceive that there are not being
treated equally or that the leader is biased. This is quite common in organizations, but it
makes the employees lack interest in their work. According to Chen, Indartono (2011),
employees want their leaders to show fairness in giving them opportunities for growth
and increased compensation. The fairness builds trust and therefore keeps the employees
committed to the organization. If the employees do not trust the organization, they tend to
be less cooperative and show negative attitudes .No matter the leadership style, the
leaders should make sure that the employees do not feel like they are not being treated
fairly.

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1.11] Emerging Trends in Leadership Management

In 2023 business climate, organizations are facing a more complex and competitive
environment than ever before. As a result, the competencies of the leader who thrives in
the modern-day business world is changing. Here are the new leadership trends as well as
the modern management trends that learning initiatives will need to employ in 2023 and
the following years to better prepare current and future leaders and managers for success.

1. Flattening organization structures

`Flatter’ organizations tend to benefit from improved communication between

employees, increased morale, less bureaucracy, and the ability to make decisions and
changes faster. Typically, employees' responsibility levels tend to be much higher in
flatter organizations, thus improving job satisfaction and reducing the need for excess
levels of management. As we move through 2023 and towards next year, we will begin to
see a shift in the hierarchy structure of many companies, particularly those in creative
industries.

2. Focus on building a culture

Organizations have understood and agreed in 2022 that the key to winning big lies in
robust company culture. It is seen in the recent trends in leadership. Culture’s vital role in
facilitating your team’s growth needs no repetition. Cultures hold immense influence on
teams. The activity of culture building is a crucial and often challenging one. In
comparison to the offline mode of work, the challenges increase substantially when the
teams go hybrid or fully remote. Due to the disruptions caused by the pandemic, many
teams have had to re imagine and recreate their culture. Often, it also brought forth the
weak aspects that critically affected outcomes. In recent months, as the situation has
become routine, many companies are returning to traditional office spaces. However,
many managers were in for a shock when they learnt that their culture may not have
survived the upheaval. Moreover, as work is turning to remote with a focus on DEI, many

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teams will need to rethink several parts of their cultures. By smartly building a culture
that centers around your core ethos, you can bring your team’s vision to reality.

3. Striving for gender balance

Strong women representation in leadership roles has been proven to bring organizations
better results. A successful leadership development thus needs to tap into an often
woefully underutilized resource - its female managers. Achieving gender equality is
important for workplaces not only because it is ‘fair’ and ‘the right thing to do,’ but
because it is also directly linked to a country’s overall economic performance and
therefore growth. Workplace gender equality is associated with:

4. Approaching the “Talent Cliff”

Firms must prepare as the largest workforce in history moves into retirement. Mentoring,
coaching, and job shadowing are examples of how organizations can manage the
transition of the millennial leaders Many companies teetering on the edge of the talent
cliff take the approach of hiring apprentices, and enrolling in apprenticeship programs, to
allow those interested in the industry to gain hands-on experience, and for companies to
be able to increase their workforce in a way that inexpensively gives back to the
community, but also positively impacts the business.

5. Shifting focus to the development of soft skills

As the role of a leader migrates towards managing teams of diverse members who have
different technical skills and areas of expertise, there will be greater emphasis on the need
for leaders to develop their “soft skills. Whilst the focus in the past has been on ‘hard
skills’ These types of skills include emotional intelligence, creativity, adaptability and
time management. Employees can be taught “hard skills” such as the specific skills
needed to carry out their role, however soft skills are learnt over time, and an employee
failing in areas like time management could be detrimental to the business. Investing in

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the development of employees' soft skills training courses will result in an increase of
leadership potential, satisfaction in the workplace, and work performance.

6. Remote and flexible working

It’s quite likely that at least one member of your team works remotely, whether they’re a
contractor or just somebody who needs to due to factors such as child care. Harnessing
the power of the latest technology, social media and communication platforms early on,
will allow your company to transition smoothly into remote working, should the time
come. Remote working offers better flexibility, and better work life balance to your
employees, it also opens up the ability to employ people from different backgrounds, and
even countries, making the talent pool you’re fishing from much richer, which in turn
will help to grow your business

7. Artificial intelligence

AI is gradually being developed and implemented to both augment and replace human
customer service agents to save costs and reduce the needs for human customer service
staff. Whilst these bots are able to answer basic questions, there is still a need for a strong
presence of a customer services team in order to keep customers happy. Using bots to
take away need to answer repetitive and simple questions will free up your team to put
more focus on the more difficult questions, and ultimately keep your customers happy. It
really helps to alleviate the pressure from your customer service agents by taking care of
the frequently asked basic questions. This is especially important now that agents are
getting harder to find. However - and I can't stress this enough - do not make the mistake
of leaving customer service entirely up to AI, human empathy is vital to ensure satisfied
returning customers."

