This thesis examines the impact of team leadership on organizational performance, moderated by organizational size. A survey was administered to 268 managers in Pakistan's telecommunications sector.
Results of normality tests and correlation analysis show that organizational size significantly moderates the relationship between all facets of team leadership (leadership styles, establishing team structure, decision making, managing conflict, building commitment, sharing information) and organizational performance (business performance, organizational effectiveness).
Correlation coefficients indicate team leadership has a strong, positive relationship with organizational performance. Additionally, organizational size positively correlates with both team leadership factors and organizational performance. This suggests organizational size plays a moderating role between team leadership and organizational performance.
The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
http://pgdmtopics.blogspot.in/
Contingency management (CM) is a type of clinical behavior analysis therapy which is most-widely used in the field of substance abuse.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
http://pgdmtopics.blogspot.in/
Contingency management (CM) is a type of clinical behavior analysis therapy which is most-widely used in the field of substance abuse.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
The Relationship between Leadership Style and Organizational Commitment at De...feleke2014
The aim of this study was to examine the relationship between leadership styles and organizational commitment at Defense University. In order to achieve the purpose of the study, a cross sectional survey design was used. The sample of the study consisted of 153 employees from 5 different colleges of Defense University. Both leaders and their subordinates were participated in the study. Two standardized questionnaires i.e. Multifactor Leadership Questionnaire which was developed by Bass and Avolio (1995) and Organizational Commitment Questionnaire developed by Allen and Meyer (1990) were used to gather data. Data were analyzed using both descriptive and inferential statistics. Descriptive statistics such as frequency counts, percentages, mean and standard deviations were used while inferential statistics such as t-test and a two tailed Pearson correlation were used. The t-test analysis showed that leaders and subordinates have different perceptions on leadership styles at Defense University. The two-tailed correlation analysis further revealed that there is a positive and significant relationship between transformational leadership behaviors and organizational commitment (affective commitment, continuance commitment and normative commitment) but the relationship was not strong. Transactional leadership behavior had a weak but significant and positive relationship with affective, continuance and normative commitments. For laissez-faire leadership style, the correlation analysis results indicated that there was no statistically significant correlation between laissez-faire leadership behavior and organizational commitment. From the results, it was possible to conclude that both transformational and transactional leadership behaviors were positively related with affective, continuance and normative commitments whereas laissez-fair leadership behavior had no relationship with organizational commitment at Defense University. Finally, the study recommended that both transformational and transactional leadership behaviors can play a major role in developing and improving affective, continuance and normative commitments at Defense University.
RESEARCH PROPOSAL MBA-HUMAN RESOURCE MANAGEMENT1. Project (re.docxronak56
RESEARCH PROPOSAL: MBA-HUMAN RESOURCE MANAGEMENT
1. Project (research topic) title
The title of this proposal is: "Effectiveness of Reward System and Appraisals System in increasing the Retention and Productivity of employees in Retail Sector"
2. Project (research topic) summary
In no more than 100 words, intelligible to a reader who is not a specialist in this field, summarize the aims, significance and expected outcomes of your proposed research.
Project summary:
Organizations and the business sectors use the system of appraisal to gauge the performance of the various employees. Moreover, rewarding of well-performing employees is a motivation to the employees. This project aims a studying the effective systems of appraisal and rewarding in the retail business. Effective appraisal systems ensure that there is progress in the organization. Effective appraisal systems are appreciated by the employees and are the basis of retaining good performing employees. The proposal aims at providing an understanding effectiveness of systems of rewarding and appraisal to the performance and retention of the employees.
3. Project (research topic) details
3.1 Introductory background
The human resource department plays an important role in ensuring that all units of a business are integrated. They do this by employee management; performing appraisals and rewarding of well-performing employees. Rewards appraisal is significant in raising the employee motivation and levels of performances (Hendry, 2012).
3.2 Research questions
The research question aims to answer the effects of rewarding and appraisal system in the business. The research questions include:
· What is the system of rewarding in the business?
· How is the appraisal system of the business like?
· The effects of the appraisal and rewarding system on the employees
· How do the employees react to the system of appraisal?
Hypothesis
H0: Effective appraisal and rewarding systems in a retail organization lead to employee retention in the retail organization.
H1: Effective appraisal and rewarding systems in a retail organization lead to increased employee productivity in the retail organization.
