This thesis examines the impact of team leadership on organizational performance, moderated by organizational size. The author conducted a survey of 268 managers in Pakistan's telecommunications sector. Statistical analysis showed organizational size significantly moderates the relationship between facets of team leadership (leadership styles, team structure, decision making, conflict management, commitment, information sharing) and organizational performance. The results provide evidence that team leadership positively impacts organizational performance.
Absenteeism is the term generally used to refer to unscheduled employee absences from the workplace. Many causes of absenteeism are legitimate—personal illness or family issues, for example—but absenteeism can also be traced to factors such as a poor work environment or workers who lack commitment to their jobs. If such absences become excessive, they can adversely impact the operations and, ultimately, the profitability of a business.
Absenteeism is the term generally used to refer to unscheduled employee absences from the workplace. Many causes of absenteeism are legitimate—personal illness or family issues, for example—but absenteeism can also be traced to factors such as a poor work environment or workers who lack commitment to their jobs. If such absences become excessive, they can adversely impact the operations and, ultimately, the profitability of a business.
10 Strategies for Building a Talent Pool That Makes Recruiting EasyHuman Capital Media
There’s no doubt about it. Competition for top talent is fierce these days. So the question is what can you do to entice the best and brightest professionals to seek out your company? Today’s smart employers are ever vigilant (and diligent) in developing talent pools and pipelines by employing both offensive and defensive recruitment strategies.
How successful are your recruitment strategies? Although your current efforts to find the best candidates might be yielding some good results, maybe it’s time to consider some other creative and progressive techniques designed to engage the interest and passion of your target populations.
Interested in discovering the best methods of cultivating interest from passive candidates who are not currently looking for new opportunities? Curious about how you can get industry superstars to stand in line and wait for vacancies in your company? Join us for this webinar!
In this session, Dr. Chris Lee will explore 10 proactive strategies that recruiters and HR managers can use to gain an advantage in the war for talent. Dr. Lee will discuss how your recruitment tactics, social media presence, employment brand, as well as training and development policies should be integrated into a larger talent management system. You’ll come away with valuable knowledge on how to develop talent pools that give you access to the best candidates before vacancies even occur.
In this webinar, you’ll learn how to:
Develop and employ talent pools to help organizations meet their strategic workforce planning objectives
Refine and tailor recruiting techniques that can organically populate your talent pools
Develop a social media strategy that supports talent pool engagement
Use best practices/state-of-the- art talent pool management techniques
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
Strategic human resource management includes the development and implementation of
HR strategies. These strategies are integrated with business strategies and enable the
organization to achieve its business goals. In other words SHRM is the process of integrating human resource function with the strategic objectives of the organization in order to achieve organizational goals. Human resources are the real capital of the organization as it not only help in achieving organizational goals but also provide innovative ideas which can change the entire business process. In order to achieve its objectives an organization has to take optimum utilization of its human resources by framing strong human resource management strategies.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Technostructural interventions focus on improving the organizational effectiveness and human development by focusing on technology and structure. These interventions are rooted in the fields of engineering, sociology, and psychology, combined with socio-technical systems and job analysis and design. These types of interventions rely on a deficit based approach; the idea is to find problems to solve. According to Cummings and Worley (2001) technostructural approaches focus on improving an organization’s technology (for example, task methods and job design) and structure (for example division of labor and hierarchy)” (p. 104). Kormanik (2005) includes as technostructural interventions the following: organizational structure, organization systems, business process redesign, space and physical settings, socio-technical systems, change management, job design / enrichment, competency-based management, knowledge management and organizational learning.
Organizations do not exist in a vacuum. They are constantly being affected by external forces which determine an organization’s effectiveness and performance. Therefore, it is imperative for the management of any organization to examine components of their firm’s external and internal environments to understand the dynamic and far-reaching changes that are occurring. This presentation focuses on the environmental factors that companies need to analyze for developing strategic options.
At the end of this tutorial students should be able to:
Understand the importance of the influencing forces with in an organization’s environment .
Describe the general and task environments.
Like many people management issues, our ability to manage absence effectively is enhanced by accurate, timely and accessible information. This report aims to provide line and Human Resources managers with some tools and techniques to help them quantify, monitor and manage the problem absenteeism.