7. Adopting a blended approach to leadership and management development

Leadership and management learning journeys will also need to evolve and use a wide
variety of modalities to prepare the modern leader with the skills they need to thrive.

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Using a blended approach to leadership development allows leaders to break up their
courses into more manageable sessions of one to one/class tutoring, with some
transportable materials such as online webinars, and on the go tutorials that leaders can
easily fit into their day with little disruption. The flexibility of blended learning makes it
much easier to keep up as your business scales and grows, particularly nowadays when
working from home and remote working is much more common.

8. Increasing need to develop ourselves & others

To keep on top of the rapidly changing technological environment, leaders can no longer
sit back and say “I know everything I need to know” as what they do know today will be
outdated tomorrow. There is now a greater need to develop themselves and their teams.
When comparing job culture to that of 10 years ago, there is less loyalty amongst
employees to their employers, meaning employers need to do everything they can to keep
the employees in the company as long as possible to improve staff turnover. Employee
empowerment is key and can be achieved through training and development alongside
the role.

9. Training Millennials

Developing training strategies now to ensure millennial are well prepared for leadership
is an important way to ensure smooth transitions once the next generations of employees
(Gen Z) enter the workforce. It’s important to note that leadership styles have evolved
with the ways of working and culture in many environments, and therefore the leadership
styles that are taught should be aligned to this. It is often beneficial to seek training from
sources outside an organization, to allow employees to bring fresh knowledge into a
business, and put a different spin on habits that may have been used for years.

9. Outside Consultants

Once a leader accepts that they don’t know, or need to know everything about their
specialism, and may not have all the answers, it opens up the opportunity to bring in
external consultants to share their knowledge and experiences. Consultants are often
hired to improve communication skills, collaboration and organizational skills, as well as
skills specific to the job.

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2: Research and Methodology

2.1] Objectives

1) To find out various leadership styles followed in the organization and whether
employees are satisfied with the leadership style followed in the organization.

2) To ensure that manger provide proper feedback to the employees and communicate
effectively.

3) To estimate emerging trends in leadership management.

4) To find out whether leaders provide career growth opportunities to the employees.

5) To understand various factors that influence employee perception on leaders.

Page | 40
2.2] HYPOTHESIS

The hypothesis of this study is as follows: -

The hypothesis that is alternative and null hypothesis of this study is as follows:-

1. Impact of Effective leadership

○ H1 – Effective leadership will result in a committed and dedicated

workforce.
○ H0 – Effective leadership will result in higher turnover and absenteeism.

2. Leadership styles followed in the organization.

○ H1 – There are various leadership style followed in the organization.

○ H0 – There are standard leadership style followed in the organization.

3. Employee perception on leaders with respect to effective communication.

○ H1 – Effective communication is an important factor that influences

employee’s perception on leaders.
○ H0 – Effective communication does not influence employee’s perception
on leaders.

4. Effects of negative perception on employees.

○ H1 – The negative perception of employees on leaders will affect their
performance.
○ H0 – The negative perception of employees on leaders will not affect their
performance.

Page | 41
5. Impact of Emerging trends in leadership.

○ H1 –The new leadership trends will alter how employees are managed
within the company.
○ H0 – The new leadership trends will not bring changes in how employees
are managed within the company.

Page | 42
2.3] Research Problem

1) The study may suffer from the common limitations of a subjective research.

2) Too many irrelevant data on the internet.

3) The respondent can be biased while answering the questionnaire.

4) It was difficult to find respondents for the questionnaire.

5) It was time consuming to check the authenticity of the available data or information.

Page | 43
2.4] Research Methodology
Research is a creative and systematic work undertaken to increase the knowledge. It’s a
systematic investigation which involves gathering of data and analyzing it, interpreting it
to discover new information from existing knowledge or understand previously unknown
concepts. The word is derived from the French concept “Reche’ which means to go about
seeking. Research is defined as creation of new knowledge and use of new knowledge in
new and creative ways so as to create new knowledge, methodologies and understanding
This includes synthesis and analysis of new research to the extent that it leads to new and
creative outcomes.