3.3 Aims/Objectives of the project
The following are the objects of the research.
· To have an understanding of the significance of the systems of appraisal and rewarding in the retail sector.
· To have an understanding of the impact of rewarding and appraisal system on employee productivity.
· To have an understanding of the employees the systems used to appraise and reward employees for their retention.
· To understand the importance of reward and appraisal systems in the retail organization.
· To understand the extent of employee retention through effective reward and appraisal system.
· To understand the increase in productivity that is related to reward and appraisal system.
3.4 Significance/Contribution to the discipline
In the organizations, the rewarding and appraisal systems hav ...
Testing Effects of Organizational LearningExample MGT600Prof.docxmattinsonjanel
Testing Effects of Organizational Learning
Example MGT600
Professor Dale Mancini PhD
Table on Context
Abstract
Introduction
Data gathered
Testing method
Hypothesis
Findings
Conclusion
References
Abstract
If outcomes are measured against a standard template to reveal quantitative results, and if outcomes are positive, learning departments say their efforts deliver productive programs – or so the thinking goes (Yeo, 2010).
Organizational learning has been on the rise in organizations and educational facilities over the past years. Organizations have taken to proving employees with e-learning courses that can be done during the course of the work day so as to keep employees abreast of the new policies and procedures. A great deal of educational facilities have adapted online courses and even full curriculums. With this ever growing phenomenon it was only logical that organizations would adapt to this learning method. It has been found to be less time consuming and more cost effective as employees are not taken away from the everyday work flow. The question now raised is just how effective this course of learning is on an individual and organization. Research has been done on this topic but has it proven to be effective or non-effective?
3
Introduction
Research is simply the process of finding solutions to a problem after a thorough study and analysis of the situational factors (Sekaran, 2009).
The process of research involves gathering data, analyzing and testing. This presentation will detail the steps taken in testing the proposed hypothesis “Can organizational learning be considered a predictor of effective strategic management.” A sample of 25 management staff ranging from Supervisors to Directors were given an e-learning course on strategic management skills. They were asked to rate there knowledge or conformability on the topic prior to the course and then rate their knowledge or conformability after. This presentation will show the results of the findings and determine whether they hypothesis stated was rejected or approved.
4
Gathering Data
Quantitative
Structured questions
True/False or Yes/No
Surveys
Qualitative
Specific questions
Open ended
Questionnaires
The process of gathering data for any given research is the second step in Sekaran’s research process. Sekaran has identified two sources for retrieving that information needed in a research study: primary and secondary data. Primary data is that which is obtained for the actual site of occurrences or events taken place. This form of data is generated from observation of events, people and objects or from administering questionnaires. Secondary data in contrast is information that is readily available about the topic or organization. The material is available through archives at the organization, via websites or prior research. Often times research may require both methods used.
As secondary data is very straight forward in how ...
Impact of motivational tools to increase organizational citizenship behavior ...Md Anas Mahmud
We work as a group to prepare our report. Our research title “impact of different organizational factors to increase organizational citizenship behavior activities among the employees on RMG sector in Bangladesh”
When started our research, many people interested to help. But later time, cost and other document face some problem. Like total employees, area wise factory etc. We analyzed what are the affect employees’ motivation. We see what the opportunities for improve employees’ motivation level and also follow factory controlling system. We also discuss how to clearly survey and improve employees’ happiness. At last we included some questions that the garments’ employees are asked this paper also include Research properly finish and submits time.
A Study of Performance Appraisal and Dimensions of Organizational climate in ...paperpublications3
Abstract: The business organizations are attaching great importance to human resource because human resources are the biggest source of competitive advantage and have the capability of converting all the other resources in to product / service. The effective performance of this human resource depends on the type of HRD climate that prevails in the organization, if it is good the employee’s performance will be high but if it is average or poor than the performance will be low. The study of performance appraisal and HRD climate is very important for all the organization and the banking sector is not an exception, especially in the present situation of financial recession. The present study is an attempt to find out the importance of performance appraisal and the types of HRD climate that is prevailing in ICICI Bank and Punjab National Bank. The Researcher has also tried to find out the difference in the perception of the employees regarding performance appraisal and HRD climate on the basis of age, qualification and work experience. The researcher collected the data from the employees of the officer cadre of ICICI Bank and Punjab National Bank through a structured questionnaire. The data were analyzed using several statistical tools such as Chi-square test, Z test, Percentage, T test. The result shown that the HRD climate in ICICI Bank is better than the Punjab National Bank. The perception of the employees regarding appraisal system helps in identifying training needs do not differs significantly on the basis of work experience but it differs significantly on the basis of age and qualifications .The perception of the employees regarding kinds of appraisal preferred do not differs significantly on the basis of age and work experience but it differs significantly on the basis of qualifications.
