In logistics sector Leadership practices are important as they provide structure, control, consistency, fairness. They also ensure compliance with employment legislation and inform employees of their responsibilities and the Company's expectations. A leader sets policy documents through his leadership and obtains that work from his subordinates. This report has focused the leadership approach which has been followed by SICHO Group. The theoretical basis of this paper is found in the contents of leadership styles, organizational culture and organizational commitment, and in the context of SICHO Group. In this framework, the aim of this study is to explo logistics industry (SICHO) in order gain competitive advantage by ensuring continuous performance of those employees. Moreover, this study aims to extend the leadership and organizational culture literatures through examining total effects of these variables. To reveal those relationships a survey is conducted on firms operating in logistics industry. The results and thoughts about that survey is presented in the following sections. SICHO Group have found the communicate values and expectations for how things are done at the organization. It keeps the SICHO in compliance with legislation and provide protection against employment claims. Document and implement best practices appropriate to the SICHO. Support consistent treatment of staff, fairness and transparency. It helps management to make decisions that are consistent, uniform and predictable. To support business strategy and, for smaller organizations, a desire to develop a more formal and consistent approach that will meet their needs as they grow.

1. Term paper on
Leadership Practice and Application: A Study of SICHO Group
Course Title: Business Leadership
Submitted to
Lt. Gen. (Retd) Sheikh Mamun Khaled, PhD
Professor,
Faculty of Business Studies
Bangladesh University of Professionals (BUP)
Submitted by
Md. Abdul Munem
ID: 2023033044
Batch 25, Section B,
Faculty of Business Studies
Bangladesh University of Professionals (BUP)
Date of Submission: 6 August, 202
Bangladesh University of Professional (BUP)

2. Executive Summary
In logistics sector Leadership practices are important as they provide structure, control,
consistency, fairness. They also ensure compliance with employment legislation and inform
employees of their responsibilities and the Company's expectations. A leader sets policy
documents through his leadership and obtains that work from his subordinates. This report has
focused the leadership approach which has been followed by SICHO Group.
The theoretical basis of this paper is found in the contents of leadership styles, organizational
culture and organizational commitment, and in the context of SICHO Group. In this framework,
the aim of this study is to explo logistics industry (SICHO) in order gain competitive advantage
by ensuring continuous performance of those employees. Moreover, this study aims to extend the
leadership and organizational culture literatures through examining total effects of these
variables. To reveal those relationships a survey is conducted on firms operating in logistics
industry. The results and thoughts about that survey is presented in the following sections.
SICHO Group have found the communicate values and expectations for how things are done at
the organization. It keeps the SICHO in compliance with legislation and provide protection
against employment claims. Document and implement best practices appropriate to the SICHO.
Support consistent treatment of staff, fairness and transparency. It helps management to make
decisions that are consistent, uniform and predictable. To support business strategy and, for
smaller organizations, a desire to develop a more formal and consistent approach that will meet
their needs as they grow.

3. 1
1.0 Introduction
Leadership is a significant component of the coordinating capacity of the board. Any place there
is a coordinated group of people working towards a common goal, a few sorts of Leadership
become necessary. Leadership hypothesis has been a significant space of study in the sociologies
field.
Leadership is portrayed as the capacity to impact and motivate the exhibition of people around
them with a functioning and unconstrained demeanor [1]
. Anyway leadership style speculations
are ordered into four regions [2]
: Trait hypothesis, Behavior hypothesis, Contingency hypothesis
and groundbreaking hypothesis. Groundbreaking hypothesis is depicted as an advanced authority
hypothesis. It was presented by [3]
and created by [4]
. It fights that a groundbreaking chief makes
dreams, acknowledges novel thoughts, settles on speedy choices, empowers participation, and
tries not to be over mindful [5]
. Besides it is accepted that leadership conduct that offices changes
as to specialized, political, and social angles is significant when associations exist in a unique
climate and exceptionally specialized climate [6]
.
Pioneers in open associations should be able to do expressly overseeing natural change while
simultaneously getting ready and fostering their group to deal with ecological change as well as
shifts to mission and bearing. This kind of administration expects people to can survey dangers
and openings both inside and outside and find ways to make the important authoritative energy
essential for activity [7]
. Specialists have noticed that the design of administrative associations
become more adaptable and participating to help financial modernization [8].
1. Jolson, Marvin A., Alan J., Dubinsky, Francis J., Yammarino, and Lucette B. Comer. 1993. “Transforming the Salesforce with Leadership”,
Sloan Management Review, Spring: p. 95-106. 2. Doyle, M.E. & Smith M.K. 2001. Classical Leadership. The encyclopedia of informal
education. Retrieved October 2012 fromhttp://www.infed.org/leadership/traditional_leadership.him 3. Burns, J.M. 1978. Leadership.
New York: Harper & Row. 4. Bass, B.M. 1985. Leadership and performance beyond expectations. New York, NY: Free Press. 5. Ekvall, G.,
Arvonen, J. 1991. Change-centered leadership: An extension of the two dimensional model. Scandinavian Journal of Management. 7:
p.17-26. 6. Hughes, G.D. 1990. “Managing high-tech product cycles,” Academy of Management Executive, 4(2): p. 44-55. 7. Prahalad,
C.K. and Bettis, R. 1988. “The dominant logic: A new link between diversity and performance,” Strategic Management Journal, 7: p. 485-
501. 8. Vallas, S.P. 2003. Why teamwork fails: Obstacks to workplace change in four manufacturing plants. American Sociological Review,
68: p. 223-250.doi: 10.2307/1519767.

