Vikas

A
Research Project
On
“Organizational culture & Transformational leadership as

Predictor of employee Performance: - A case study paper
industry of Yamuna Nagar”
Submitted to:
Kurukshetra University, Kurukshetra

In the partial fulfillment of the Degree of Master of Business Administration
(Session 2016-18)
Under the Guidance of: Submitted by:

Mr. Gurpreet Singh Narang Vikas Vinod
Asst. Prof, YIET MBA 4th Semester
Univ. Roll No………….
YAMUNA INSTITUTE OF ENGINEERING AND TECHNOLOGY, VILL GADHOLI,

AFFILIATED TO KURUKSHETRA UNIVERSITY, KURUKSHETRA
1
DECLARATION
I, Vikas Vinod, Roll no #13246, MBA (Semester- IV) of the Yamuna Institute of
Engineering and technology, Yamuna Nagar hereby declare that the Research Project
entitled “Organizational culture & Transformational leadership as Predictor of
employee performance: A case study paper industry of Yamuna Nagar” is an
original work and data provided in the study is authentic to the best of my knowledge.
This report has not been submitted to any this institute for the award of any this degree.
(Vikas Vinod)
2
ACKNOWLEDGEMENT
The researcher would like to take this opportunity to express his gratitude to all
those great minds and hearts that have touched this project in the path of its success.
First and foremost, I would like to express my profound gratitude and sincere
acknowledgment to Dr. Sarvjeet Kaur (Executive Director) for their valuable guidance
who have been a source of perpetual inspiration to me, gently guiding and paving my way
towards a bright career, throughout my project.
The researcher would also like to express his gratitude to Mr. Gurpreet Singh
Narang, Assistant Professor Department of Management, Yamuna Institute Of
Engineering And Technology, Vill Gadholi, Yamuna Nagar for his kind co-operation
& valuable guidance throughout the training.
Mr. Gurpreet Singh Narang Dr. Sarvjeet Kaur
(Asst. Professor) (Executive Director)
Y.I.E.T
3
CONTENTS
Chapter No. Title Page No.
Declaration
Acknowledgement
1. Introduction 1-17
1.1. Industry profile
1.2 Company profile
1.3 About the Topic
2. Literature review 18-23
3. Objectives of the Study 24
4. Research Methodology 25-27
5. Data Analysis and Interpretation 28-42
6. Result & Finding 43
7. Suggestion 44
8. Limitations 45
9. Conclusion 46
Bibliography 47-50
Annexure 51
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CHAPTER- 1
INTRODUCTION
5
INTRODUCTION
Ballarpur Industries Limited, popularly known as BILT is ‘efficiently managed’,
‘financially sound’, and ‘self sufficient’ and ‘self made ‘ company is The flagship
of the coveted THAPAR GROUPS.
The Thapar Group is one of the leading business houses in India. It has a turn
over of Rest 5000/- Cores; BILT is one of the leading companies with in the
Thapar Group.
The Thapar Group has a wide range of activities like paper, engineering,
electronics, texjtiles, chemicals, glass, telecommunications, biotechnology, leather
etc.
There are 54 companies and 84 plants under this group. Some of the main
companies under this group are Crompton Greaves, K.C.T & Bros. Limited, JCT
Limited, BILT.
Ballarpur Industries Ltd. (BILT) promoted by LM Thapar, is the leader in Indian

paper industry with an annual production capacity of 460000 MT spread over in
five manufacturing facilities produces ordinary and superior varieties of writing,
printing and specialty papers etc. The company is also backwardly integrated with
its Caustisoda/Chlorine manufacturing facility, which is a vital material consumed
in the production process of paper.
BILT, which is originally incorporated in 1945 as Ballarpur Straw Board Mills,

has changed its name in March 1946 to Ballarpur Paper and Straw Board Mills
and again it was changed to the present name in Oct. 1975. Since then the
company has grown to be a leader in paper industry by continuous expansion and
modernization of its capacity and plant and strategic acquisitions. In 1969 the
company has merged Shree Gopal Paper Mills with itself and the company which
has acquired the Sinar Mass Pulp and Paper (India) Ltd. (now BILT Graphic
Papers Ltd.)
The company which was one of the most diversified companies in the pre-
liberalization era of industrial licensing with interests in Paper, Chemicals
(Phosphoric Acid, STPP, Chlor Alkalies), Vanaspati & Edible oils and Glass has
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decided to focus on its core competence that is in paper and exit from its non-
core businesses. First major steps on these lines were initiated in the year 1994-95
with hiving off the glass business. Thereafter the company sold its vanaspati and
edible oils business in 1996-97. And in 1998, the chemical division of the
company with its plant at Karwar, Karnataka and which has interests in
Phosphates, Chlor Alkali and Bromine and Bromine Chemicals was spun of into a
separate company that is Ballarpur Chemicals Ltd (now Solaris ChemTech Ltd). To
complement its Restructuring and to enable it to emerge as a stronger and more
competitive organization, the company is implementing a project involving
modernization and expansion of capacity at its Units in Shree gopal, Ballarpur and
Sewa by 105000 TPA. The Project will be implemented in two phases. In the first
phase, the capacity expansion of 35000 TPA and 28000 TPA is planned over a
two-year period from 2000-01 to 2002-03 for Units Sewa and Shree Gopal. In the
second phase 42000 TPA of capacity is expected to come on stream at Unit
Ballarpur by 2003-04. During the year 2001-02, the company has completed the up
gradation of pulp mill at unit Sewa resulting in increase in capacity by 37 tones
from the earlier 125 tones of unbleached pulp per day. The company has also
completed the installation of a 2.4 meter wide blade coater at Unit Shree Gopal in
FY2001-02. BILT entered into strategic alliance with Hansol of South Korea to
provide world class blade coated paper to the Indian customer. it is the first
company in the world to commercially exploit the fractionation of bamboo and
has applied for the world patent for this process. It has also entered into direct
retail distribution with the launch of A4 size, 100-sheet pack of Royal Executive
Bond Mr. Gautam Thapar, Managing Director of BILT, has been associated with
BILT since 1986 when joined the company as Shop floor Management Apprentice-
Paper Mills and was instrumental in turning around BILT in the late 1990s.
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BILT CONSISTS OF FIVE UNITS:
1. Ballarpur Unit, Distt. Chandrapur, Maharastra.