Keyword:Appraisal system and HRD climate in ICICI Bank and PNB and employee’s satisfaction.
EMPLOYEES VIEW ON PERFORMANCE APPRAISAL PROCESS AND ITS EFFECT ON WORK ATTITU...paperpublications3
Abstract: Performance appraisal is a means of evaluating employees’ current past performance standards set by the organization. The purpose of the study was to establish the employees’ views on performance appraisal process and its effect on work attitude in Kenya seed Company Limited. Stratified random sampling technique was used to select the 71 employees. The data collected from the field was analyzed using descriptive statistics. The results were then presented in tables, pie charts and bar graphs. On overall, the study found out that performance appraisal if carried out as a matter of routine improves the work performance in the organization. It was recommended that the management should continue embracing performance appraisal and employees to get more information on the standards against which they are being rated.
Evaluation of employee performance is an important element in enhancing the quality of the work and
improves employees’ motivation to perform well. It also presents a basis for upgrading and enhancing of
an organization. Periodical employees’ performance evaluation in an organization assists management to
recognize its strengths and weaknesses.
This paper presents a design and implementation of a performance appraisal system using the fuzzy logic.
In addition to the normal process of performance evaluation modules, the system contains step by step
inference engine processes. These processes demonstrate several calculation details in relations
composition and aggregation methods such as min operator, algebraic product, sup-min and sup-product.
The system has foundation to add-on analysis module to analyze and report the final result using various
similarity measures. MS Access database was used to maintain the data, build the inference logic and
develop all setting user interfaces.
How we react the things? How we perceive the situations? Who we are actually? What characteristics we possess? this lecture will tell you all these questions and many more.
education is the preliminary part of any nation. biggest problem of Pakistani nation is unawareness about how education can significantly improve their growth.....this is main theme behind this lecture...although its adapted yet very good for you all ....because improvement always exist in the society.
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
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Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
StarCompliance is a leading firm specializing in the recovery of stolen cryptocurrency. Our comprehensive services are designed to assist individuals and organizations in navigating the complex process of fraud reporting, investigation, and fund recovery. We combine cutting-edge technology with expert legal support to provide a robust solution for victims of crypto theft.
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We guide you through the process of filing a valid police report. Our support team provides detailed instructions on which police department to contact and helps you complete the necessary paperwork within the critical 72-hour window.
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Our team of experienced lawyers can initiate lawsuits on your behalf and represent you in various jurisdictions around the world. They work diligently to recover your stolen funds and ensure that justice is served.
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Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
3. Research Thesis
11/30/2014
The Impact of Team Leadership on
Organizational Performance;
Moderated by the Organizational Size
3
4. 4 11/30/2014
Acknowledgement
I am very much thankful to my supervisor; whose
guideline became fruitful for me. Thankful to the
faculty members of NUML, Islamabad provided me
the opportunity for Research.
Special Thanks to Ex-Dean, Dr. Rasheed Ahmad
Khan, to whom I had 2 intensive sessions on this
research.
5. Dedication
5 11/30/2014
This Research Thesis is dedicated to my
supervisor (Dr. Hina Rehman, my family,
my friends) always supported me in my
educational career.
6. 6 11/30/2014
Content of the Presentation
Chapter 1 = Introduction
Chapter 2 = Literature Review
Chapter 3 = Research Methodology
Chapter 4 = Results & Analysis
Chapter 5 = Conclusion & Recommendations
7. 7 11/30/2014
Abstract
The present study aims to analyze the role of Organizational Size a
Team Leadership and Organizational Performance. A purposive sample of
268 managers from telecommunication sector of Pakistan participates in the
current study. The age range of managers is 25 to 60 years (57 F, 211 M).
Normality Test and Correlation model demonstrates organizational size
significantly moderating the relationship between team leadership and
organizational performance. This research study reveals that organizational
size significantly moderates the relationship between all facets of team
leadership (Leadership Styles, Team Leadership, Establishing Team
Structure, Decision Making, Managing Conflict, Building Commitment and
Sharing Information) and organizational performance (Business Performance
and Organizational Effectiveness). The result exhibits positive and
significant impact of team leadership on organizational performance.