4. 2
2.0 Company Profile
The Consortium of S.I. Chowdhury & Co. Ltd and Saiful Mainul & Co. Ltd hereinafter called as
“SICHO” represents the true meaning of Integrated Logistic Services covering the most reliable
logistics & transportation solutions through ‘Air, Sea and Land’. SICHO offer logistics solutions
to Domestic & International customers incorporating all ranges of shipping & supply chain
services by their high skilled professional team.
2.1 Operations of SICHO
Their operation team and management associates are organized with efficient and skilled hands
of leading C&F professionals, shipping experts & logistic specialists who have expertise and
very successful proven track record.
SICHO with continuous up gradation and diversity along with experiences in the field of
‘Custom Clearing & Forwarding’, ‘Supply Chain Management’, ‘Logistics Solutions’ Shipping
Needs and ‘Transportation Efficiency’ has been focused to link each and every of her client in a
fingertip on the technological advancement. The consortium leader S.I. Chowdhury & Co.
Limited (SICHO) came into existence in 1968 and over the years has transformed itself as one of
the brightest stars in the horizon of Clearing and Forwarding, Indenting, Transportation,
Shipping, Master Stevedoring and Logistic Business.
2.2 The Success Story
The story of SICHO is a story of success. Its strength lies in its vast experience acquired over the
years through successful completion of assignments of various Multinational Companies,
Government & Private Sector with local and foreign experts. It has fully succeeded in building
all classes of employees to the category of “high skilled” to cope with the challenge of modern
technique and changing business policy at home and abroad. It has been taking part in the
economic growth of the country by its humble contribution from the very beginning.
SICHO is proud to participate in the formulation of rules and regulations of the port and
customs. The company has earned the respect of all parties who are jointly sharing the
experience, technical know-how and views for management of business, nationally and

5. 3
internationally. It has excellent connection with the related regulatory houses of our country.
SICHO has successfully accomplished numerous assignments of reputed organizations.
Our solid experience for such jobs has been efficiently displayed in the execution of the first ever
biggest project of Jamuna Multipurpose Bridge of the Govt. of Bangladesh.
While work pressure became exorbitant by the end of last decade, the necessity to obtain a new
C&F license appeared very much imperative. As fulfillment of the demand, Saiful Mainul & Co.
Ltd. along with SICHO Builders & Engineers came into existence with a view to support the
extra work load of S.I. Chowdhury & Co. Ltd. Thus the consortium emerged and stand tall since
then while Saiful Mainul & Co. Ltd. undertakes the C&F work mostly and S.I. Chowdhury Co.
Ltd, being the major partner of the consortium contributes in
 Shipping & Forwarding for Sea & Air
 Port Handling
 C&F (Custom Clearing & Forwarding)
 Warehousing
 River-Transportation
 Road-Transportation
 Heavy Equipment Handling at Sites
By virtue of untiring and sincerest efforts, the consortium is by now rated as one of the fastest
C&F and Transportation Organization containing Road & Water communication network in and
outside the country. In other words the conglomerate is deliberate to extend its valued clients a
one stop solution to their entire project needs set aside the size and volume of works.