2. Shree Gopal, Yamuna Nagar, Haryana.
3. Ashti, Maharastra.
4. Bhigwan, Maharashtra
5. Sewa, Orissa
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BILTS - VISION
As per the leading company in Thapar Groups:
 Maximize shareholders value by the speed and quality of their response to

market forces and business opportunities.
 Be market leader in their core business.
 Achieve and sustain global competitiveness in all their business.
 Be the preferred supply by providing their customer products and services
that always exceed their requirements.
 Grow as institution of strength of their people.
 Be industry leaders in their commitment to safety and the environment.
9
COMPANY PROFILE
10
COMPANY PROFILE
Founder - Late Lala Karam Chand Thapar (1900-1962)
Consist of major industries such as paper, chemicals, glass, pulp, china clay,
electronics etc.
Lala Karam Chand acquired Shree Gopal Paper Mill in 1936 as he already
established himself as a coal king.
Shree Gopal Paper Mill earlier know as M/S Panjab Plup and Paper Company
which was initially promoted by Foundation Company England, the mill was laid
shut for 6 month and was ultimately auctioned.
This unit consists of:
Six paper machine machines.
Two coating plants.
Three finishing houses.
Two power houses.
One caustic soda plant.
New pulp mill.
CHSR.
 At present Unit - Shree Gopal is producing around 250 TPD of paper.
 Total Area - 206 Acers.
 Factory Area - 155 Acers.
 Colony Area - 51 Acers.
 Turnover - Rs 24-26 Crores / month.
 Manpower -:
Managerial staff 230
Permanent workers 1560
Casual workers 740
Clerical 1460
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DEPARTMENTS:
The departments are categorized as –
Administrative department
1. PDC – People development and communication.
2. Accounts Department.
3. Material Department.
4. Sales Department.
5. Raw material Department.
6. Traffic Department.
Process Department Mill

 Pulp Mill
 Machine House.
 Coating Plant.
 Soda Recovery Plant.
 CSCP.
Engineering Department
1. Electrical engineering.
2. Mechanical Engineering
3. Civil Engine
4. Instrumentation Engineering
5. Power House.
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KHANNA PAPER MILL INTRODUCTION
The Indian Paper Industry is among the top 15 global players today, with an output of
more than 6 millions tones annually. Paper Industry in India is riding on a strong demand
and on an expanding mood to meet the projected demand of 8 million tons by 2010 & 13
million tons by 2020.
Demand for paper as well as paper board has increased considerably since independence
thus resulting in the set up of a few major paper mills across the country. One of the
major players who dominate the paper industry in the Indian sector is Khanna Paper
Mills Private Limited.
Khanna Paper Mills Private Limited, is an ISO 9001:2000 certified company,