Response measures on 5 point Likert scale and close-ended poll as
research instrument. Two stage non- proportionate inspecting is utilized for
information gathering.
Magic words: Team Leadership, Leadership Style, Establishing
Team Structure, Decision Making, Managing Conflict, Building
Commitment, Sharing Information, Organizational Performance,
Organizational Size.
8. 8 11/30/2014
Chapter 1 = Introduction
The most popular method of increasing the capacity to
work of employees is teams.
A Real team is never a leaderless.
Different leadership styles follow in different situations.
Team leader’s ability to develop that focus on
gathering, estimations & feeling of a mission.
Leader’s ability to make the right decision at the right
time to achieve the desired goal.
Leader’s ability to tackle the conflict among the team
members.
Building Commitment & Sharing Information among the
team members id key responsibility of team Leader.
9. 9 11/30/2014
1.1. Problem Statement
On the basis of the study, this
research is to find out the impact
of team leadership on organizational
performance; moderate by the
organizational size. Presently it is a
need of time; Corporations ought to
give initiative in teams to upgrade the
human asset competencies.
10. 10 11/30/2014
1.2. Objective of the study
The objectives of the research conversed below
To investigate that Team Leadership has
significant impact on Organizational Performance.
To find out the moderating effect of
Organizational Size on team leadership and
Organizational Performance.
11. 11 11/30/2014
1.3. Significance of the Research
This research is helpful for the top, middle and senior
supervisors of the small, medium and large
organizations. Categorized Performance, respect
size and team administration are key focuses at
the feeling of organization theory. An extensive
variety of writing is needed of the way that team
leadership has an effect on hierarchical execution.
Despite the fact that the past writing did not
indicate the impact of leadership size as a
paramount variable in joining the team authority
and organizational performance. In this way,
momentum exploration is centering the part of
organizational size as directing variable between
team initiative and Organizational Performance.
12. 1.4. Hypotheses
12 11/30/2014
Current research is determined through the following hypotheses:
H1: Team leadership has a positive impact on organizational
performance.
H2: Organizational size moderates the relationship between
leadership styles and organizational performance.
H2a: Organizational size moderates the relationship between
establishing team structure and organizational performance.
H2b: Organizational size moderates the relationship between
decision making and organizational performance.
H2c: Organizational size moderates the relationship between
managing conflict and organizational performance.
H2d: Organizational size moderates the relationship between
building commitment and organizational performance.
H2e: Organizational size moderates the relationship between
sharing information and organizational performance.
13. 13 11/30/2014
1.5. Research Questions
Does the Team Leadership influence the
Organizational Performance?
Is there any relationship between analytical
performance and business performance?
Is there any relationship between Organizational
Performance and financial performance?
How organizational performance can be improved
through its business and financial performance?
14. 14 11/30/2014
Theoretical Framework
Team leadership
Leadership Styles (LS)
Establishing Team Structure
Decision Making (DM)
Managing Conflict (MC)
Building Commitment (BC)
Sharing Information (SI)
Organizational
performance
Business performance
Efficiency effectiveness
Organizational size
Number of employee
16. 3.1. Sample Size
16 11/30/2014
This research conducts on employees of middle
level management of telecom sector because
the top level management always involved in
strategic planning. It becomes difficult to
access them so middle level management is
the right population for this survey. Telecom
sector reflects the leading industry of Pakistan. It is
because the team leadership activities are mostly
being performed in this sector. 300
questionnaires are distributed for the current
research among the middle managers, but 268
managers respond properly.
17. 17 11/30/2014
3.2. Sample Frame
Four Small organizations (Netcom, NAYA Tel, SIT & Tele
sys), three Medium organizations
(Warid, ZTE Pakistan & Ministry of IT and Telecom) & four
Large organizations (Mobilink, PTCL, UFone & Telenore)
contributes in the field Survey. Telecom sector has
positive impact on the economy of Pakistan. In 2007
sector grew by 80%, for the last 7 years growth
rate is over 100%. Around 63% of the general public
believes that telecom sector is being taxed rather
heavily. At the end of 2013 total amount contributed in
Pakistan’s economy by the telecom sector was 150
million. At the end of June, current year it was increased
to 167 million. In last 6 years telecom sector
contributed to 14 billion in the FDI. Moreover, it is
contributing heavily in GDP of Pakistan to 3.2% of total 7%.