Research methodology is the specific procedures or techniques used to identify, select,

process, and analyze information about a topic.

This project is prepared with the help of theoretical knowledge and also advises and
suggestions were taken from the articles. As far as the information is concerned the
concept which is available on the internet. Multiple articles were taken by various
publications and journals. The overall study has been completed with combination of all
the above things

Page | 44
2.5] Research Design

The total approach taken to conduct research that establishes a clear and logical plan to
address predetermined research questions through the collection, interpretation, analysis,
and discussion of data is referred to as research design. This study make use of
questionnaire and surveys method for the research purpose. The questionnaire is prepared
to understand what are the perception of employees on their leaders and how they feel
about leadership styles followed in the organization. A group of 60 employees will
provide their perception on their leaders for this research purpose.

Page | 45
2.6] DATA COLLECTION

The task of data collections begins after a research problem has been defined. While
deciding about the methods of data collection to be used for the study, the researcher
should keep in mind two types of data that is primary and secondary..

Sampling technique:

The sampling technique adopted for the study is random sampling technique according to
the convenience of the researcher. A questionnaire was formed for youth and working
professionals to obtain data for the purpose of analysis.

Sample Size:

Data collected using a sample of 50 respondents.

Sample description:

The sample mainly consists of data from the primary sources that are utilized for the
purpose of this study. This is done by means of questionnaire to different people.
Secondary data like journals, research reports were relied on for retrieving further
information.

Page | 46
3: REVIEW OF LITERATURE.

1) Aluko and Elegbede (2017): The authors suggest that leaders should adopt a
participative management style that involves employees in decision-making,
communicates effectively, and motivates them to achieve their goals.

2) Al-Dhaafri et al. (2020): Their research suggest that leaders' behavior and attitude
significantly influence employees' perceptions of leadership effectiveness. The
authors found that employees who perceived their leaders as competent,
trustworthy, and supportive were more satisfied with their jobs and committed to
the organization.

3) Ashkanasy et al. (2016): According to the study conducted by the researcher,

effective leadership improves employees' performance, job satisfaction, and
organizational commitment. The authors suggest that leaders who can effectively
manage employees' emotions, provide support, and communicate effectively can
enhance leadership effectiveness.

4) Wang and Chen (2020): The researcher has suggest that leadership effectiveness is
influenced by transformational leadership, which fosters employees' creativity and
innovation. The authors found that transformational leaders who promote a positive
work environment, provide support, and empower employees can enhance
leadership effectiveness and promote organizational success.

5) Ahrari (2019): The researcher emphasize the importance of transformational

leadership, which inspires and motivates employees to perform beyond their
expectations. The authors suggest that transformational leaders create a positive
work environment, promote teamwork, and provide opportunities for professional
growth and development.

Page | 47
6) (Schein, 2010): The researcher in his study states that the organizational culture
also plays a significant role in employee perceptions of leadership and management
effectiveness. An organization with a positive culture, where employees feel valued
and supported, is likely to have more positive perceptions of leadership and
management effectiveness.

7) Bass & Riggio, 2006: The researcher found that Transformational leadership have a
positive impact on employee perceptions of leadership and management
effectiveness. Transformational leaders inspire and motivate their employees by
setting high expectations, providing support, and modeling behavior. These leaders
are also perceived as trustworthy and fair, which enhances employee trust and
commitment.

8) Liu et al., 2017; Zhang et al., 2021: The researcher in their study has shown that
abusive supervision, a type of negative leadership behavior, can lead to lower levels
of employee well-being, including higher levels of stress, burnout, and turnover
intentions.

9) Gamage & Pangilinan, 2019; Jung et al., 2020; Zhang et al., 2021: The researchers
states that leadership is the process of influencing others to accomplish a common
goal. Leadership is an important factor in organizational success, and effective
leadership can positively impact employee performance, motivation, job
satisfaction, and organizational commitment

10) Fisher (1985) & Chowdhury (2014): The researchers states that leadership is
probably the most written about the social phenomenon of all time and express with
grief that it is still not well understood due to its complexity, defined by the number
of variables associated with the concept of leadership, variables that encompass the
entire social process. Over the years, researchers on the leadership focused on
personality and traits of leaders, Situational and Contingencies factors that affected

Page | 48
 leadership and behavior styles, transformational, charismatic and transactional
leadership.