manufacturing quality paper and board by recycling of waste paper as the feedstock for
domestic consumption for a little over 4 decades. Although paper is traditionally
identified with reading and writing, communication has now been replaced by packaging
as the single largest category of paper use at 41% of all paper used. Khanna Paper Mills is
the largest paper mill production house of its kind and is among the top ten in paper
production in India.
Khanna today produces around 3,30,000 MT of board and writing and printing paper.
Khanna has also become the first paper mill in India to produce high quality writing and
printing board from 100% deinked woodfree recovered paper. Khanna Paper Mills
distribution network of 100+ dealers has a reach not only over the length and breadth of
India but across the globe with a focus on demand markets and exporting their products to
the SAARC countries, Africa and the Middle East.
Infrastructure
Khanna Paper Mills believs that the workspace plays a very major role in the productivity
of an employee therefore the campus has a unique state-of- the- art infrastructure well
equipped with the latest technology. The sprawling 100 acre Khanna Paper Mills campus
houses:
 Two plants that produce Board with a daily capacity of 400 tons
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 A plant that produces Newsprint with a daily capacity of 400 Tons
 A plant that produces writing and printing paper with daily capacity of 400 Tons
 Two plants that produce pulp by recycling of waste paper with a daily production
capacity of 350 Tons
Going Greener
Industrialized paper making has an effect on the environment both upstream (where raw
materials are acquired and processed) and downstream (waste-disposal impacts).
Recycling paper reduces this impact. Factually recycling 1 ton of newsprint saves about 1
ton of wood while recycling 1 ton of printing or copier paper saves slightly more than 2
tons of wood.
Khanna Paper Mills "GO GREEN" initiative is a major breakthrough in the paper
producing industry and Khanna Paper Mills feels proud to have introduced this initiative.
Using recycled waste paper as the feedstock, Khanna Paper has revolutionized the Paper
industry, thus gaining a heads up as a environment friendly organization, which strongly
believes and practices saving and retaining the earthly glory of our planet.
USA Operations
Khanna Paper’s presence in USA strategically enables it to procure high quality recycle
fiber from around the world. They procure 4,20,000 MT of waste paper annually through
collaborative network of partners around the world for sourcing waste paper. The
enduring relationships and contracts ensure cost and operational efficiency leading to
long term sustainability.
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ABOUT THE TOPIC
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INTRODUCTION TO TOPIC
Leadership has been described as the “process of social influence in which one person
can enlist the aid and support of others in the accomplishment of a common task"
Early history
The search for the characteristics or traits of leaders has been ongoing for centuries.
History's greatest philosophical writings from Plato's Republic to Plutarch's Lives have
explored the question "What qualities distinguish an individual as a leader?". Underlying
this search was the early recognition of the importance of leadership and the assumption
that leadership is rooted in the characteristics that certain individuals possess. This idea
that leadership is based on individual attributes is known as the "trait theory of
leadership".
The trait theory was explored at length in a number of works in the 19th century. Most
notable are the writings of Thomas Carlyle and Francis Galton, whose works have
prompted decades of research. In Heroes and Hero Worship (1841), Carlyle identified the
talents, skills, and physical characteristics of men who rose to power. In Galton's
Hereditary Genius (1869), he examined leadership qualities in the families of powerful
men. After showing that the numbers of eminent relatives dropped off when moving from
first degree to second degree relatives, Galton concluded that leadership was inherited. In
other words, leaders were born, not developed. Both of these notable works lent great
initial support for the notion that leadership is rooted in characteristics of the leader.
For decades, this trait-based perspective dominated empirical and theoretical work in
leadership. Using early research techniques, researchers conducted over a hundred studies
proposing a number of characteristics that distinguished leaders from nonleaders:
intelligence, dominance, adaptability, persistence, integrity, socioeconomic status, and
self-confidence, for example.
Trait theory
New methods and measurements were developed after these influential reviews that
would ultimately reestablish the trait theory as a viable approach to the study of
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leadership. For example, improvements in researchers' use of the round robin research
design methodology allowed researchers to see that individuals can and do emerge as
leaders across a variety of situations and tasks. Additionally, during the 1980s statistical
advances allowed researchers to conduct meta-analyses, in which they could
quantitatively analyze and summarize the findings from a wide array of studies. This
advent allowed trait theorists to create a comprehensive and parsimonious picture of
previous leadership research rather than rely on the qualitative reviews of the past.
Equipped with new methods, leadership researchers revealed the following:
 Individuals can and do emerge as leaders across a variety of situations and tasks.
 Significant relationships exist between leadership and such individual traits as:
 intelligence
 adjustment
 extraversion
 conscientiousness
 openness to experience
 general self-efficacy
 While the trait theory of leadership has certainly regained popularity, its
reemergence has not been accompanied by a corresponding increase in sophisticated
conceptual frameworks.
Specifically, Zaccaro (2007) noted that trait theories still:
 focus on a small set of individual attributes such as Big Five personality traits, to
the neglect of cognitive abilities, motives, values, social skills, expertise, and
problem-solving skills;
 Fail to consider patterns or integrations of multiple attributes;
 Do not distinguish between those leader attributes that are generally not malleable
over time and those that are shaped by, and bound to, situational influences;
 Do not consider how stable leader attributes account for the behavioral diversity
necessary for effective leadership.
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Behavioral and style theories
In response to the early criticisms of the trait approach, theorists began to research
leadership as a set of behaviors, evaluating the behavior of successful leaders,
determining a behavior taxonomy, and identifying broad leadership styles. David
McClelland, for example, posited that leadership takes a strong personality with a well-
developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps
even essential.
A graphical representation of the managerial grid model
Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the
influence of leadership styles and performance. The researchers evaluated the
performance of groups of eleven-year-old boys under different types of work climate. In
each, the leader exercised his influence regarding the type of group decision making,
praise and criticism (feedback), and the management of the group tasks (project
management) according to three styles: authoritarian, democratic, and laissez-faire. The
managerial grid model is also based on a behavioral theory. The model was developed by
Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles,
based on the leaders' concern for people and their concern for goal achievement.
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Situational and contingency theories
Situational theory also appeared as a reaction to the trait theory of leadership. Social
scientists argued that history was more than the result of intervention of great men as
Carlyle suggested. Herbert Spencer (1884) said that the times produce the person and not
the other way around. This theory assumes that different situations call for different
characteristics; according to this group of theories, no single optimal psychographic
profile of a leader exists. According to the theory, "what an individual actually does when
acting as a leader is in large part dependent upon characteristics of the situation in which
he functions."
Some theorists started to synthesize the trait and situational approaches. Building upon
the research of Lewin et al., academics began to normalize the descriptive models of
leadership climates, defining three leadership styles and identifying which situations each
style works better in. The authoritarian leadership style, for example, is approved in
periods of crisis but fails to win the "hearts and minds" of followers in day-to-day
management; the democratic leadership style is more adequate in situations that require
consensus building; finally, the laissez-faire leadership style is appreciated for the degree
of freedom it provides, but as the leaders do not "take charge", they can be perceived as a
failure in protracted or thorny organizational problems. Thus, theorists defined the style
of leadership as contingent to the situation, which is sometimes classified as contingency
theory. Four contingency leadership theories appear more prominently in recent years:
Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory, and the
Hersey-Blanchard situational theory.
The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler
called situational contingency. This results from the interaction of leadership style and
situational favorability (later called situational control). The theory defined two types of
leader: those who tend to accomplish the task by developing good relationships with the
group (relationship-oriented), and those who have as their prime concern carrying out the
task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-
oriented and relationship-oriented leaders can be effective if their leadership orientation
fits the situation. When there is a good leader-member relation, a highly structured task,
and high leader position power, the situation is considered a "favorable situation". Fiedler
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found that task-oriented leaders are more effective in extremely favorable or unfavorable
situations, whereas relationship-oriented leaders perform best in situations with
intermediate favorability.
Victor Vroom, in collaboration with Phillip Yetton (1973) and later with Arthur Jago
(1988), developed a taxonomy for describing leadership situations, which was used in a
normative decision model where leadership styles were connected to situational variables,
defining which approach was more suitable to which situation. This approach was novel
because it supported the idea that the same manager could rely on different group
decision making approaches depending on the attributes of each situation. This model
was later referred to as situational contingency theory.
The path-goal theory of leadership was developed by Robert House (1971) and was based
on the expectancy theory of Victor Vroom. According to House, the essence of the theory
is "the meta proposition that leaders, to be effective, engage in behaviors that complement
subordinates' environments and abilities in a manner that compensates for deficiencies
and is instrumental to subordinate satisfaction and individual and work unit
performance". The theory identifies four leader behaviors, achievement-oriented,
directive, participative, and supportive, that are contingent to the environment factors and
follower characteristics. In contrast to the Fiedler contingency model, the path-goal model
states that the four leadership behaviors are fluid, and that leaders can adopt any of the
four depending on what the situation demands. The path-goal model can be classified
both as a contingency theory, as it depends on the circumstances, and as a transactional
leadership theory, as the theory emphasizes the reciprocity behavior between the leader
and the followers.
The situational leadership model proposed by Hersey and Blanchard suggests four
leadership-styles and four levels of follower-development. For effectiveness, the model
posits that the leadership-style must match the appropriate level of follower-development.
In this model, leadership behavior becomes a function not only of the characteristics of
the leader, but of the characteristics of followers as well.
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Functional theory
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a particularly
useful theory for addressing specific leader behaviors expected to contribute to
organizational or unit effectiveness. This theory argues that the leader's main job is to see
that whatever is necessary to group needs is taken care of; thus, a leader can be said to
have done their job well when they have contributed to group effectiveness and cohesion
(Fleishman et al., 1991; Hackman & Wageman, 2005; Hackman & Walton, 1986). While
functional leadership theory has most often been applied to team leadership (Zaccaro,
Rittman, & Marks, 2001), it has also been effectively applied to broader organizational
leadership as well (Zaccaro, 2001). In summarizing literature on functional leadership
(see Kozlowski et al. (1996), Zaccaro et al. (2001), Hackman and Walton (1986),
Hackman & Wageman (2005), Morgeson (2005)), Klein, Zeigert, Knight, and Xiao
(2006) observed five broad functions a leader performs when promoting organization's
effectiveness. These functions include environmental monitoring, organizing subordinate
activities, teaching and coaching subordinates, motivating others, and intervening actively
in the group's work.
A variety of leadership behaviors are expected to facilitate these functions. In initial work
identifying leader behavior, Fleishman (1953) observed that subordinates perceived their
supervisors' behavior in terms of two broad categories referred to as consideration and
initiating structure. Consideration includes behavior involved in fostering effective
relationships. Examples of such behavior would include showing concern for a
subordinate or acting in a supportive manner towards others. Initiating structure involves
the actions of the leader focused specifically on task accomplishment. This could include
role clarification, setting performance standards, and holding subordinates accountable to
those standards.
Transformational leadership
It is defined as a leadership approach that causes change in individuals and social