18. 18 11/30/2014
3.3. Research Design
3.4. Research Instrument
The Instrument that used is “Structured Close-
Ended Questionnaire” using 5 points likert scales
ranging from Strongly Disagree to Strongly Agree.
19. 19 11/30/2014
3.5. Sampling Design
“Two Stage Non -Probability Sampling” is used for
data collection. First Stage – Non-Proportioning
Stratified Sampling and in the Second Stage -
Convenience Sampling
Non-Proportioning Stratified Sampling
In the first stage, stratified sampling is used.
Generally fixed quota from each sub organization is
selected. 20% data is gathered from small organizations,
30% of the data is gathered from medium organizations
and rest 50% data is collected from large organizations.
Convenience Sampling
In the second stage convenience sampling is
used, data is gathered from the conveniently available
middle level employees of the telecom sector.
20. 20 11/30/2014
3.6. Statistical Tools
After conducting the field survey, the responses are
analyzed through Normality Tests and
Correlation Analysis. First normality test is used which
tells us about the normality of the data, also skewness
and kurtosis. Than correlation analysis is used which
determines the reliability of the results.
Correlations
Correlation is used for the relationship between two or
more variables. Correlation coefficient (beta) range is
starting from -1 to +1. The -1 and +1 coefficients tell
us about the perfect 86 negative or perfect positive
relationship between the variables. Zero value shows the
absence of correlation. Pearson r is a commonly used
measurement of beta.
21. 21 11/30/2014
Chapter 4 (Data & Analysis)
Pilot Study
Team Leadership Organizational Performance
Cronba
N of
ch's
Items
Alpha
.935 32
Cronbach's
Alpha
N of
Items
.888 20
Results are indicated in the table for team authority
unwavering quality worth is .936 0f 32 things. For
organizational performance the unwavering quality
qualities are .888 of 20 things. So from the above
values shows that the questionnaire is reliable and is
measuring what the researcher tend to measure.
22. 22 11/30/2014
Reliability Analysis
Team Leadership Organizational Performance
Cronbach'
s
Alpha
N of
Items
.922 36
Cronbach's
Alpha
N of
Items
.872 20
Results indicates that the reliability value of team leadership α =
.922 0f 36 items and for organizational performance value of α =
.872, which shows questionnaire is highly reliable for research
purpose. After reliability analysis, Normality analysis is conducted
to ensure that the data gathered is normal. Normality Test is
conducted in both methods: numerically and graphically.
23. 23 11/30/2014
Test for Normality (T. leadership)
Gender Kolmogorov-Smirnova Shapiro-Wilk
Statistic Df Sig. Statistic Df Sig.
Leadership Style Male .086 211 .001 .977 211 .002
Female .122 57 .034 .972 57 .210
Team Leadership Male .123 211 .000 .961 211 .000
Female .157 57 .001 .948 57 .017
Establishing Team
Structure
Male .104 211 .000 .975 211 .001
Female .119 57 .043 .962 57 .074
Decision Making Male .152 211 .000 .954 211 .000
Female .141 57 .006 .950 57 .019
Building
Commitment
Male .132 211 .000 .962 211 .000
Female .113 57 .069 .955 57 .033
Managing
Conflict
Male .096 211 .000 .978 211 .002
Female .082 57 .200* .975 57 .275
Sharing
Information
Male .152 211 .000 .960 211 .000
Female .115 57 .057 .952 57 .025
a. Lilliefors Significance Correction
*. This is a lower bound of the true significance.
24. 24 11/30/2014
The above table shows the results of significance of
K-S & S-W tests for the independent variable
elements. Leadership Style results are .001 and .002
for male, .034 and .210 for female. Same as other
elements establishing team structure are .000 and
.001 for male, for female .043 and .074. Decision
Making results are .000 and .000 for male, for female
.006 and .019. Building Commitment results are .000
and .000 for male, .069 and .033 for female. As the
results of significance of Managing Conflict .000 and
.002 for male, .200 and .275 for female. Significance
values are .000 and .000 for male, for female .057
and .025.
25. 25 11/30/2014
Test for Normality (Org. Size)
Tests of Normality (Table 4. 6. 3.)