11) Cole (2005) & Chowdhury (2014): The researcher found that leadership as a
dynamic process whereby one man influences other to contribute voluntarily to the
realization and attainment of the objectives towards the common goal

12) Harper (2012): Malik, S. Z., Saleem, M., & Naeem. R (2016): The researchers
states that leadership brings in the required change to influence learning and
development of required skills, performance and creates a platform for individual
growth in an organization.

13) R, M. Ojokuku., T, A. Odetayo., & A, S. Sajuyigbe (.2012) :The researchers

states that leadership style is a key determinant towards the success or failure of the
organization and is the behavioral approach of the leader to provide motivation and
direction to the people in the organization.

14) Ryan & Tipu (2013) Khan, et, al 2016: The researcher found that autocratic
leaders are Strong-willed, domineering & to some extent aggressive. Usually, don’t
listen to views and suggestions of others if they offer different opinions. The
followers of autocratic leaders have a low level of job satisfaction because they
assert absolute power and influence Autocratic leaders make a decision without
involving their followers and laissez-faire leaders allow followers to make a
decision by not being part of the process and democratic leaders involve their
followers before making his decision.

15) Sheri-Lynne, Parbudyal 2007 & Abbas,Q, & Yaqoob. S (2009) : The researchers
states that Leadership development is becoming critical and strategic for
organizations in the current business scenario .It’s an important area in today’s
competitive world to increase the capability of individuals to gain competitive
advantage.

Page | 49
4: DATA ANALYSIS, INTERPRETATION AND PRESENTATIONS
Actual Collection of data
Both secondary and primary sources of data are utilized for the purpose of this study. Primary
data is collected by means of administering a questionnaire to the different peoples. Secondary
data is collected from various records, manuals and other sources.

SR PARTICULARS DESCRIPTION
NO.

1. Title A study on perception of employees on

leadership management.

2. Sample Size 60

3. Sample Unit A sample of 60 persons was chosen at random.

4. Sampling Procedure A simple Random Technique was used in the research.

5. Research Design The data collected is represented in the form of tables,

by using tools such as column and Pie charts. These
details are analyzed, Interpreted and used for findings
and suggestions

6. Research Instrument Questionnaire

Page | 50
Data Analysis
Age of the respondents

Fig 1
INTERPRETATION:

The above pie chart shows the age of the respondents. It shows that 40 respondents which
means about 66.7% of them were of the age group 18-25 whereas 8 respondents which
was 13.3% were of the age group 25-35 and thirdly 9 respondents were of the age group
of 35-50 which was 15% and the people of age group 50 and above were 3 which
summed up to 5%..

Age Respondents Percentage

18-25 40 66.7

25-35 8 13.3

35-50 9 15

Above 50 3 5

Page | 51
Gender of the respondents

Fig. 2

INTERPRETATION:

The above pie chart Fig. 2 if we talk about the gender of the respondents the males
deominated the females which were around 60% to 40% respectively out of 60
respondents.

Page | 52
1) Designation of the respondents

Fig 3

The survey was not restricted to a specific occupation. People holding various
designations have been a part of this research. The above bar graph shows the
designations of the respondents. People from various occupations and holding various
designation such as copywriter, marketing manager, sales manager, Data analyst,
software developer, etc have contributed to this survey and has provided their perception
on their leaders.

Page | 53
2) How frequently do you receive recognition from your manager?

Fig 4

The above pie chart shows the results of the survey in which 48.3% of people often
receive recognition from their manager for their work whereas 30% of people
occasionally receive the same. On the other hand 11.7% of the people rarely and 8.3 %
always receive recognition for their contribution in the organization. Nearly 1.7% of
people never receive any recognition for their work.
Through the pie chart it can be seen that majority of people often receive recognition
from their manager and very few people never receive the same.

Page | 54
3. How are the decision making skills of your manager?