systems. In its ideal form, it creates valuable and positive change in the followers with the
end goal of developing followers into leaders. Enacted in its authentic form,
transformational leadership enhances the motivation, morale and performance of
followers through a variety of mechanisms. These include connecting the follower's sense
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of identity and self to the mission and the collective identity of the organization; being a
role model for followers that inspires them; challenging followers to take greater
ownership for their work, and understanding the strengths and weaknesses of followers,
so the leader can align followers with tasks that optimize their performance...
James MacGregor Burns (1978) first introduced the concept of transforming leadership in
his descriptive research on political leaders, but this term is now used in organizational
psychology as well. According to Burns, transforming leadership is a process in which
"leaders and followers help each other to advance to a higher level of morale and
motivation". Burns related to the difficulty in differentiation between management and
leadership and claimed that the differences are in characteristics and behaviors. He
established two concepts: "transforming leadership" and "transactional leadership".
According to Burns, the transforming approach creates significant change in the life of
people and organizations. It redesigns perceptions and values, and changes expectations
and aspirations of employees. Unlike in the transactional approach, it is not based on a
"give and take" relationship, but on the leader's personality, traits and ability to make a
change through example, articulation of an energizing vision and challenging goals.
Transforming leaders are idealized in the sense that they are a moral exemplar of working
towards the benefit of the team, organization and/or community. Burns theorized that
transforming and transactional leadership were mutually exclusive styles. Transactional
leaders usually do not strive for cultural change in the organization but they work in the
existing culture while transformational leaders can try to change organizational culture.
The full range of leadership introduces four elements of transformational leadership:
1. Individualized Consideration – the degree to which the leader attends to each

follower's needs, acts as a mentor or coach to the follower and listens to the follower's
concerns and needs. The leader gives empathy and support, keeps communication open
and places challenges before the followers. This also encompasses the need for respect
and celebrates the individual contribution that each follower can make to the team. The
followers have a will and aspirations for self development and have intrinsic motivation
for their tasks.
2. Intellectual Stimulation – the degree to which the leader challenges assumptions,
takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage
creativity in their followers. They nurture and develop people who think independently.
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For such a leader, learning is a value and unexpected situations are seen as opportunities
to learn. The followers ask questions, think deeply about things and figure out better ways
to execute their tasks.
3. Inspirational Motivation – the degree to which the leader articulates a vision that
is appealing and inspiring to followers. Leaders with inspirational motivation challenge
followers with high standards, communicate optimism about future goals, and provide
meaning for the task at hand. Followers need to have a strong sense of purpose if they are
to be motivated to act. Purpose and meaning provide the energy that drives a group
forward. The visionary aspects of leadership are supported by communication skills that
make the vision understandable, precise, powerful and engaging. The followers are
willing to invest more effort in their tasks, they are encouraged and optimistic about the
future and believe in their abilities.
4. Idealized Influence – Provides a role model for high ethical behavior, instills
pride, gains respect and trust.
As a development tool, transformational leadership has spread already in all sectors of

western societies, including governmental organizations. As an example, the Finnish
Defence Forces is using widely Deep Lead© Model as basic solution of its leadership
training and development. The Deep Lead© Model is based on the theory of
transformational leadership.
Implications for managers
1. Develop a challenging and attractive vision, together with the employees.

2. Tie the vision to a strategy for its achievement.
3. Develop the vision, specify and translate it to actions.
4. Express confidence, decisiveness and optimism about the vision and its
implementation.
5. Realize the vision through small planned steps and small successes in the path for
its full implementation.
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THEORETICAL FRAMEWORK
CONSTRUCT
Organizational culture & Transformational leadership as Predictor of employee

performance.
DEPENDENT VARIABLES
 Employee Performance
INDEPENDENT VARIABLES
 Transformational leadership.
 Organizational culture.
INTERVENING VARIABLE
 Organization Communication
24
CHAPTER- 2
REVIEW OF
LITERATURE
25
LITERATURE SURVEY
BOOKS
 Gregory Moorhead (v Edition) “Organizational Behaviour”,

(Nature of organization culture For grabbing more knowledge about the guideline
or precaution of the ratio researcher choose this book for this study.)
 Sekaran Uma (IV Edition) “The Research Process”, Research Methods for
business”.
(The information regarding the research process and sampling technique is given
in this book which helps in choosing a suitable sampling technique for the study.)
 Udai Pareek (IInd Edition), “Understanding Organizational Behaviour”

(The employees of the organization like to work only when they get a good
culture in the organization.)
 Sekaran Uma(IVth Edition),"Research Methods for Business"

(This Types of research design and researcher has used this knowledge in this in
determining the purpose of the study, time horizon, study setting and type of
investigation for this study.)
 Stephen P. Robbins (VIIth Edition Revised), “Organizational Behaviour”

(This states that after recruiting the employees there is need to retain them
providing better culture in the organization.)
 Gupta S.P.(II EDITION REVISED) “Statistical Methods”,

This revealed information regarding the statistical tools and their limitations in
different fields the research is given in this section. This section explains the use
of regression analysis techniques.
 Barry Allen Gold. (2nd Edition), "International Organizational Behaviour"

(In accordance with our research analysis, the multidimensional nature of
organizational culture will be investigated in terms of involvement, collaboration,
26
transmission of information, learning, care about clients, strategic direction,
reward and incentive system.)
 Jain T.R, “Statistics for MBA”

It reveals information regarding the null and alternate hypothesis which helps in
the development of hypothesis in the study.
 Gupta S.P.,(31st edition )“ Business statistics”

This feedback has been properly given, makes it easier for the management to
learn about any happening thing in organization. Feedback can be about actual
work, work processes work conditions, authorities organization’s policies etc.
 Sharma D.D, “Marketing Research”,New Delhi, pp 115-135

