"Bisleri" Seven Hills Beverages LTD: "Leadership Styles in Work Force"

A
FIELD WORK REPORT
ON
“LEADERSHIP STYLES IN WORK FORCE”
IN
“BISLERI”
SEVEN HILLS BEVERAGES LTD

Submitted to
Savitribai Phule Pune University
In the Partial Fulfilment of the Course
MASTER IN BUSINESS ADMINISTRATION-HUMAN RESOURCE

DEVELOPMENTE
Submitted By
Mr. PAWAR PANKAJ PUNDLIK
Under The Guidance Of
Prof. H.S.Deshmukh
M.V.P.’S
INSTITUTE OF MANAGEMENT AND RESEARCH TECHONOLOGY,

NASHIK (YEAR 2018-19)
1
DECLARATION BY STUDENT
I Pawar Pankaj Pundlik by declare that the information I have gathered during the period of
Summer Internship Project is submitted by me correctly in this particular period, which is to
be completed as per rules of the SAVITRIBAI PHULE PUNE UNIVERSITY, PUNE for
the time MBA (HRD) course that I am pursuing at the M.V.P. SAMAJ’s INSTITUTION
OF MANAGEMENT RESEARCH & TECHNOLOGY NASHIK.
Under guidance of Prof H.S.Deshmukh Empirical finding is based on the Data collected by
me in the partial fulfilment of MBA (HRD) course under the University of Pune.
The Project under taken as the part of academic curriculum, as per university rules, norms
and not for Commercial interests & motives.
Date: / /2019 Signature:
Place: IMRT, Nashik-2 Name: Mr.Pankaj.P.Pawar
2
CERTIFICATE BY GUIDE
This is to certify that Mr.Pawar Pankaj Pundlik completed the project on “LEADERSHIP
STYLE IN WORK FORCE” under my guidance and supervision and has submitted the
report as per the norms laid by SAVITRIBAI PHULE UNIVERSITY, PUNE.
The material that has been obtained from the source is duly acknowledged in the report. It is
further certified that the work on its part has not been submitted to any other university for
examination under my supervision. I consider this work for the award of the degree of
masters of business of administration, in the partial fulfilment of the curriculum.
Date: / /2019 Signatures:
Place: IMRT, Nashik- 2 Name of Guide: Prof H.S.Deshmukh
3
ACKNOWLEDGEMENT
I have pleasure in successful completion of this work titled a project report on

“LEADERSHIP STYLE IN WORK FORCE”
The special environment at I.M.R.T, Nasik that always supports education activities,
facilitated our work on this project.
I acknowledge the support, the encouragement, extended for this study by Director Dr. D. K.
Mukhedkar, Prof. In charge Dr.GirishAhire.
I would also like to convey my special thanks to Mr. Vijay Shirsath extending his cooperation to me
by providing necessary information & timely help.
I am also thankful to teaching and non-teaching staff members and library staff. Who directly
or in directly have been helpful in one way or the other.
Date: / /2019 Signature:
Place: IMRT, Nashik-2 Name:
4
LIST OF CONTENTS
CHAPTER NO. TITLE PAGE NO.
1. INTRODUCTION
1.1 Object of the study
1.2 Introduction of the study
1.3 Objective of the study
1.4 Scope of the study
1.5 Rationale of the study
1.6 Limitation of the study
2. RESEARCH METHODOLOGY
2.1 Method of the study
2.2 Sampling
2.3 Data Collection
2.4 Presentation of data, Tools of analysis & Interpretation
3. PROFILE OF THE ORGANISATION