Fig 5

The above pie chart shows the results of the survey in which 13.3 % of people think that
their manager possess excellent decision making skills whereas 65% of people think that
their managers are good in decision making. On the other hand 11.7% of the people
think that their manager make fair decisions and 3.3% of people think their manager are
poor in decision making Only few i.e..7% of people think their manager is very poor in
terms of decision making.
Through the pie chart it can be seen that majority of people think their manager possess
good decision making skills and very few people think that their manager is very poor in
making decisions.

Page | 55
4) Is your manager familiar with the problems faced by the
employees?

Fig 6

The above pie chart shows the results of the survey in which 55 % of people think that
their manager is very familiar with the problem faced by them whereas 11.7% of people
think that their manager is extremely familiar with their problems. On the other hand
20% of the people think that their manager is moderately familiar and have somewhat
idea about their problem and 8.3% of employees think that managers are slightly familiar
with the same. Very few i.e. 5% of employees think that their managers are not at all
familiar and have no idea about their problems.
Through the pie chart it can be seen that majority of people think there are very familiar
with their problems and very few people think that their manager no at all familiar with
the problems faced by them.

Page | 56
5) How often are your ideas, requests, and suggestions welcomed by
the managers?

Fig 7

The above pie chart shows the results of the survey in which 51.7 % of people think that
their ideas, request and suggestions are often welcomed from their manager and they get
chance to make contribution to the organization whereas 20% of people think that their
managers occasionally listen to their ideas, request and suggestions. On the other hand
20% of the people think that they occasionally get the opportunity to provide their ideas,
request and suggestions and 8.3 % always receive recognition for their contribution in the
organization. Nearly 5% of people think their ideas, request and suggestions are rarely
whereas 3.3% of people think that their their ideas, request and suggestions are never
accepted.
Through the pie chart it can be seen that majority of people are given opportunity to
provide their ideas, request and suggestions and very few people think that they never
receive the same.

Page | 57
6. On the scale of 1- 5 how will you rate your manager’s ability to set
clear goals for the team?

Fig 8

From the above graph we can interpret that on scale of 1-5 (1 being the least and 5 being
the highest) 23.3% of the respondents have rated their manager's ability to set clear goals
as 5 i.e. highest. Most of the people i.e.53.3% of the people rated their manager 4 (Above
average) on the basis of their ability to set clear goals. On the other hand 18.3% of
employees have rated their manager 3 (Average) and 1.7% of people have rated their
manager 2 (Below average) for the same. Only 5% of people have rated their manager 1
i.e. the least on the basis of clear goals set by them.

Page | 58
7. How aware is your manager with the emerging trends in leadership
management?

Fig 9

The above pie chart shows the results of the survey in which 45 % of people think that
their manager is very aware with the emerging trend in leadership management whereas
16.7% of people think that their manager is extremely aware with the same. On the other
hand 30% of the people think that their manager is moderately aware and have somewhat
idea about the emerging trend in leadership management and 5 % of employees think that
managers are not at all aware with the same. Very few i.e. 3.3% of employees think that
their managers are slight awareness about emerging leadership trends.
Through the pie chart it can be seen that majority of people think there are very much
aware with the emerging trends in leadership management with their problems and very
few people think that their manager are slightly aware about the same.

Page | 59
8. How concerned is your manager related to the work life balance of
the employees?

Fig 10

The above pie chart shows the results of the survey in which 51.7 % of people think that
their manager is concerned with the work life balance of the employees and provide them
the same whereas 26.7% have neutral opinion on the same. On the other hand 13.3% of
the people think that their manager is very concerned and 5 % of employee think that
managers are very unconcerned about the same. Very few i.e. 3.3% of employees think
that their managers are unconcerned and does not care about the work life balance of the
employees.
Through the pie chart it can be seen that majority of people think that their manager is
concerned and a very few people think that their manager is unconcerned about the work
life balance of the employees.

Page | 60
9. On the scale of 1- 5 how much will you rate your manager's ability to
give timely feedback?

Fig 11

From the above graph we can interpret that on scale of 1-5 (1 being the least and 5 being
the highest) 31.7% of the respondents have rated their manager's ability to give the
timely feedback as 5 i.e. highest. Most of the people i.e.51.7% of the people rated their
manager 4 (Above average) on the basis of their ability to give timely feedback. On the
other hand 10% of employees have rated their manager 3 (Average) and only 3.3 % of
people have rated their manager 2 and 1 respectively i.e. the least.

Page | 61
10. How often do you and your manager discuss about your career
development in the organisation?