The various research designs have been descriptive and exploratory research
design.
 C.Chet Miller (2nd Edition),”Organizational Behaviour A strategic Approach”

(This gives information on how organizational culture is related to job
performance of employees.)
 Gupta S.P.12(31st edition), “ Business statistics”

This feedback has been properly given, makes it easier for the management to
learn about any happening thing in organization. Feedback can be about actual
work, work processes, work conditions, authorities organization’s policies etc.
 Keith Davis (10th edition ),“ Human Behaviour At Work”

This of the occupational safety and health act dramatically change HRM’s role in
ensuring that physical working conditions meet adequate standards. As the civil
rights act has alter organizational health and safety programs
 Kavita Singh( 9th Edition ), “Organization Change And Development

THIS context of organization change This passage of the occupational safety and
health act dramatically change HRM’s role inensuring that physical working
27
conditions meet adequate standards. As the civil rights act has alter organizational
health and safety programs
JOURNALS
 Soumendu Biswas,April (2009), The Indian Journal Of Industrial Relation.

 “Organizational Culture and Transformational Leadership as Predictors of
Employee Performance”.
 Nazir A. Nazir and Mushtaq A. Lone. (March 2008), VISION-The journal of
Business Perspective “ It have constructed an original model and carried out a
research analysis in metal working manufacturing.
 Sangeeta Tripathi, Alka Kapoor and Nachiketa Tripathi17 (July 2000), ”.
Organizational Culture and Organizational Effectiveness .
“We investigate the determinants of managers’ perceptions of national and
corporate culture differences, using data obtained from Chinese partner managers
of international strategic alliances
 S N Biswas (April 2001),” Legitimising leadership, A framework for institutional
leadership
 The survey investigates relationship between faculty members organizational
commitment and leadership frames of chairpersons. “
 Anil Kumar Singh (Oct. 2009), . HRD Practices & Organizational Culture in
India”
 This study aimed to examine the relationship between organizational climate,
employee personality and their intention to leave an organization in the Malaysian
context
 Gorden Redding and Bruce W. Stenning (Jan 2005), “ The purpose of this
study was to investigate the influence of four dimensions of corporate culture
(teamwork, communication, reward and recognition, and training and
development) on employees’ organizational commitment semiconductor
packaging organizations”
 Anu Singh Lather and Sangeeta Mohan (JULY2010), Cross-Cultural
Management: The Theory of Culture
28
 “This journal gives information about the structure and components of the
perceived quality of working life relevant to cultural of the
organization.”Organizational Culture Manifesting in Employees Personal
Variables
 Hema Bajaj (Oct 2009), “Organizational Culture in Bank Mergers &

Acquisitions ” (This examines study aimed to examine the relationship between
organizational climate, employee personality.)
 Abinash Panda and Rajen k. Gupta (July 2005),”Measuring Organizational
Culture Through Peer-Induced Cognitive Pressure (It examines about the
decision latitude, psychological job demands and work life imbalances among IT
professionals goals.)
 P.Venugopal (JAN-JUNE2009),” The journal gives information regarding various
factors which affect the quality of work life of executive level employees working
in Indian organizations.” Paradigm
MAGAZINES:
 Surya Kumar Srivastava (January,1984) “Relationship between job and

organizational climate” A comparative study of public and private sector” Herbert
L. Lyon26 “An Exploratory Investigation of Organizational Climate and Job
Satisfaction in a Hospital”
 Donald Wood (FEB,2006) “The Effects of Field Dependency on Worker
Orientations” ” A comparative study of public and private sector” Herbert L.
Lyon26 “An Exploratory Investigation of Organizational Climate and Job
Satisfaction in a Hospital”
 Barbara B. Brown (MAY,2010) “Employees’ Organizational Commitment and
Their Perception of Supervisors’ Relations-Oriented and Task-Oriented
Leadership Behaviors”
 Edward J. Cripe (MAY,2010) “Gaining Employee Commitment To
Organizational Change”
 Stephen J.Deery (OCT,1991)“The Impact Of Industrial Relations Climate,
Organizational Commitment, And Union Loyalty On Organizational Performance:
A Longitudinal Study”
29
 Barbara B. Brown (OCT,1991)“Employees Organizational Commitment and
Their Perception of Supervisors’ Relations-Oriented and Task-Oriented
Leadership Behaviors” The journal gives information regarding various factors
which affect the quality of work life of executive level employees working in
Indian organizations.
 Scott D. Camp (OCT,1991)“ Assessing the Effects of Organizational
Commitment and Job Satisfaction on Turnover: An Event History Approach
Gaining Employee Commitment To Organizational Change ”
WEBSITES
 http://www.ncbi.nlm.nih.gov/pubmed/1713850436
The importance of organizational culture in shaping everyday organizational life
is well accepted, but little work has focused on organizational culture in
pharmacy. Examining new pharmacists' experiences at various practice sites may
help us to understand how these shape their professional ethos and practice habits.
 http://www.toolpack.com/culture.html
Organizational culture can loosely be defined as the shared assumptions, beliefs,
and normal behaviors of a group. Culture provides a more humanised work
environment. It seeks to employ the higher workers and to provide an
environment
 http://www.policybazaar.com/life-insurance/life-insurance-india.aspx
An Investment plan that works even in your absence and also protects your family
 http://www.humanresources.about.com/od/welfare
Culture provides a more humanised work environment. It seeks to employ the
higher workers and to provide an environment that encourages them to improve
their skills.
 www.managementparadise.com/blog.php%
Culture of the organisation is becoming more empathetic in regard to the
commitment of the employees toward their work.
 http://manpowerblogs.com/holmes/files/hardest_jobs.pdf
For improving the culture of the organization to the employees.
30
 http://www.expresscomputeronline.com/modern_zipper/gideon_sandbank
Welcome to culture of the organisation website. The culture initiative is designed
to provide commitment to the employees regarding their work.
 www.ghrs.gov.tt/services/qwl_and_employee satisfaction.aspx
For improving the culture of the organization to the employees An Investment
plan that works even in your absence and also protects your family. Culture is
concerned about the establishment of social relevance to work in a socially
beneficial manner.
 www.nationalfertilizers.com Culture provides a more humanised work
environment. It seeks to employ the higher workers and to provide an
environment that encourages them to improve their skills.
 www.kisan.net/fai.htm The importance of organizational culture in shaping
everyday organizational life is well accepted, but little work has focused on
organizational culture in pharmacy. Examining new pharmacists' experiences at
various practice sites may help us to understand how these shape their
professional ethos and practice habits.
 www.kribhco.net Culture provides a more humanised work environment. It seeks
to employ the higher workers and to provide an environment that encourages them
to improve their skills.
 www.gnvfc.net Culture of the organisation is becoming more empathetic in
regard to the commitment of the employees toward their work
31
CHAPTER- 3
OBJECTIVES OF THE
STUDY
32
RESEARCH OBJECTIVES
To study the impact of transformational leadership as predictors of employee

performance.
To identify the relationship between organizational culture and leadership.
 To identify the impact of transformational leadership on employees performance