3.1 History and general information
3.2 Organisation
3.3 Production
3.4 Corporate & Function practices
4. REVIEW OF LITERATURE
4.1 Meaning &concept of the topic
4.2 Basic theories of the topic
4.3 Review of research on the selected topic
5. DATAPRESENTATION, ANALYSIS
INTERPRETATION DATA (1)
6. DATAPRESENTATION, ANALYSIS
7. CONCLUSION AND SUGGESATION FINDING
 Abbreviation
 Concepts
 References/Bibliography
 Appendices/Annexure
5
LIST OF TABLES
Table No Title Page No
2.1 Research Table
6.1.1 Classification of respondents on the basis of age
6.1.2 Classification of respondents on the basis of qualification
6.1.3 Work experience in company in year
6.1.4 Potential to be a good leader
6.1.5 Enjoy setting goals for the future
6.1.6 Open to suggestions from your employees
6.1.7 Willing to take the blame for the team you lead, should
anything go wrong
6.1.8 Feel threatened when someone questions your decisions
6.1.9 Try to understand the issues of the team
6.1.10 Important is building team morale to you
6.1.11 Is you at trying to understand you’re subordinates
6.1.12 Which of the following statement styles suits you best
6.1.13 Which statement describes you
6.1.14 A good leader needs to be open-minded.
6.1.15 Necessary to welcome suggestions given by employees
6.1.16 Biases and grudges should not influence a leader's decision
6.1.17 A leader need not get to know their employees
6.1.18 Employees must carry out all orders given to them
6.1.19 A leader need not lead by example
6.1.20 A leader needs to be reasonable
6.1.21 Being correct is more important than being nice
6.1.22 A good leader helps his/her team in tough times
6.1.23 Satisfied activity taken in organisation
6.1.24 Activates really helps for growth

6.1.25 Which type of growth using activity

6.2.4 Manager care about your development
6.2.5 You’re manger cares about you as a person
6.2.6 Manger create a trusting and open environment
6.2.7 Your manger treat everyone on the team fairly
6.2.8 Manager responsive to your ideas, requests, and suggestions
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6.2.9 Regularly receive constructive performance feedback from manager
6.2.10 Manager clearly communicate expectations
6.2.11 Manager provide strong and decisive leadership when required
6.2.12 Your manager gives respect and consideration to you
6.2.13 Manager recognizes and celebrate success and good work
6.2.14 Motivates and inspires me and the team i work with

6.2.15 Ensure that i have an appraisal at least once in year
6.2.16 Acts as good role model

6.2.17 Effectively communicate the information
6.2.18 Explain how the organization’s future plans affect
6.2.19 Explain the reasons behind decision made
6.2.20 The expertise and ability to help you and your team
6.2.21 Confidant in the overall effectiveness of your immediate manager

6.2.22 Recognize the importance of your personal and family life
6.2.23 Handle disagreement professionally

6.2.24 Discuss your career within this organization
6.2.25 Actives helps for development

7
LIST OF CHARTS
Table No Title Page No
6.1.4 Potential to be a good leader
6.1.5 Enjoy setting goals for the future
6.1.6 Open to suggestions from your employees
6.1.7 Willing to take the blame for the team you lead, should
anything go wrong
6.1.8 Feel threatened when someone questions your decisions
6.1.9 Try to understand the issues of the team
6.1.10 Important is building team morale to you
6.1.11 Is you at trying to understand you’re subordinates
6.1.12 Which of the following statement styles suits you best
6.1.13 Which statement describes you
6.1.14 A good leader needs to be open-minded.
6.1.15 Necessary to welcome suggestions given by employees
6.1.16 Biases and grudges should not influence a leader's decision
6.1.17 A leader need not get to know their employees
6.1.18 Employees must carry out all orders given to them
6.1.19 A leader need not lead by example
6.1.20 A leader needs to be reasonable
6.1.21 Being correct is more important than being nice
6.1.22 A good leader helps his/her team in tough times
6.1.23 Satisfied activity taken in organisation
6.1.24 Activates really helps for growth


6.2.4 Manager care about your development
6.2.5 You’re manger cares about you as a person
6.2.6 Manger create a trusting and open environment
6.2.7 Your manger treat everyone on the team fairly
6.2.8 Manager responsive to your ideas, requests, and suggestions

6.2.9 Regularly receive constructive performance feedback from manager
8
6.2.10 Manager clearly communicate expectations
6.2.11 Manager provide strong and decisive leadership when required
6.2.12 Your manager gives respect and consideration to you
6.2.13 Manager recognizes and celebrate success and good work
6.2.14 Motivates and inspires me and the team i work with

6.2.15 Ensure that i have an appraisal at least once in year
6.2.16 Acts as good role model

6.2.17 Effectively communicate the information
6.2.18 Explain how the organization’s future plans affect
6.2.19 Explain the reasons behind decision made
6.2.20 The expertise and ability to help you and your team
6.2.21 Confidant in the overall effectiveness of your immediate manager