Gend
er
Kolmogorov-
Smirnova
Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
Df Sig.
organizati
onal size
Male .159 211 .000 .929 211 .000
Femal
.154 57 .002 .921 57 .001
e
a. Lilliefors Significance
Correction
Above table shows that the significance results of moderating
variable, organizational size are .000 and .000 for male, for
female is .002 and .001 values of K-S & S-W tests.
26. 26 11/30/2014
Test for Normality (Org. Performance)
(Table 4. 8. 3.)
gender Kolmogorov-Smirnova Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
Df Sig.
Organizational
Performance
Male .102 211 .000 .971 211 .000
female .074 57 .200* .972 57 .208
Business
Performance
Male .084 211 .001 .980 211 .004
female .102 57 .200* .969 57 .158
org. effectiveness Male .083 211 .001 .978 211 .002
female .087 57 .200* .971 57 .186
a. Lilliefors Significance Correction
*
. This is a lower bound of the true
significance.
27. 27 11/30/2014
Above table shows the significance
values for dependent variable,
organizational performance. The values
are .000 and .000 for male, .200 and .208
for female. Element of business
performance, results are .001 and .004
for female values are .200 and .158 for
female. Organizational effectiveness
values are .001 and .002 for male, values
are .200 and .186 for female.
28. 28 11/30/2014
Correlation Statistics
H1: Team Leadership has positive impact on Organizational
Performance.
Correlations (4. 11. 1.)
Team Leadership Organizational
Performance
Team
Leadership
Pearson
Correlation
1 .906**
Sig. (2-
tailed)
.000
N 268 268
Organizational
Performance
Pearson
Correlation
.906** 1
Sig. (2-
tailed)
.000
N 268 268
**. Correlation is significant at the 0.01 level (2-
tailed).
29. 29 11/30/2014
For checking the impact of Team
Leadership on Organizational
Performance Correlation Analysis is used.
Results shown above in the that r = .906
and p = .000 which shows that there is
statistically significant positive (perfect)
relationship between team leadership and
organizational performance.
30. 30 11/30/2014
H2: Organizational Size moderates the
relationship between Leadership Styles and
Organizational Performance.
For checking the moderation effect of organizational size on
leadership style and organizational performance correlation
analysis is used. Firstly, leadership style and organizational
size correlation analysis is conducted. It is shown table that r
=.388 and p = .000 which shows that there is statistically
significant positive relationship between leadership styles &
organizational performance. Secondly, for organizational
size and organizational performance, results shown where r
= .411 and p = .000. Hence, there is positive relationship
between leadership styles, organizational size &
organizational performance.
31. 31 11/30/2014
H2a: Organizational size moderates the
relationship between Establishing Team
Structure and organizational performance.
For checking the moderating effect of organizational size
on establishing team structure & organizational
performance. Correlation analysis is used. Firstly,
establishing team structure & organizational size
correlation analysis is conducted. It is shown in table that r
= .388 and p = .000 which shows that there is statistically
significant positive relationship between establishing
team structure & organizational size. Secondly, for
organizational size and organizational performance,
results shown in table where r = .411 and p = .000. Hence,
there is positive relationship among establishing team
structure, organizational size & organizational
performance.
32. 32 11/30/2014
H2b: Organizational Size moderates the
relationship between Decision Making and
Organizational Performance.
For checking the moderating effect of
organizational size on decision making &
organizational performance. Correlation analysis is
used. Firstly, decision making & organizational size
correlation analysis is conducted. It is shown in table
that r = .385 and p = .000 which shows that there is
statistically significant positive relationship between
decision making & organizational size. Secondly, for
organizational size and organizational performance,
results shown in table where r = .411 and p = .000.
Hence, there is positive relationship among
establishing team structure, organizational size &
organizational performance.
33. 33 11/30/2014
H2c: Organizational Size moderates the
relationship between Managing Conflict and
Organizational Performance.
For checking the moderating effect of
organizational size on managing conflict &
organizational performance. Correlation analysis is
used. Firstly, managing conflict & organizational size
correlation analysis is conducted. It is shown in table
that r = .394 and p = .000which shows that there is
statistically significant positive relationship between
managing conflict & organizational size. Secondly,
for organizational size and organizational
performance, results shown in table where r = .404
and p = .000. Hence, there is positive relationship
among managing conflict, organizational size &
organizational performance.