 To identify the factors affecting transformational leadership in an organization
 To study the outcomes of effective transformational leadership
 To determine the effect of transformational leadership on Human Resource
Development
 To understand the impact of organization communication on employee intention.
33
CHAPTER- 4
RESEARCH
METHODOLOGY
34
RESEARCH METHODOLOGY
PURPOSE OF THE STUDY descriptive
TYPE OF INVESTIGATION Causal
STUDY SETTING Non contrived
TIME HORIZON Cross-Sectional
MEASUREMENT AND SCALING Likert Scale (Interval Scaling)
35
SAMPLING AND SAMPLING DESIGN
Target population Employees
Sampling unit Employees working at the BILT &

Khanna
Sampling size At least 100 employees.
Sampling technique Random
Sampling area Yamunanagar
36
DATA COLLECTION
After the research problem has been identified and selected, the next step is to gather the
requisite data. While deciding about the method of data collection to be used for, the
researcher should keep in mind two types of data: primary and secondary.1
In the present study researcher has made use of the primary data which has been collected
through Questionnaire, Observation, Personal Interview along with the secondary data
which has been collected from company’s website and from their records Books,
magazines, newspapers and journals.
PRIMARY • Personal Interview

DATA • Questionnaire
• HR Manuals
SECONDA • Magazines
RY DATA • Internet
• Books
37
CHAPTER- 5
DATA ANALYSIS
&
INTERPRETATION
38
DATA ANALYSIS
TRANSFORMATIONAL LEADERSHIP
1. In the organization express few simple words.
Responses of respondents Number of responses
Strongly Disagree 6.0
Disagree 12.0
Neither Disagree, Nor agree 12.0
Agree 32.0
Strongly Agree 38.0
TOTAL 100.0
6.00 Strongly Disagree

12.00
Disagree
38.00
12.00 Neither Disagree,Nor

agree
Agree
Strongly Agree
32.00
Source: Primary Data
Interpretation:-38% of respondent are strongly agree ,32% of respondent are agree with
the express their words whereas 12% respondent having neither agree nor disagree with
the same.
39
2 Organization solve old problems in new way
Disagree 12.0
Agree 38.0
Strongly Agree 24.0
TOTAL 100.0
24.00
12.00 Disagree
Neither Disagree,Nor
agree
16.00 Agree
38.00 Strongly Agree
Interpretation:-
38% of respondent are agree, 24% of respondent are strongly agree with the organization
solve their problem whereas 12% respondent having neither agree nor disagree with the
same.
40
3:- Help develop themselves.
Disagree 2.0
Agree 44.0
Strongly Agree 48.0
TOTAL 100.0
4.00
2.00
2.00
Strongly Disagree
Disagree

agree
44.00 Agree
Strongly Agree
Interpretation:-48% of respondent are strongly agree,44% of respondent are strongly

disagree with the development whereas 4% respondent having neither agree nor disagree
with the same .
41
4 Rewarded for work
Disagree 8.0
Agree 38.0
Strongly Agree 32.0
TOTAL 100.0

8.00
32.00 Disagree

agree
Agree
Strongly Agree
38.00

disagree with the reward for work and 16% respondent having neither agree nor disagree
with the same .
42
5:- . Satisfied standards
Disagree 24.0
Agree 30.0
Strongly Agree 10.0
TOTAL 100.0
10.00 12.00 Strongly Disagree
Disagree

30.00
agree
Agree
Strongly Agree
24.00

disagree with the satisfied standards and 24% respondent having neither agree nor
disagree with the same
43
6:- .Organization has Complete Faith.
Disagree 14.0
Agree 40.0
Strongly Agree 30.0
TOTAL 100.0
14.00
30.00 Disagree
10.00
agree
Agree
Strongly Agree
40.00
Interpretation:-40% of respondent are strongly disagree,30% of respondent are strongly

agree with the complete faith and 24% respondent having neither agree nor disagree with
the same
44
7: Organization provides puzzling things.
Disagree 24.0
Agree 34.0
Strongly Agree 8.0
TOTAL 100.0

14.00
Disagree
34.00 24.00 agree
Agree
Strongly Agree
20.00
Interpretation:-34% of respondent are agree,24% of respondent are disagree with the

puzzling things and 20% respondent having neither agree nor disagree with the same
45
8. Organization gives Rewards to employees for there goals
Disagree 10.0
Agree 36.0
Strongly Agree 34.0
TOTAL 100.0
4.00
Strongly Disagree
10.00
Disagree
34.00

agree
Agree
Strongly Agree
36.00
Interpretation:-36% of respondent are strongly disagree agree,34% of respondent are

strongly disagree with giving rewards and 16% respondent having neither agree nor
46
9:- Employee Intention

Disagree 18.0
Agree 34.0
Strongly Agree 28.0
TOTAL 100.0
28.00 18.00 Disagree
agree
14.00 Agree
Strongly Agree
34.00

disagree with the employee intention and 18% respondent having neither agree nor
47
10:- .Organization Provides To Rethink Idea
Disagree 12.0
Agree 40.0
Strongly Agree 32.0
TOTAL 100.0
2.00
Strongly Disagree
12.00
32.00 Disagree
14.00
agree
Agree
Strongly Agree
40.00

agree with the rethink idea and 14% respondent having neither agree nor disagree with
the same
48
11. Organization Gives Personal Attention to the Employees
Disagree 8.0
Agree 44.0
Strongly Agree 40.0
TOTAL 100.0
2.00
6.00
Disagree
40.00
agree
Agree
44.00
Strongly Agree

agree with the personal attention and 8% respondent having neither agree nor disagree
with the same
49
12:- Employees feel good in the organization
Disagree 12.0
Agree 38.0
Strongly Agree 32.0
TOTAL 100.0
4.00
Strongly Disagree
12.00
32.00 Disagree