6.2.22 Recognize the importance of your personal and family life
6.2.23 Handle disagreement professionally

6.2.24 Discuss your career within this organization
6.2.25 Actives helps for development
9
CHAPTER-I
INTRODUCTION
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1.1 OBJECT OF THE PROJECT
The object of summer internship project is to know the organisation and try to understand the
functioning of various departments related tour study and making a sincere effort to gain
practical knowledge of studied department. The primary educational objectives behind SIP is
to make the student familiar with working environment and to help to make students
understand the ways in which theoretical aspects can be applied into practices.
The study to build self confidence in upcoming HR Managers through practically facing the
situations arising suddenly and provides best knowledge for overcoming the same. This study
is helpful to gaining practical knowledge.
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1.2 INTRODUCTION OF THE STUDY
Leadership is an abstract quality in a human being to induce others to do whatever they are
directed to do with zeal and confidence. It is a quality or ability of an individual to persuade
others to seek defined objectives enthusiastically. The leader is a force of the organization
that designs, executes, coordinates, and controls all the functions of an organization, i.e.
planning, executing, organizing, directing, and controlling. Leadership inspires; creates
confidence; helps the team mates to give their maximum for the attainment of objectives. In a
Business organization, managers at all levels, by whatever name called, are leaders because
they all have subordinates whose efforts are canalized in a definite direction. A leader gives a
company the life which creates the products and innovations that it sells. Effective leaders
develop a team of effective employees, subordinates or followers, and they together develop
a more effective organization.
In order to run the organizations effortlessly, effectively and efficiently, the most important
and valued factor organizations need is Human resources. The success of an organization
depends on the diligent, loyal and concerned managers and employees. Leadership is required
in every organization at every level, the success or failure of an organization depends on the
quality of leadership particularly on the part of top management. In this competitive era
where world has become a global village, firms are considered to be competitive on the
Basis of competence of their human resources. Concept of leadership is not a new concept in
the field of social science studies. In the recent years, the area of leadership has been widely
studied more than any other aspect of human resource management.
Peter. F. Drucker considers leadership as a human characteristic which lifts a man’s vision to
higher sights; raises and builds his performance to higher standards, and builds man’s
personality beyond its normal limits. Leadership is an important abstract quality of the leader
that sets apart a successful organization from an unsuccessful one. Leadership is, therefore,
regarded as the process of influencing the activities of an individual towards goal
achievement in a given situation. This process has been explained by Hersey and Blanchard
in the form of the following equation:
L=f (l, f, s) Leadership is a function of leader (l), the followers (f) and other situational
variables(s).
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LEADERSHIP DEFINITIONS
•Leadership is Inter-Personal influence exercised in a situation and directed through
communication process, towards the attainment of a specialized goal and goals.
- Robert Tannehbaum
•Leadership is that combination of qualities by the possession of which one able to get
something done by others, chiefly because, through his influence, they become willing to do
so.
- Ordway Tead
•Leadership is the ability to secure desirable actions from a group of followers voluntarily
without the use of coercion.
- Alford and Beatty
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1.3 OBJECTIVES OF THE STUDY
1. To study the style of leadership at “BISLERY SEVEN HILLS BEVERAGES LTD”
2. To analyze the perception of the team members about their team leader.
3. To study the kind of relationship exists between team leader and team members.
4. To find out what kind of leader ship styles are existed in the teams of
“BISLERY SEVEN HILLS BEVERAGES LTD”
5. To suggest strategies to enhance team performance.
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1.4 SCOPE THE STUDY
Leaders and their leadership skills play an important role in the growth of any organization.
Leadership refers to the process of influencing the behavior of people in a manner that they
strive willingly and enthusiastically towards the achievement of group objectives. A leader
should have the ability to maintain good interpersonal relations with the followers or
subordinates and motivate them to help in achieving the organizational objectives.
The study covers the leadership styles in SEVEN HILLS BEVERAGES brand its impact on
the effective functioning of the organization.
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1.5 LIMITATIONS OF THE STUDY
1. The study is only of one organisation.
2. The workers were busy with their work therefore they could not give enough time for
the interview.
3. The personal biases of the respondents might have entered into their response.
4. Some of the respondents give no answer to the questions which may affect the
analysis.
5. Respondents were reluctant to disclose complete and correct information.
6. Sample size is only 100.
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1.6 RATIONALE OF THE STUDY
In this global competitive environment, effective leadership style is necessary to reduce the
attrition rate. From the effective leadership styles only it is possible to achieve organizational
goal productively. Leadership styles affect on the employee performance and productivity.
This paper summarizes and analyzes the available literature of leadership styles and effect on
different components of Quality of work life.
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CHAPTER-II
RESEARCH METHODOLOGY
18
2.1 METHODS OF STUDY
RESEARCH - DEFINITION & TYPES
Research is the discovery of facts, development of facts and verification of facts. It is
an attempt to find practical solution to the problem with the help of scientific methods. The
research process involves defining and redefining of hypothesis formulation, organizing and
evaluating data, driving conclusions after a careful study. The two main sources of data in
social science research come from the inner world of library and the outside world of living
profile. We may call these two main sources simply the paper and profile, a wealth of usable
information. It is often uneconomical to spend time and energy to collect information. Under
the general rubric of documentary or paper sources we mostly consider historical records,
diaries, biographies and statistical records.
When we turn to consider ‘people’ as the sources of social data, we identify various
forms of observations, but more practically and primarily the interview and the questionnaire
as the techniques for the collection of data from this source.
DEFINITION
By Oxford Dictionary,
“Research is the careful investigation or inquiry especially through search for new
facts in any branch of knowledge.”
RESEARCH DESIGN
A research design is type of blueprint prepared of various types of blueprints available for the
collection, measurement and analyses of data. A research design calls for developing the
most efficient plan of gathering the needed information. The design of research study is based
on purpose of the study. It is a specification of methods and procedure for acquiring the
information needed. It is overall pattern or a framework of project that stipulates what i
information is to be collected from which source and by what procedure
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TYPES OF RESEARCH DESIGN
1. EXPLORATORY RESEARCH DESIGN