Fig 12

The above pie chart shows the results of the survey in which 46.7 % of people think that
their manager often discuss about their career development with them whereas 21.7% of
people think that the managers sometimes discuss career development of the employees.
On the other hand 18.3% of the people think their manager frequently discuss the same.
6.7% of people think manager occasionally or never discuss their career development.
Through the pie chart it can be seen that majority of people think that their manager often
discuss about their career development and a few employee think their manager
occasionally or never discuss their career development.

Page | 62
11. How are the organisation’s targets set by the manager?

Fig 13

The above pie chart shows the results of the survey in which 55 % of people think that
their manager set very good targets whereas 21.7% of people think that the targets set by
their manager are fair. On the other hand 18.3% of the people think that excellent targets
are set by their manager. 3.3% of people think targets are poor and a very few people i.e.
1.7% of people think that the manager sets very poor targets for them.
Through the pie chart it can be seen that majority of people think that the target set for
them by their manager is very good and a few employee think their manager sets very
poor targets.

Page | 63
12. How familiar is your manager with the conflicts in the
organisation?

Fig 14

The above pie chart shows the results of the survey in which 51.7% of people think that
their manager is very familiar with the conflicts in the organization whereas 21.7% of
people think that their manager is moderately familiar and have somewhat idea about the
conflicts in the organization.. On the other hand 13.3% of the people think that their
manager is slightly familiar and 8.3% of employee think that managers are extremely
famliliar with the conflicts. Very few i.e. 5% of employees think that their managers are
not at all familiar with the same.
Through the pie chart it can be seen that majority of people think there are very familiar
with the conflicts in the organization and very few people think that their manager no at
all familiar with the same.

Page | 64
13. On the scale of 1- 5 how much will you rate your manager’s
technical ability to lead the group?

Fig 15

From the above graph we can interpret that on scale of 1-5 (1 being the least and 5 being
the highest) 28.3 % of the respondents have rated their manager's technical ability to lead
the group as 5 i.e. highest. Most of the people i.e.53.3% of the people rated their manager
4 (Above average) on the basis of technical ability possess by them. On the other hand
11.7% of employees have rated their manager 3 (Average ) and only 1.7% of people have
rated their manager 2 (Below average) , 5% of people have rated their manager technical
ability as 1 i.e. he least.

Page | 65
14. Is your manager aware of his responsibilities?

Fig 16

The above pie chart shows the results of the survey in which 50 % of people think that
their manager is very aware of his responsibilities whereas 23.3% of the people think
that their manager is moderately aware and have somewhat idea about his responsibilities
On the other hand 16.7 % of employee think that managers are extremely aware of their
responsibilities.6.7% of people think the managers are slightly aware of their
responsibilities and very few i.e. 3.3% of employees think that their managers are not at
all aware of the same.
Through the pie chart it can be seen that majority of people think their managers are very
much aware with their responsibilities and very few people think that their manager not at
all aware of the same.

Page | 66
15. Does consistent one on one meetings with your manager help in
improving your performance?

Fig 17

The above pie chart shows the results of the survey in which 51.7% of people agree with
the opinion that consistent one on one meetings with their manager help in improving
their performance whereas 23.3% of people strongly agree with the same. On the other
hand 16.37% have a neutral perception on the same .Very few i.e. 5% of employees
strongly disagree and 3.3 % of people disagree with this opinion
Through the pie chart it can be seen that majority of people think consistent one on one
meetings with their manager help in improving their performance and very few people
strongly disagree with the same.

Page | 67
5: FINDINGS, CONCLUSIONS AND SUGGESTIONS.
FINDINGS:

It has been found that:

1) Research suggests that the leadership style of managers has a significant impact on
employee engagement. Autocratic or micromanaging leadership styles tend to
decrease engagement and job satisfaction, while more participative and supportive
leadership styles tend to increase engagement and job satisfaction.

2) Trust is a crucial factor in employee perceptions of leadership. Employees who trust

their managers tend to have higher job satisfaction, motivation, and commitment to
the organization. Conversely, employees who do not trust their managers are more
likely to be disengaged and look for other job opportunities.

3) Effective communication is essential for positive employee perceptions of leadership.

Managers who communicate clearly and frequently with their employees tend to have
more engaged and satisfied teams. Additionally, managers who actively listen to their
employees and provide feedback tend to have more productive teams.