agree
Agree
Strongly Agree
38.00

agree with the feel good and 14% respondent having neither agree nor disagree with the
same
50
13:-in the organization there is free interaction
Disagree 12.0
Agree 36.0
Strongly Agree 30.0
TOTAL 100.0
30.00 12.00 Disagree
14.00 agree
Agree
Strongly Agree
36.00

agree with the free interaction and 14% respondent having neither agree nor disagree with
the same
51
14:- Organization controls the shy problems of the employees
Disagree 6.0
Agree 44.0
Strongly Agree 40.0
TOTAL 100.0
4.00
6.00
Disagree
40.00
agree
Agree
44.00
Strongly Agree
Interpretation:-44% of respondent are strongly disagree, 40% of respondent are strongly

disagree with the control shy problem and 6% respondent having neither agree nor
52
15:-Organization provides moral support to the employees
Disagree 18.0
Agree 42.0
Strongly Agree 30.0
TOTAL 100.0
2.00
Strongly Disagree
18.00
30.00 Disagree

agree
Agree
Strongly Agree
42.00
Interpretation:-
42% of respondent are strongly disagree,30% of respondent are strongly disagree with
moral support and 18% respondent having neither agree nor disagree with the same
53
CHAPTER- 6
RESULTS AND
FINDINGS
54
RESULTS AND FINDINGS
 38% of respondent are strongly agree in the organization express few simple
words.
 38% of respondent are agree Organization solve old problems in new way
 48% of respondent are strongly agree Help develop themselves.
 38% of respondent are strongly agree Rewarded for work
 2% of respondent are strongly disagree satisfied standards
 40% of respondent are strongly disagree Organization has Complete Faith.
 34% of respondent are agree Organization provides puzzling things.
 36% of respondent are strongly disagree agree Organization gives Rewards to
employees for their goals
 BILT and KHANNA are well organized and system oriented organization.
 KHANNA and BILT both system are well defined and the roles and responsibility
of each function is well defined.
 KHANNA and BILT both have very good system of leadership and their work
culture this shows there is a practical approach.
55
CHAPTER- 7
SUGGESTIONS
56
RECOMMENDATIONS
 There should be a policy/ process to identify the skills at various level.

 Skill matrix to be delivered at all levels & this should be used as a tool for
leadership need identification apart from performance reviews.
 Company should communicate to its employees about company focus area for the
year & the various activities and the leadership being organized with respect to the
same.
 In the leadership evaluation area, pre-training assessment could be started to
improve the organization, culture and improve the employee’s performance.
 Employees having excellent performance on the job should be provided proper
growth opportunities and if possible promotion should be carried out at higher
level of hierarchy which will lead to chain of promotions.
57
CHAPTER- 8
LIMITATIONS OF THE
STUDY
58
LIMITATIONS OF STUDY
TIME CONSTRAINT:
Shortage of time was a very big constraint
PERIOD OF ANALYSIS:
Generally longer period gives us more accurate results and as there were only 6-7 weeks
availablble, therefore this is a big limitation.
SECONDARY DATA:
All the information available was from secondary sources and data was very vast to
analyze properly & accurately.
SECRECY OF INTERNAL DATA:

Since no company wants to give their internal information and so this caused hurdles to
the way.
WIDE AREA TO STUDY

Study being conducted was very wide & welfare schemes require expertise knowledge &
skills which was lacking
59
CHAPTER- 9
CONCLUSION
60
CONCLUSION
Company should communicate to its employees about company focus area for the year &
the various activities and the leadership being organized with respect to the same. In the
leadership evaluation area, pre-training assessment could be started to improve the
organization, culture and improve the employee’s performance. Employees having
excellent performance on the job should be provided proper growth opportunities and if
possible promotion should be carried out at higher level of hierarchy which will lead to
chain of promotions.
61
BIBLIOGRAPHY
62
BIBLIOGRAPHY
BOOKS:
1. Gregory Moorhead (5th Edition) “Organizational Behaviour”, Tata MacGraw

Hill Publishing Company Limited, New Delhi, 292-314
2. Sekaran Uma (4th Edition) “The Research Process”, Research Methods for
Business”, Himalaya Publishing House, New Delhi. 255-272
3. Udai Pareek (2nd Edition), “Understanding Organizational Behaviour” Kogan

New Delhi, 108-110
4. Sekaran Uma (4thEdition),"Research Methods for Business" Pearson Prentice

Hall,New Delhi.89-95
5. T.N. Chhabra (5th Edition Revised), “Human Resource Management” Tata

MacGraw Hill Publishing Company Limited New Delhi.292-314
6. Stephen P. Robbins (8th Edition Revised), “Organizational Behaviour” Oxford

University Press New Delhi, pp no. 211-21
7. Jain T.R, “Statistics for MBA” Kogan, New Delhi Page.108-110
8. Stephen P. Robbins (8th Edition Revised), “Organizational Behaviour” Tata

MacGraw Hill Publishing Company Limited, New Delhi.292-314
JOURNALS:
9. Nazir A. Nazir and Mushtaq A. Lone (March 2008), “VISION-The journal of

Business Perspective” 39(4),PP.34-78.
10. Sangeeta Tripathi, Alka Kapoor and Nachiketa Tripathi (July 2000),
“Organizational Culture and Organizational Effectiveness ” 39(4),PP.255-314.
63
11. Soumendu Biswas(April 2009), “Organizational Culturet and Transformational
Leadership as Predictors of Employee Performance ” 39(4),PP.108-110.
12. Anil Kumar Singh (Oct. 2009), “HRD Practices & Organizational Culture in
India” 39(4),PP.89-95.
13. Gorden Redding and Bruce W. Stenning (Jan 2005), “Cross-Cultural

Management: The Theory of Culture 39(4),PP.292-314.
14. Anu Singh Lather and Sangeeta Mohan (JULY2010), “Organizational Culture
Manifesting in Employees Personal Variables ” 39(4),PP.211-21.
15. Hema Bajaj (Oct 2009), “Organizational Culture in Bank Mergers &
Acquisitions ” Vol 45 No.2.
16. Abinash Panda and Rajen k. Gupta (July 2005),”Measuring Organizational