Exploratory research design means a research design in case of exploratory research studies
are also termed as formularize research studies. In an exploratory research the major
emphasis is on discovery of ideas and insights and hence while formulating research design,
we should permit it to be flexible enough, so that different aspect of phenomenon can be
studied.
2. DESCRIPTIVE RESEARCH DESIGN

Descriptive research design means research design in case of descriptive studies which is
concern with describing the characteristics of particular individual or of a group. Descriptive
study is fact finding in investigation with accurate interpretation it is the simplest type of
research. It is more specific than an exploratory research. As it focuses particular aspects or
dimensions of the problem being studied.
3. QUALITATIVE RESEARCH DESIGN

Qualitative research includes “an array of interpretive techniques which seek to described
,decode, translate and otherwise comes to terms with the meaning not the frequency, of a
certain more or less naturally occurring phenomena in the social work”. At the data collection
stage, the array of techniques includes focus groups, individual in-depth interviews, case
studies, ethnography, grounded theory, action research and observation.
4. QUANTITATIVE RESEARCH DESIGN-

Quantitative research attempts precise measurements of an unknown. In business research
quantitative methodology usually measures consumer behaviour, knowledge, opinions or
attitudes. Such methodology answers the questions related to how much, how often, how
many, when and who.
5. EXPERIMENTAL RESEARCH DESIGN-

The purpose of experimental research is to test a hypothesis causal relationship between
variables. For an experimental research, two groups are required and compared in terms of
the assured effects of the experimental variable. The validity of an experiment depends upon
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equivalence between the control group and experimental group chosen. There are two ways
of assuring equivalence.
They are
a) Randomization
b) Matching.
Hence, researcher has selected exploratory research type for study.
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2.2 SAMPLING
Sampling techniques are especially useful in business research as many times large
amount of data are generated and researcher thinks of using a more measurable subsets of
data that they believe accurately the trends in the larger collection.
Sampling may be defined as the process of selection units (people, organization etc) from a
population of interest so that by examining the sample units, results may be generalized about
population. It helps to identify the target population to be considered for collection of data.
Sampling is an essential part of all scientific procedure. It is well developed in field of
biology, physics, chemistry and social science research.
An important step before the data collection is sampling. Sampling is a process of

selecting a representative part of a population, studying it and there by drawing conclusions
about the population itself. Sampling is a very important aspect of research and due care has
to be taken to arrive at a right sample to be studied. It is an important concept that we practice
even in our routine life. Sampling involves selecting a relatively small number of elements
from a larger defined group of elements and expecting that the information gathered from the
small group will allow judgements to be made about the larger group.
DEFINITIONS OF SAMPLING:
“Sampling is the selection of a certain percentage of a group of items according to a