4) Employees value recognition and feedback from their managers. Regular feedback
helps employees feel valued and recognized for their contributions, and it also helps
them improve their performance. Managers who provide regular feedback tend to
have more engaged and motivated teams.

5) Employee development is another critical factor in employee perceptions of

leadership. Managers who invest in employee development tend to have more
engaged and satisfied teams. Additionally, employees who receive training and
development opportunities tend to feel more valued and committed to the
organization.

Page | 68
CONCLUSION:

The perception of employees towards leadership and management is complex and

multifaceted. It depends on various factors such as the leadership style, communication
skills, decision-making ability, transparency, fairness, and consistency in behavior.
Generally, employees appreciate leaders who are supportive, approachable, and
empathetic. They want leaders who can provide clear direction, offer guidance, and
inspire them to achieve their goals. Additionally, employees value leaders who can create
a positive work culture, promote diversity and inclusion, and encourage teamwork and
collaboration. On the other hand, employees tend to have a negative perception of leaders
who are authoritarian, micromanage, and lack empathy. Such leaders often create a
stressful work environment, hinder creativity, and damage morale. Employees also
dislike leaders who play favorites, show bias, and fail to recognize and reward their
contributions.
In conclusion, the perception of employees towards leadership and management plays a
crucial role in the success of any organization. Leaders should prioritize building positive
relationships with their employees, promoting a culture of transparency and trust, and
implementing fair and consistent policies to earn the trust and respect of their team. , the
role of leadership and management can work in different capacities, yet be the same
when developing an organization. Leadership is nothing if it doesn’t build a systems’
based management structure, and management would have no support without the work
of leadership as the backbone of ideals. As prospective leaders and managers in society, it
is highly important to locate and cultivate a personal leadership style to become
successful in a future society. The perception of employees towards leadership and
management plays a crucial role in the success of any organization. Leaders should
prioritize building positive relationships with their employees, promoting a culture of
transparency and trust, and implementing fair and consistent policies to earn the trust and
respect of their team.

Page | 69
SUGGESTIONS:

1) Leaders should create an environment where employees feel comfortable sharing

their thoughts and concerns. Leaders should listen actively, be empathetic, and
provide constructive feedback.

2) Leaders should set the tone for the workplace by modeling the behavior they
expect from others. They should demonstrate ethical behavior, work hard, and be
willing to take on tasks alongside their employees.

3) Employees who feel valued and appreciated are more likely to view their leaders
in a positive light. Leaders should take the time to recognize and reward
employees who are performing well, whether it be through promotions, bonuses,
or simply public praise.

4) Employees are more likely to view their leaders favorably if they believe their
leaders are invested in their growth and development. Leaders should provide
opportunities for employees to learn new skills, take on new challenges, and
advance in their careers.

5) Leaders should regularly solicit feedback from employees and take action to
address concerns or suggestions. By demonstrating a willingness to listen and act
on feedback, leaders can improve employee perception and build trust

Page | 70
FULFILLMENT OF OBJECTIVES OF THE STUDY:

1) From the above study we can get to know that there are various leadership style
followed in the organization and the leadership styles that is followed by the
manager have a strong influence on the performance of the employees.

2) From the above we can find out that employees are motivated when the manager
communicate effectively and provide proper feedback to the employees.

3) From the above study we can get to know career growth and development
opportunities improves employee perception on managers and it will improves
employee retention and reduces turnover.

4) From the above study we can get to know that are various factors that have an
influence on employee perception on leaders.

5) From the above study we can get to about various emerging trends in leadership
and how it helps in managing employees.

Page | 71
FULFILLMENT OF HYPOTHESIS OF THE STUDY:

1) For,
H1 – Effective leadership will result in a committed and dedicated workforce.
H0 – Effective leadership will result in higher turnover and absenteeism.
 From the above study it is proved that effective leadership will result in
higher turnover and absenteeism.

2) For,
H1 – There are various leadership style followed in the organization.
H0 – There are standard\leadership style followed in the organization.
 From the above study it is proved that there are various leadership style
followed in the organization.

3) For,
H1 – Effective communication is an important factor that influence
employees perception on leaders.
H0 – Effective communication is an not important factor that influence
employees perception on leaders.
 From the above study it is proved that effective communication is an
important factor that influences employee’s perception on leaders.