34. 34 11/30/2014
H2d: Organizational Size moderates the
relationship between Building Commitment
and Organizational Performance.
For checking the moderating effect of organizational size
on building commitment & organizational performance.
correlation analysis is used. Firstly, building commitment &
organizational size correlation analysis is conducted. It is
shown in table that r = .367 and p = .000 which shows that
there is statistically significant positive relationship
between building commitment & organizational size.
Secondly, for organizational size and organizational
performance, results shown in table where r = .411 and p
= .000. Hence, there is positive relationship among
building commitment, organizational size &
organizational performance.
35. 35 11/30/2014
H2e: Organizational Size moderates the
relationship between Sharing Information and
Organizational Performance.
For checking the moderating effect of organizational
size on sharing information & organizational
performance. Correlation analysis is used. Firstly,
sharing information & organizational size correlation
analysis is conducted. It is shown in table that r = .444
and p = .000 which shows that there is statistically
significant positive relationship between sharing
information & organizational size. Secondly, for
organizational size and organizational performance,
results shown in table where r = .411 and p = .000.
Hence, there is positive relationship among sharing
information, organizational size & organizational
performance.
36. 36 11/30/2014
Inter-correlation Matrix
Correlations (Table 4. 11. 14.)
Team
Leadershi
p
Organization
al Size
Organization
al
Performance
Team
Leadership
Pearson
Correlation 1 .423** .906**
Sig. (2-tailed) .000 .000
N 268 268 268
Organizational
Size
Pearson
Correlation .423**
1
.411**
Sig. (2-tailed) .000 .000
N 268 268 268
Organizational
Performance
Pearson
Correlation .906** .411** 1
Sig. (2-tailed) .000 .000
N 268 268 268
**. Correlation is significant at the 0.01
level (2-tailed).
37. 37 11/30/2014
By checking all three variables Team Leadership
(IDV), Organizational Size (MODV), and
Organizational Performance (Dependent Variable,
results shows in table values of Pearson correlation r
= 1 for Team Leadership, r = .423 organizational size
and r = .906 for the organizational performance.
Which indicate that there is significant positive
(perfect) impact of team leadership on
organizational performance. It also shows that
organization size plays moderating effect between
both independent variable team leadership and
dependent variable organizational performance.
38. Chapter 5
5.1 Discussion
38 11/30/2014
H1: Team leadership has positive impact on
organizational performance. The finding
of this study is aligned with Bass (1990), Follett (1926),
Morgeson, Amid & Belli (2002), Shone (2002), Gutheri
(1994), Lills (2004), Karam (2009), Carson, Morrne (2007)
& Wang et al (2010) these research studies explain that
there is positive impact of team leadership on
organizational performance. The findings of the current
study also elaborates the reliability analysis are put in
here with the key results as r = .906 and p = .000. This
indicates that our findings come true to the previous
findings. Team leadership elements always have a
positive perfect impact on organizational performance.
39. 39 11/30/2014
H2: Organizational sizes moderate the
relationship between leadership style
and organizational performance.
For checking the moderating effect of organizational size
between leadership styles and the organizational performance,
the current research r = .388 & p = .000 is aligned with the
previous research of Burns (1978) , House (1977), Rost (1900),
Kanter (1989) & Meindle (1988), Marks, Zaccaro, & Mathieu
(2000), Bala, Halam, Shirivastave & Karishna (2007) shown in the
previous studies that leadership style have strong positive impact
on organizational performance. The current results also provide
quick and concerning results regarding the impact of leadership
style on the organizational performance. Variety in the leadership
style aspects played a vital role in the perfect positive impact of
leadership style. Attributes of leadership style like charisma,
individual concern to the tasks and the pragmatic view of the
leadership those are concern with the view of leadership theory
either transformational or transactional leadership come into the
practice.
40. 40 11/30/2014
H2a: organizational size moderates the
relationship between establishing team
structure and organizational performance.
Previous research is aligned with current research for team
structure and organizational performance. It is viewed by
Pielstic (2000), Barry (1991), Mohrman & Cohen (1995),
Machan, Chawo & Balis (1996) in the previous researches
shown as team structure is the magic that binds a powerful
method guaranteeing patient wellbeing and decreasing
therapeutic, considering the learning, execution, and
disposition of medicinal allies that shows there is positive
impact of establishing team structure on organizational
performance. Bass (1998), Judge, Piccolo (2004) & Mehara et
al. (2006) this also shows strong positive impact of
establishing team structure on organizational performance.