predetermined plan”.
Bogrdus
“A sample as the name applies is a smaller representative of a large whole”.
Goode and Hatt
22
TYPES OF SAMPLING METHODS
1. PROBABILITY SAMPLING:
Probability sampling also known as random sampling or chance sampling is one in
which every unit in the population has a non-zero chance of being selected in the
sample, and this probability can be accurately determined.
a] Random Sampling:
Random sampling is the simplest and purest form of probability sampling. It is a
technique in which every unit in population has equal and known chance of being
included in sample.
b] Stratified Sampling:
In this method the heterogeneous population is divided into distinct, non-overlapping,
homogenous subgroups called “strata”, according to some important characteristics or
variable like income, education, age, etc., and then a random sample is selected from
within each subgroup.
c] Systematic Sampling:
Systematic sampling is used to select a specified number of records from a computer
file.
d] Cluster Sampling:
This method divides the population into clusters at each stage and draws sample of
required size at each stage. Sampling is done in multistage.
2. NON-PROBABILITY SAMPLING:
Due to practical considerations, one often uses non-probability sampling even though
it is technically
a] Convenience Sampling:
Convenience sampling is a method in which samples are drawn at the convenience of

the researcher or interviewer.
b] Judgement Sampling: In judgment sampling or purposive sampling participants

are Hence, Researcher has selected Non-Probability Purposive sampling method for
the study.
23
2.3 DATA COLLECTION
METHODS OF DATA COLLECTION
Data collection simply means gathering and selection of information which is most critically
used for the particular research or survey being carried out. It is the important aspect of any
type of research study.
In accurate data collection can impact the results of a study and ultimately can result into
invalid results.
Two basic methods of data collection are:
1) Primary method
2) Secondary method
1) PRIMARY METHOD
in this method you collect the data yourself using methods such as interviews and
questionnaires the key point here is that the data you collect is unique to you and your
research.
The methods of collection primary data include:
 Questionnaire
 Interviews
 Focus group interviews
 Observations
 Critical incidents
 Portfolios.
The primary data which is generated by the above methods may be qualitative in nature
(usually in the form of words) or quantitative (usually in the form of numbers or where you
can make counts of words used.)
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QUESTIONNAIRE
Questionnaire is a popular means of collection of data, but the difficult to design and often
require many rewrites before an acceptable questionnaire is produced
ADVANTAGES
 Can be posted, email or faxed.

 Can cover a large numbers of people or organization.
 Wide geographic coverage.
 Relatively cheap.
 Avoids embarrassment on the part of the respondent.
 Respondent can consider responses
 No interviews bias.
There are different types of questionnaire
 Paper-pencil–-questionnaire: they can be sent large number of people and saves

the researcher time and money. People are more truthful while responding to the
questionnaire regarding controversial issues in particular due to the fact that their
responses are anonymous.
 Web based questionnaire: a new and inevitable growing methodology is the use
of internet based research. This would mean receiving an email on which you
would click on an address that would take you to a secure web site to fill in a
questionnaire. This type of research is often quicker and less detailed.
2) SECONDARY METHOD
This method in which the data is collected from the past studies carried out.
The information contained in it is already used by some other researcher. This is the
method of taking references and collecting data from the data source that have been already
used. Some of the examples of secondary source are:
25
 Reports of the research carried out in past
 Journals
 Magazines
 Books
 Internet
Hence, researcher has selected Primary method (Questionnaire), Secondary method

(books, internet etc.)
TYPE OF DATA ANALYSIS:
There are two types of methods of data analysis:
1) Quantitative method of data collection

2) Qualitative method of data collection
Quantitative method of data analysis:
The type of information contained is numerical data. Such type of data is analyzed with the
help of statistical tools such as mean, median, mode, standard deviation, frequency etc.
1) Mean: it is the average score of the sample.