10 Strategies for Building a Talent Pool That Makes Recruiting EasyHuman Capital Media
There’s no doubt about it. Competition for top talent is fierce these days. So the question is what can you do to entice the best and brightest professionals to seek out your company? Today’s smart employers are ever vigilant (and diligent) in developing talent pools and pipelines by employing both offensive and defensive recruitment strategies.
How successful are your recruitment strategies? Although your current efforts to find the best candidates might be yielding some good results, maybe it’s time to consider some other creative and progressive techniques designed to engage the interest and passion of your target populations.
Interested in discovering the best methods of cultivating interest from passive candidates who are not currently looking for new opportunities? Curious about how you can get industry superstars to stand in line and wait for vacancies in your company? Join us for this webinar!
In this session, Dr. Chris Lee will explore 10 proactive strategies that recruiters and HR managers can use to gain an advantage in the war for talent. Dr. Lee will discuss how your recruitment tactics, social media presence, employment brand, as well as training and development policies should be integrated into a larger talent management system. You’ll come away with valuable knowledge on how to develop talent pools that give you access to the best candidates before vacancies even occur.
In this webinar, you’ll learn how to:
Develop and employ talent pools to help organizations meet their strategic workforce planning objectives
Refine and tailor recruiting techniques that can organically populate your talent pools
Develop a social media strategy that supports talent pool engagement
Use best practices/state-of-the- art talent pool management techniques
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
Strategic human resource management includes the development and implementation of
HR strategies. These strategies are integrated with business strategies and enable the
organization to achieve its business goals. In other words SHRM is the process of integrating human resource function with the strategic objectives of the organization in order to achieve organizational goals. Human resources are the real capital of the organization as it not only help in achieving organizational goals but also provide innovative ideas which can change the entire business process. In order to achieve its objectives an organization has to take optimum utilization of its human resources by framing strong human resource management strategies.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Technostructural interventions focus on improving the organizational effectiveness and human development by focusing on technology and structure. These interventions are rooted in the fields of engineering, sociology, and psychology, combined with socio-technical systems and job analysis and design. These types of interventions rely on a deficit based approach; the idea is to find problems to solve. According to Cummings and Worley (2001) technostructural approaches focus on improving an organization’s technology (for example, task methods and job design) and structure (for example division of labor and hierarchy)” (p. 104). Kormanik (2005) includes as technostructural interventions the following: organizational structure, organization systems, business process redesign, space and physical settings, socio-technical systems, change management, job design / enrichment, competency-based management, knowledge management and organizational learning.
Organizations do not exist in a vacuum. They are constantly being affected by external forces which determine an organization’s effectiveness and performance. Therefore, it is imperative for the management of any organization to examine components of their firm’s external and internal environments to understand the dynamic and far-reaching changes that are occurring. This presentation focuses on the environmental factors that companies need to analyze for developing strategic options.
At the end of this tutorial students should be able to:
Understand the importance of the influencing forces with in an organization’s environment .
Describe the general and task environments.
Like many people management issues, our ability to manage absence effectively is enhanced by accurate, timely and accessible information. This report aims to provide line and Human Resources managers with some tools and techniques to help them quantify, monitor and manage the problem absenteeism.
Term ProjectMGT 4478 Managing in a Global EnvironmentTroy.docxmehek4
Term Project
MGT 4478: Managing in a Global Environment
Troy University
Section Two; Socio-cultural Analysis:
Your organization has reviewed your country study and has decided to go with your recommendation for their initial international expansion. A complete a socio-cultural analysis needs to be completed to determine the entry strategy, financing, human resource needs, suppliers, marketing, pricing and distribution, and organizational structure.
Assignment Criteria:
Write a report (2 – 4 pages, font 12) outlining the socio-cultural factors and discuss any cross-cultural issues that will need to be considered, addressed and understood into for a successful international expansion. You need to use at least three outside sources to complete this assignment. PLEASE remember to cite all your sources; proper citation of your sources is a requirement for this course.
Please support all recommendations with sound reasoning and research.