Culture Through Peer-Induced Cognitive Pressure , 39(4),PP.292-314.
17. P.Venugopal (JAN-JUNE2009),”Paradigm” 39(4),PP.108-110..
MAGAZINES:
18. Surya Kumar Srivastava (January,1984) “Relationship between job satisfaction

and organizational climate: A comparative study of public and private sector”
19. Herbert L. Lyon “An Exploratory Investigation of Organizational Climate and
Job
20. Satisfaction in a Hospital”
21. Yoavganzach, Asyapazy, Yehudit Ohayun , “Social Exchange And
organizational commitment: decision-making training for job choice as an
alternative to the realistic job preview”
22. Donald Wood “The Effects of Field Dependency on Worker Orientations”
64
23. Fernando Jaramillo, Jay Prakash Mulki, and Paul Solomon “The Role Of
Ethical Climate On Salesperson’s Role Stress, Job Attitudes, Turnover Intention,
And Job Performance”
24. Stephen J. Deery “The Impact Of Industrial Relations Climate, Organizational
Commitment, And Union Loyalty On Organizational Performance: A
Longitudinal Study”
25. Barbara B. Brown “Employees’ Organizational Commitment and Their
Perception of Supervisors’ Relations-Oriented and Task-Oriented Leadership
Behaviors”
26. Edward J. Cripe “Gaining Employee Commitment To Organizational Change”
Satisfaction on Turnover: An Event History Approach”
27. Scott D. Camp “Assessing the Effects of Organizational Commitment and Job
Satisfaction”
28. By Edgar H. Schein “Coming to a New Awareness of Organizational Culture”
29. Themojocompany “Culture as Competitive Advantage
30. Stephen J. Deery “The Impact Of Industrial Relations Climate, Organizational
Commitment, And Union Loyalty On Organizational Performance: A
Longitudinal Study”
31. Barbara B. Brown “Employees’ Organizational Commitment and Their
Perception of Supervisors’ Relations-Oriented and Task-Oriented Leadership
Behaviors”
WEBSITES
32. (Online available)

http://hbswk.hbs.edu/item/5917.html
http://managementhelp.org/organizations/culture.htm
34. ( Online available)
http://www.ncbi.nlm.nih.gov/pubmed/17138504
http://www.slideshare.net/JadeRiesland/keeping-talent-building-employee-
commitment
http://www.toolpack.com/culture.html
65
http://www.businessdictionary.com/definition/organizational-culture.html
http://humanresources.about.com/od/organizationalculture/Organizational_Culture
_Corporate_Culture_in_Organizations.htm
http://www.organizationalculture101.com/
http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you- change-an-
organizational-culture/
66
ANNEXURE
67
ANNEXURE
Questionnaire
Scale 1 – Strongly 2 - Agree 3 – Neutral 4 – Disagree 5 – Strongly
agree disagree
1. In the organization express few simple words. 1 2 3 4 5
2. Organization solve old problems in new way
3. Help develop themselves.
4. Rewarded for work
5. Satisfied standards
6. Organization has Complete Faith.
7. Organization provides puzzling things.
8. Organization gives Rewards to employees for there

goals
9. Employee Intention
10. Organization Provides To Rethink Idea
11. Organization Gives Personal Attention to the

Employees
12. Employees feel good in the organization
13. In the organization there is free interaction
14. Organization controls the shy problems of the

employees
15. Organization provides moral support to the employees
68

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A

“Organizational culture & Transformational leadership as

Kurukshetra University, Kurukshetra

Under the Guidance of: Submitted by:

YAMUNA INSTITUTE OF ENGINEERING AND TECHNOLOGY, VILL GADHOLI,

Mr. Gurpreet Singh Narang Dr. Sarvjeet Kaur

(Asst. Professor) (Executive Director)

Chapter No. Title Page No.

1.1. Industry profile

1.2 Company profile

1.3 About the Topic

2. Literature review 18-23

3. Objectives of the Study 24

4. Research Methodology 25-27

5. Data Analysis and Interpretation 28-42

6. Result & Finding 43

Ballarpur Industries Ltd. (BILT) promoted by LM Thapar, is the leader in Indian

BILT, which is originally incorporated in 1945 as Ballarpur Straw Board Mills,

1. Ballarpur Unit, Distt. Chandrapur, Maharastra.

As per the leading company in Thapar Groups:

 Maximize shareholders value by the speed and quality of their response to

Founder - Late Lala Karam Chand Thapar (1900-1962)

The departments are categorized as –

Process Department Mill

Khanna Paper Mills Private Limited, is an ISO 9001:2000 certified company,

Specifically, Zaccaro (2007) noted that trait theories still:

A graphical representation of the managerial grid model

It is defined as a leadership approach that causes change in individuals and social

The full range of leadership introduces four elements of transformational leadership:

1. Individualized Consideration – the degree to which the leader attends to each

As a development tool, transformational leadership has spread already in all sectors of

Implications for managers

1. Develop a challenging and attractive vision, together with the employees.

Organizational culture & Transformational leadership as Predictor of employee

 Gregory Moorhead (v Edition) “Organizational Behaviour”,

 Udai Pareek (IInd Edition), “Understanding Organizational Behaviour”

 Sekaran Uma(IVth Edition),"Research Methods for Business"

 Stephen P. Robbins (VIIth Edition Revised), “Organizational Behaviour”

 Gupta S.P.(II EDITION REVISED) “Statistical Methods”,

 Barry Allen Gold. (2nd Edition), "International Organizational Behaviour"

 Jain T.R, “Statistics for MBA”

 Gupta S.P.,(31st edition )“ Business statistics”

 Sharma D.D, “Marketing Research”,New Delhi, pp 115-135

 C.Chet Miller (2nd Edition),”Organizational Behaviour A strategic Approach”

 Gupta S.P.12(31st edition), “ Business statistics”

 Keith Davis (10th edition ),“ Human Behaviour At Work”

 Kavita Singh( 9th Edition ), “Organization Change And Development

 Soumendu Biswas,April (2009), The Indian Journal Of Industrial Relation.

 Hema Bajaj (Oct 2009), “Organizational Culture in Bank Mergers &

 Surya Kumar Srivastava (January,1984) “Relationship between job and

To study the impact of transformational leadership as predictors of employee

To identify the relationship between organizational culture and leadership.

 To identify the impact of transformational leadership on employees performance

PURPOSE OF THE STUDY descriptive

TYPE OF INVESTIGATION Causal

STUDY SETTING Non contrived

TIME HORIZON Cross-Sectional

MEASUREMENT AND SCALING Likert Scale (Interval Scaling)

Target population Employees

Sampling unit Employees working at the BILT &

Sampling size At least 100 employees.

Sampling technique Random

Sampling area Yamunanagar

PRIMARY • Personal Interview