2) Median: it is the score half way between high and low score.
3) Mode: the average response given most often.
4) Standard deviation: the distance from the mean, in which 66% of responses can be
found out
Qualitative method of data analysis
If most of the data is collected with the help of individual interviews, focus groups
interviews, open ended questions, or case studies than data analysis become qualitative. This
type of data is in the form of words which is analysed, sorted, and organized in the right
manner.
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Methods of primary data collection
Primary sources refer to original events, documents and articles.
Example: newspaper articles, photographs, and diaries. These are the works that are analysed
and interpreted to create secondary sources. These are three methods of the collecting
primary data.
These three methods are as follows:
1. Observation method
2. Questionnaire method
3. Interview method
Methods of secondary data collection
Data from a secondary source is any data which has been collected by another researcher,
whether it is a group of people or just one person. The data may have originally been used for
a different type of research, but you can manipulate it to fit you research, instead of using it
was intended to be used.
1. Library work:
This technique requires going through written text that have already done similar work and utilizing
their researches for our operations.
2. Internet:
Using online resources through internet is common for all in now-a-days. Lots of information
can be collected through various website.
3. Telephone:
This is a very common and simple method. The researcher only needs to have contact
numbers of sources from where he wants to take information. Telephone method gives quick
responses. From this chapter, i concluded that project report is very important. I come to
know the meaning of data, types of the data, there are many methods of the primary data and
secondary data.
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2.4 PRESENTATION OF DATA, TOOLS OF ANALYSIS &
INTERPRETATION
Analysis of data may be defined as “ a process under which the relationships or differences
supporting or conflicting with the original or new hypothesis, should be subjected to
statistical tests of significance, to determine with what validity the data can be said to indicate
any conclusion”.
Interpretation is establishing continuity in research through linking the results of a given

study with those of another and the establishment of same relationship with the collected
data . Interpretation is the device through which, the factors that have been observed by the
researcher in the course of the study can be better understood.
Data preparation includes, editing, coding, classification process
Editing, classification, coding and tabulation are the important stages in research. It is at this
stage that mass of data collected during the survey is processed, with a view to reducing them
to manageable proportions. In other words, data processing which encompasses, editing,
coding, classification and tabulation, is the intermediary stage between collection of data and
analysis and interpretation of data. Thus, these are the three crucial stages in the processing of
social survey data.
There are some general common sense recommendations to follow when presenting data.
The presentation should be as simple as possible. Avoid the trap of adding to much
information. It is not the aim to include all the information you have but only a summary of
the essential feature you are typing to illustrate. A good rule of thumb is to only present one
idea or to have only one purpose for each graph or chart you create.
The presentation should be self-explanatory. A chart or graph is not serving its purpose if the
reader cannot comprehend the legends or has to refer to the text in order to understand it.
There is a careful balance between too much information which makes the graph or chart too
complicated and too little information that makes the chart difficult to comprehend or worse
misleading.
28
The title should be clear and concise indicating what? When..? And where..? The data,
codes, legends and label should be clear and concise, following standard formats is possible.
The use of footnotes is advised to explain essential features of the data that are critical for the
correct interpretation of the graph or chart.
Data analysis is the process of developing answers to questions through the examination and
interpretation of data. The basic steps in the analytic process consist of identifying issues,
determining the availability of suitable data, deciding on which methods are appropriate for
answering the questions of interest, applying the methods and evacuating, summarizing and
communicating the results.
Analysis is placing the collected data in some order or format so that the data acquires a
meaning. Raw data becomes information only when it is placed in a meaningful form.
Interpretation involves drawing conclusions from the gather data.
Analysis and interpretation of data are the most crucial aspects of research. It is considered to
be highly skilled and technical jobs, which should be carried out only by the researcher, or
under his close supervision. The analysis of data requires on the part of the researcher a
thorough knowledge about the data, judgment, skill, ability of generation and familiarity with
the background, objects and hypothesis of the study.
Analytical results underscore the usefulness of data sources by shedding light on relevant
issues. Some statistics Canada program depend on analytical output as a major data product
because, for confidentiality reasons, it is not possible to release the micro data to the public.
Data analysis also plays a key role in data quality assessment by pointing to data quality
problems in a given survey. Analysis can thus influence future improvements to the survey
process.
Data analysis is essential for understanding results from surveys, administrative sources and
pilot studies; for providing information on data gaps; for designing and redesigning survey
for planning new statistical activities and for formulating quality objectives.
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RESEARCH TABLE
Type of research Exploratory
Area of Research Dindori Industrial Area
Area of research Bisleri Seven Hills Beverages ltd
Sample size 96 worker 4 manager
Data Collection Techniques Questionnaire, Interview, Observation
Analysis of data Percent average/ Mean
Sources of Primary Data Questionnaire
Sources of Secondary Data Books, websites & magazines
Table 2.1
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CHAPTER-III
PROFILE OF THE ORGANISATION
31
3.1 HISTORY & GENERAL INFORMATION
ABOUT ORGANISTION
Seven Hills Beverages Limited is a Public incorporated on 11 December 2009. It is classified
as Non-govt Company and is registered at Registrar of Companies, Mumbai. Its authorized
share capital is Rs. 62,000,000 and its paid up capital is Rs. 37,300,000. It is involved in
Manufacture of beverages
Seven Hills Beverages Limited's Annual General Meeting (AGM) was last held on 29
September 2018 and as per records from Ministry of Corporate Affairs (MCA), its balance
sheet was last filed on 31 March 2018.
Directors of Seven Hills Beverages Limited are Nayan Balasaheb Palwe, Pavan Jitendra
Chhatrisha, Charushila Vipul Lathi, Sandeep Balasaheb Palwe, Sandeep Vasantrao Avhad,
Seven Hills Beverages Limited's Corporate Identification Number is (CIN)