The results or findings come true and relate to the previous
studies. Reliability analysis of the current factor of establishing
team structure is very much reliable as the values identified
here r = .388 and p = .000
41. 41 11/30/2014
H2b: organizational size moderates the
relationship between decision making and
organizational performance.
David & Schweigr (1994), Amason (1996),
Abdul & Rasheed (1997) & Rehman (2011),
previous research is aligned with current
study, the findings r = .385 and p = .000
shows that there is positive impact of
decision making on organizational
performance.
42. 42 11/30/2014
H2c: organizational size moderates the
relationship between managing conflict and
organizational performance.
Aligning the previous research with
current study of managing conflict on
organizational performance. Alessandra
(1993), Kim Min & Cha (1999), Brickman
(1996) & Hiller et al. (2006). Current results
r = .394 and p= .000 shows that there is
significant positive relationship between
managing conflict on organizational
performance.
43. 43 11/30/2014
H2d: organizational size moderates the
relationship between building commitment
and organizational performance.
Previous research is aligned with the current
research on building commitment on
organizational performance. It is cited by
Vermeulen (2003), Moreland & Barb (2003),
Taggar (2002), Vivette (2001) Jiang & Jing (2003)
& Klein et al. (2006). Results find shows r = .367 &
p = .000 which shows that there is strong positive
impact of building commitment on
organizational performance.
44. 44 11/30/2014
H2e: organizational size moderates the
relationship between sharing information on
organizational performance.
Previous study Henry (1995), Jehn & Shah
(1997), Jessica & Leslie (2009), current
results r = .444 and p = .000 shows that
there is strong positive impact of sharing
information on organizational
performance.
45. 45 11/30/2014
5.2. Direction of Future Research
Researcher's effort to demonstrate that the relationship
exist around Organization Size, Team Initiative and
Hierarchical Execution boundaries with in
Telecommunication part.
The study upgrades creative path for the exploration of
administration by opening up a database on the
significance of Organization Size, Team Initiative and
Authoritative Execution Exercises.
This research exertion opens new degree in
Organization Size, Team Initiative and Hierarchical
Execution think about the related and joined on their
exercises as HR analyst further examined with honor.
This study is likewise useful for team leaders openly and
private areas organization to anticipate methods in
choice making, strategy making and execution
systems.
46. 46 11/30/2014
5.3 Limitation of the study
Important restrictions with respect to the effects of
this exploration study are taking after:
We have chosen the specimen through non
Likelihood advantageous testing and the
demographic variables, for example, sex,
conjugal status, age, occupation encounters and
instructive capability are not considered to make
this examination an exceptionally point by point
one.
Telecommunication part is the focused on region
of study in exploration.
The strategy utilized for creating information, shut
surveys, center gathering dialog, Delphi method,
in-profundity meetings and it.
47. 47 11/30/2014
5.4 Course of future Research
Future examination ought to look for extra team initiative variables
beginning better example to raise the measurable dissection
power. Least information show deficient or dull side of picture yet
most extreme show respectable quality of examination.
This research exertion serves to create the graphical model for
delineating the relationship around Team authority, Choice making,
Critical thinking, team structures and hierarchical execution. It
likewise distinguishes control of authoritative Size boundaries to the
relationship of Hierarchical execution, business execution,
Authoritative adequacy, least crowd recommend, push the
example size of noteworthy studies. Suggestions for the future
examination work is for the intriguing analyst and designer is to form
the new model for the Team administration relationship not just
Telecom, Keeping money parts, include more organizations too.
48. 5.5 Conclusion
48 11/30/2014
Conclusion recognized those variables which affect
Team Leadership and likewise acknowledged more
three variables. Telecom chiefs' reaction indicated
team leadership style is the most influential variable to
Team Leadership Exercises although choice making
can likewise assume an essential part to team initiative
Exercises. To spot into a nutshell it is closed in the
brightening of theories that team administration is
emphatically connected with authoritative execution
directed by organizational size. There exists critical
moderate positive affiliation between Team Authority
and hierarchical execution Exercises while an alternate
speculation tells that administration styles has positive
effect on authoritative Execution. Results r = .906 tells
that its effect is sure or positive or perfect in general
telecom.