6. 4
2.3 Organogram of SICHO
Organogram Of SICHO
2.4 Mission
Facilitate commerce meeting Custom Clearance, logistics and transportation requirement with
innovation, integrity and intensity.
2.5 Vision
 Swift Custom clearance keeping the best interest of Client
 Consultancy on entire project needs
 Efficient Transportation and logistics solution with continuous innovation
 Rationalize service integrity with optimize cost
 Bring value to the transportation commitment
2.6 Leadership Approach at SICHO
SOCHO Group is one of the renowned logistic company. This organization have follow both
Transformational and Transactional Leadership.

7. 5
2.6.1 Transformational Leadership Style
Transformational leadership theory argues that leader could improve their effectiveness by
developing their understanding of differing principles that would influence follower as:
i. Charisma: a leader with charisma is one who can see where the organization wants to
go, develops a strong vision, instills pride, gains respect and trust, and can motivate others to
follow this or her feeling.
ii. Inspiration: the leader builds trust, keeps follower focused on the vision, uses symbols,
and works on bringing other follower on board who may not have agreed with the vision of the
organization.
iii. Intellectual stimulation: the leader usually takes the vision and finds the steps needed to
implement the vision while gathering the follower to follow this new path. The leader is one who
can see the picture with fewer details and who explore new ideas to arrive at the new vision.
iv. Individualized Consideration: the leader remains visible, give individual attention,
coach, advise, lead by example, encourage follower, and promote the vision to different groups.
Also, leader keeps the follower excited about where the organization is going and how they can
maintain their focus to achieve their goals.
2.6.2 Transactional Leadership
1. Contingent Reward, this style exchanges reward for effort and promote good
performance with reward and recognition.
2. Management-by-Exception (Active), this style looks at any deviation from the rule and
making correction to any changes as they arise.
3. Management-by-Exception (Passive), this style watches and only intervenes when
standard is not achieved.
3.0 Advantages
3.1 Transformational Leadership
 Transformational leadership lowers turnover costs.
 It is a leadership style which engages the full person.

8. 6
 Transformational leaders create and manage change.
 New corporate visions can be quickly formulated.
 Transformational leaders create enthusiasm.
 It encourages ongoing learning and development.
 Transformational leaders are excellent communicators.
 It quickly changes low-morale situations.
 Transformational leaders understand relationships.
3.2 Transactional Leadership
 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 reduces costs while improving productivity levels.
 It is a simple process to implement.
4.0 Disadvantages
4.1 Transformational Leadership
 Transformational leaders can develop negative outcomes.
 There must be continual communication available.
 It requires constant and consistent feedback.
 Transformational leaders need their followers to agree with them.
4.2 Transactional Leadership
 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.
 It places zero value on empathy.

9. 7
5.0 Conclusion
Transactional style has been the most practiced style of leadership. According to Maslow, every
individual has a hierarchy of needs ranging from physiological to self-actualization. A
transactional leader takes advantage of these hierarchical needs to present an exchange favor to
their subordinates. A transformational leader on the other hand takes advantage of the highest
need i.e. self-actualization need to influence their followers. So, is there a particular style of
leadership is more successful in an organization? Do leaders need to know their own style and do
followers need to know their leader’s style of leadership? Inmy opinion, both transformational
and transactional leaders are required at different positions and situations in an organization. A
leader at the higher level e.g. CEO of an SICHO Group needs to be a transformational leader to
encourage creativity and have a long term vision and goal. He can also inspire and retain good
employees of the organization. However, the head of security department needs to be a
transactional leader to execute daily operations effectively. Similarly, military needs to operate
on specific norms. It is often seen that a successful leader of an organization is not so successful
at another organization. This happens when a follower-centered leader joins a leader-centered
organization or vice-versa. Therefore, it is very important for the leaders to understand their own
leadership style and adjust or join organizations accordingly. Similarly, it is required by the
followers to understand the leadership style of their leaders. If an employee working in follower-
centered environment joins a leader-centered organization, his creative ideas would not be
valued there. In conclusion, I would like to say that a successful organization requires the right
mix of transformational and transactional leaders at different positions and intellectual and other
skilled employees in proper groups with appropriate leaders.