U15500MH2009PLC296411 and its registration number is 296411.Its Email address is
sevenhillsbeveragesnsk@gmail.com and its registered address is GATE NO. 206,
KHATWAD PHATA PIMPALNARE, TAL DINDORI NASHIK MH 422204 IN, -
Current status of Seven Hills Beverages Limited is - Active.
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3.2 ORGANIZATION
CIN U15500MH2009PLC296411
Company Name EVEN HILLS BEVERAGES LIMITED
Company Status Active
RoC RoC-Mumbai
Registration Number 296411
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Public
Date of Incorporation 11 December 2009
Age of Company 9 years, 6 month, 10 days
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ORGANIZATIONS CHART/STRUCTURE
HEADQUATER
TOP MANAGER
HR MARKETING SALES
DEPARTMET DEPARTMET DEPARTMET
OPERATION R&D
DEPARTMET DEPARTMET
34
3.3 PRODUCT/ ACTIVITIES
regional language
labels Bisleri 20 litre Urzza, an energy drink
Celebration bottles, 250ml Vedica Reinvented Natural Mountain water from

and 500ml. the Himalayas
Spyci, Limonata, Fonzo and Rockstar',300 ml Fonzo

Pina Colada
35
CHAPTER-IV
REVIEW OF LITERATURE
36
4.1 MEAING AND CONCEPTS OF THE TOPIC
Leadership is an abstract quality in a human being to induce others to do whatever they are
directed to do with zeal and confidence. It is a quality or ability of an individual to persuade
others to seek defined objectives enthusiastically. The leader is a force of the organization
that designs, executes, coordinates, and controls all the functions of an organization, i.e.
planning, executing, organizing, directing, and controlling. Leadership inspires; creates
confidence; helps the team mates to give their maximum for the attainment of objectives. In a
Business organization, managers at all levels, by whatever name called, are leaders because
they all have subordinates whose efforts are canalized in a definite direction. A leader gives a
company the life which creates the products and innovations that it sells. Effective leaders
develop a team of effective employees, subordinates or followers, and they together develop
a more effective organization.
In order to run the organizations effortlessly, effectively and efficiently, the most important
and valued factor organizations need is Human resources. The success of an organization
depends on the diligent, loyal and concerned managers and employees. Leadership is required
in every organization at every level, the success or failure of an organization depends on the
quality of leadership particularly on the part of top management. In this competitive era
where world has become a global village, firms are considered to be competitive on the
Basis of competence of their human resources. Concept of leadership is not a new concept in
the field of social science studies. In the recent years, the area of leadership has been widely
studied more than any other aspect of human resource management.
Peter. F. Drucker considers leadership as a human characteristic which lifts a man’s vision to
higher sights; raises and builds his performance to higher standards, and builds man’s
personality beyond its normal limits. Leadership is an important abstract quality of the leader
that sets apart a successful organization from an unsuccessful one. Leadership is, therefore,
regarded as the process of influencing the activities of an individual towards goal
achievement in a given situation. This process has been explained by Hersey and Blanchard
in the form of the following equation:
L=f (l, f, s) Leadership is a function of leader (l), the followers (f) and other situational
variables(s).
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4.2 BASIC THEORIES OF THE TOPIC
LEADERSHIP DEFINITIONS
•Leadership is Inter-Personal influence exercised in a situation and directed through
communication process, towards the attainment of a specialized goal and goals.
- Robert Tannehbaum
•Leadership is that combination of qualities by the possession of which one able to get
something done by others, chiefly because, through his influence, they become willing to do
so.
- Ordway Tead
IMPORTANT OF LEDERSHIP
 Initiates action- Leader is a person who starts the work by communicating the
policies and plans to the subordinates from where the work actually starts.
 Motivation- A leader proves to be playing an incentive role in the concern’s working.
He motivates the employees with economic and non-economic rewards and thereby
gets the work from the subordinates.
 Providing guidance- A leader has to not only supervise but also play a guiding role
for the subordinates. Guidance here means instructing the subordinates the way they
have to perform their work effectively and efficiently.
 Creating confidence- Confidence is an important factor which can be achieved
through expressing the work efforts to the subordinates, explaining them clearly their
role and giving them guidelines to achieve the goals effectively. It is also important to
hear the employees with regards to their complaints and problems.
 Building morale- Morale denotes willing co-operation of the employees towards
their work and getting them into confidence and winning their trust. A leader can be a
morale booster by achieving full co-operation so that they perform with best of their
abilities as they work to achieve goals.
 Builds work environment- Management is getting things done from people. An
efficient work environment helps in sound and stable growth. Therefore, human
relations should be kept into mind by a leader. He should have personal contacts with
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employees and should listen to their problems and solve them. He should treat
employees on humanitarian terms.
 Co-ordination- Co-ordination can be achieved through reconciling personal interests
with organizational goals. This synchronization can be achieved through proper and
effective co-ordination which should be primary motive of a leader.
FEATURES OF LEADERSHIP
 Influence the behaviour of others: Leadership is an ability of an individual to influence