4) For,

H1 – The negative perception of employees on leaders will result in decline in

the performance of the employees.
H0 – The negative perception of employees on leaders will not affect their of the
the performance of the employees
 From the above study it is proved that the negative perception of will result in
decline in their performance of the employees.

Page | 72
5) For,
H1 – The new leadership trends will alter how employees are managed
within the company.
H0 – The new leadership trends will not bring changes in how employees are
managed within the company.
 From the above study it is proved that the the new leadership trends will
not bring changes in how employees are managed within the company.

Page | 73
6: REFERENCES

BIBLIOGRAPHY:

1) Avolio, Bruce J. Leadership Development in Balance: Made/Born. Mahwah,

NJ: Erlbaum, 2005.

2) Vicere, Albert A., and Robert M. Fulmer. Leadership by Design. Boston: Harvard
Business School Press, 1998
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3) Jain, Vipin, Sh Sachin Gupta, K. Tara Shankar, and K. R. Bagaria. "A Study
on Leadership Management, Principles, Theories, and Educational
Management."

4) Dr.A.Jayakumar, Dr A. Jayakumar, and K. Kalaiselvi K.Kalaiselvi. "Leadership

in Management." Indian Journal of Applied Research 1, no. 11 (October 1, 2011

5) Benton, David. "Management and leadership." Nursing Standard 8, no. 29 (April

13, 1994)

Page | 74
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advantages-and-disadvantages/

22. https://www.economicsdiscussion.net/management/leadership/leadership-
styles-9-different-leadership-styles-with-advantages-and-
disadvantages/31541

23. https://smallbusiness.chron.com/advantages-disadvantages-leadership-
company-business-35547.html

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 7: APPENDIX.

QUESTIONNAIRE:

A Study on Employee Perception on Leadership Management and its Effectiveness

I am a student of Mumbai University, pursuing Bachelor in Management Studies (BMS)

with HR Specialization. I am currently doing a survey regarding “A study on employee
perception on leadership management and its effectiveness”. Please spend some of
your precious time by filling up this questionnaire. Your feedback will be kept
confidential. Your answers are valuable to my research. Thank you for your kind
cooperation.

Email

Age

 18-25
 25-35
 35-50
 Above 50

Gender

 Male
 Female
 Others

1) Designation

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2) How frequently do you receive recognition from your manager?

 Never
 Rarely
 Occasionally
 Often
 Always

3) How are the decision making skills of your manager?

 Very poor
 Poor
 Fair
 Good
 Excellent

4) Is your manager familiar with the problems faced by the employees?

 Not at all familiar

 Slightly familiar
 Moderately familiar
 Very familiar
 Extremely familiar

5) How often are your ideas, requests, and suggestions welcomed by the managers?*

 Never
 Rarely
 Occasionally
 Often
 Always

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 6) On the scale of 1- 5 how will you rate your manager’s ability to set clear
goals for the team?

 1 (Least)
 2
 3
 4
 5 (Highest)

7) How aware is your manager with the emerging trends in leadership

management?

 Not at all aware

 Slightly aware
 Moderately aware
 Very aware
 Extremely aware

8) How concerned is your manager related to the work life balance of the
employees?

 Very unconcerned
 Unconcerned
 Neutral
 Concerned
 Very concerned

9) On the scale of 1- 5 how much will you rate your manager’s ability to give timey
feedback?
 1 (Least)
 2
 3

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  4
 5 (Highest)

10) How often do you and your manager discuss about your career development in
the organisation?

 Never
 Occasionally
 Sometimes
 Often
 Frequent

11) How are the organisation’s targets set by the manager?

 Very poor
 Poor
 Fair
 Very good
 Excellent

12) How familiar is your manager with the conflicts in the organisation?

 Not at all familiar

 Slightly familiar
 Moderately familiar
 Very familiar
 Extremely familiar

13) On the scale of 1- 5 how much will you rate your manager’s technical ability to
lead the group?

 1 (Least)
 2

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  3
 4
 5 (Highest)

14) Is your manager aware of his responsibilities?

 Not at all aware

 Slightly aware
 Moderately aware
 Very aware
 Extremely aware

15) Does consistent one on one meetings with your manager help in improving your
performance?

 Strongly Disagree
 Disagree
 Neutral
 Agree
 Strongly Agree

Page | 81