Your report needs to include but not limited to:
· Demographic Trends
· Population growth
· Age structure & median age
· Life expectancy
· Literacy
· Cultural Analysis
· Language
· Customs and Norms
· Traditions
· Social Institutions
· Where does the country lie within Hofstede’s dimensions
· Family structure
· Religious structure
· Labor organizations
· Informal Trade Barriers
· Barriers that are created by social and cultural factors
· Communication styles
· Negotiating tactics
· Marketing concerns
· Ethical concerns
· Employment practices
· Human rights
· Business practices
The name of the course is Research Methodology (IT 460)
I have an assignment
I wrote a research paper and I proposed a potential methodology for the research. However, my instructor asked me to execute the proposed methodology. Otherwise he will give me 35/50.I need you to execute the methodology of the research paper.
Make up the data.
You can't pick any company of your choice
PLEASE read the methodology part very well.
The interviews will be organized with top managers, who are responsible for recruiting future leaders, in different government and privet sectors, such as Saudi airlines, NCB Alahli Bank Saudi, Saudi Electricity Company, Procter and Gamble Company and Sab Bank.
to make things clear, let me give the steps you follow to apply this methodology
1) Preparing questionnaire
2) Preparing variables for data Coding
3) Data Base Preparation in IBM SPSS Version 22
4) Data Cleaning
5) Data Analysis(Includes Descriptive, Measure of Correlation and Measure of Association)
6) Measure of Correlation (Using Pearson Product Moment as well Multiple Regression )
7) Measure of Association (Using Factor Analysis )
8) Writing Tables
9) Tabulation
10) Graphs
11) Interpretation and Report Writing
12) Miscellaneous (Formatting, Alignment etc)
Review any published research papers it has questionnaire plus data results that includes tables with explanation and analysis. That’s all what I need. I hope you got it what I need
I'm ...
Influence of Knowledge Management Processes on Organizational Performance in ...inventionjournals
This research attempts to establish a link between knowledge management processes and organizational performance in knowledge intensive service sectors. The key dimensions of knowledge management processes have been identified which could influence the organizational performance. Metric has been developed for the empirical investigation of the relationships between these research constructs. Structural Equation Modelling (SEM) using partial least square techniques has been used to test these hypotheses with a sample size of 491 knowledge workers (330 - Higher educational institutions and 161 from the IT companies) to investigate the empirical relationships between the factors. All the four hypotheses were supported. The testing of the hypotheses justified the identification of the key dimensions of KM as the critical success factors in terms of the organizational performance. Implications of the study would enable the strategic planning managers to make their knowledge management processes more effective so as to enhance the organizational performance
Using Knowledge Management to Enhance Organizational Performance and Effectiv...IJAEMSJORNAL
Beyond just system deployment efficiency and labor competency, a number of crucial aspects affect an organization's effectiveness. While the effectiveness of these factors is important, they are not the only factors that matter. The performance as a whole is greatly influenced by a number of other important factors. Recent observations have revealed a consistent upward trend in the metrics related to organizational performance, highlighting the importance of different elements cooperating. Therefore, the main goal of this research project is to carry out a thorough analysis into the complex and dynamic relationship between knowledge management inside an organization and its overall performance. The goal of this study is to delve deeply into the underlying mechanisms and examine how knowledge management techniques directly affect and contribute to an organization's overall performance. The approach used in this study is survey-based, providing for a detailed understanding of the respondents' viewpoints on a variety of topics, including knowledge dissemination, knowledge responsiveness, and organizational skills. By using this technique, the researchers were able to quantitatively and qualitatively evaluate the participants' points of view and acquire important insights into the intricate relationships that exist between knowledge management techniques and an organization's overall success. The survey's findings showed a strong positive relationship between increased organizational performance and effective knowledge management. This beneficial effect was apparent across a number of variables, illuminating the critical roles that organizational capacities, responsiveness to knowledge, and knowledge distribution play in boosting overall efficiency and production within the company. The results do, however, highlight the significance of developing a solid strategy or methodology that guarantees the successful deployment and seamless integration of knowledge management methods inside the business. Recognizing that a complete strategy involving careful planning, strategic alignment, proper resource allocation, and ongoing evaluation is required for the effective transformation of knowledge management within the organizational structure is crucial. Organizations can better harness their intellectual assets and maximize their total performance by concentrating on the implementation of a well-structured strategy, which will support sustained growth and competitive advantage in the dynamic business environment.
A Study on Leadership Styles Adopted at V-Trans in India`Dr. Amarjeet Singh
Leadership styles are usually considered a benefit
for the most companies. This style focuses the management
that provides guidance and help to its team and departments
while accepting and receiving the inputs from individual team
members. These leaders not reserve to their activities and
authority only but in actual they bother about consultation of
employees. To evaluated worker’s views of their senior and
top leadership team and state that this style focuses on using
the skills, experience, and ideas of others. However, the
leaders or managers using this style but still remains the final
decision making power in the leader’s hand. To his or her
credits, they will not make major decision without firstly
getting the input from those that will be affected, provide
proper recognition, and delegate responsibilities. The main
intension of this paper is to identify and examine the
leadership styles adopted in the organization. This leadership
styles improve the performance in both short term and long
term and can be used for any type of work project.
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Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
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* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
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About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
Jill Pizzola's Tenure as Senior Talent Acquisition Partner at THOMSON REUTERS...dsnow9802
Jill Pizzola's tenure as Senior Talent Acquisition Partner at THOMSON REUTERS in Marlton, New Jersey, from 2018 to 2023, was marked by innovation and excellence.
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
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3. Research Thesis
The Impact of Team Leadership on
Organizational Performance; Moderated
by the Organizational Size
12/29/2015
3
4. 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.
12/29/20154
5. Dedication
This Research Thesis is dedicated to my
supervisor (Dr. Hina Rehman, my family, my
friends) always supported me in my
educational career.
12/29/20155
6. Content of the Presentation
Chapter 1 = Introduction
Chapter 2 = Literature Review
Chapter 3 = Research Methodology
Chapter 4 = Results & Analysis
Chapter 5 = Conclusion & Recommendations
12/29/20156
7. 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.
12/29/20157
8. 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.
12/29/20158
9. 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.
12/29/20159
10. 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.
12/29/201510
11. 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.
12/29/201511
12. 1.4. Hypotheses
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.
12/29/201512
13. 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?
12/29/201513
14. Theoretical Framework
Team leadership
Leadership Styles (LS)
Establishing Team Structure
Decision Making (DM)
Managing Conflict (MC)
Building Commitment (BC)
Sharing Information (SI)
Organizational size
Number of employee
Organizational
performance
Business performance
Efficiency effectiveness
12/29/201514
16. 3.1. Sample Size
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.
12/29/201516
17. 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%.
12/29/201517
18. 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.
12/29/201518
19. 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.
12/29/201519
20. 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.
12/29/201520
21. Chapter 4 (Data & Analysis)
Pilot Study
Team Leadership Organizational Performance
Cronbac
h's
Alpha
N of
Items
.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.
12/29/201521
22. Reliability Analysis
Cronbach'
s
Alpha
N of
Items
.922 36
Cronbach's
Alpha
N of
Items
.872 20
Team Leadership Organizational Performance
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.
12/29/201522
23. Test for Normality (T. leadership)
12/29/201523
Gender Kolmogorov-Smirnova Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
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. 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.
12/29/201524
25. Test for Normality (Org. Size)
12/29/201525
Tests of Normality (Table 4. 6. 3.)
Gende
r
Kolmogorov-Smirnova Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
Df Sig.
organizatio
nal size
Male .159 211 .000 .929 211 .000
Femal
e
.154 57 .002 .921 57 .001
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. Test for Normality (Org. Performance)
12/29/201526
(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. 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.
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28. Correlation Statistics
H1: Team Leadership has positive impact on Organizational
Performance.
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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. 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.
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30. H2: Organizational Size moderates the
relationship between Leadership Styles and
Organizational Performance.
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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. 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.
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32. 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.
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33. 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.
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34. 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.
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35. 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.
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36. Inter-correlation Matrix
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Correlations (Table 4. 11. 14.)
Team
Leadershi
p
Organizational
Size
Organizational
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. 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.
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38. Chapter 5
5.1 Discussion
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.
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39. 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.
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40. 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
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41. 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.
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42. 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.
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43. 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.
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44. 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.
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45. 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.
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46. 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.
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47. 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.
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48. 5.5 Conclusion
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.
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