the behaviour of other employees in the organization to achieve a common purpose or
goal so that they are willingly co-operating with each other for the fulfilment of the same.
 Inter-personal process: It is an interpersonal process between the leader and the

followers. The relationship between the leader and the followers decides how efficiently
and effectively the targets of the organization would be met.
 Attainment of common organizational goals: The purpose of leadership is to guide the

people in an organization to work towards the attainment of common organizational
goals. The leader brings the people and their efforts together to achieve common goals.
 Continuous process: Leadership is a continuous process. A leader has to guide his

employees every time and also monitor them in order to make sure that their efforts are
going in the same direction and that they are not deviating from their goals.
 Group process: It is a group process that involves two or more people together
interacting with each other. A leader cannot lead without the followers.
 Dependent on the situation: It is situation bound as it all depends upon tackling the
situations present. Thus, there is no single best style of leadership.
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TYPES OF LEADERSHIP
1. Autocratic Leadership
Autocratic leadership style is centered on the boss. In this leadership the leader holds all
authority and responsibility. In this leadership, leaders make decisions on their own without
consulting subordinates.
They reach decisions, communicate them to subordinates and expect prompt implementation.
An autocratic work environment normally has little or no flexibility.
40
In this kind of leadership, guidelines, procedures and policies are all natural additions of an
autocratic leader. Statistically, there are very few situations that can actually support
autocratic leadership.
Some of the leaders that display this kind of leadership include: Albert J. Dunlap (Sunbeam
Corporation) and Donald Trump (Trump Organization), among others.
Steve Jobs is another leader who was famous for using fear to inspire people to get their work
done. This leadership style can obviously stifle the leader’s subordinates, but can also be
useful in a crisis when important decisions need to be made without delay.
2. Democratic Leadership
In this leadership style, subordinates are involved in making decisions. Unlike the autocratic
style, this leadership is centered on subordinates’ contributions. The democratic leader holds
final responsibility, but he or she is known to delegate authority to other people, who
determine work projects.
The most unique feature of this leadership is that communication is active upward and
downward. With respect to statistics, democratic leadership is one of the most preferred
styles of leadership, and it entails the following: fairness, competence, creativity, courage,
intelligence and honesty.
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3. Laissez-faire Leadership
Laissez-faire leadership gives authority to employees. According to ancestral, departments or

subordinates are allowed to work as they choose with minimal or no interference. According
to research, this kind of leadership has been consistently found to be the least satisfying and
least effective management style.
But to a certain extent, delegating is necessary. Famous historical projects led by laissez-faire
leaders include the building of the Panama Canal and the Hoover Dam. With both projects,
the presidents involved had to delegate many responsibilities in order to succeed
4. Transformational Leadership
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Unlike other leadership styles, transformational leadership is all about initiating change in
organizations, groups, oneself and others.
Transformational leaders motivate others to do more than they originally intended and often
even more than they thought possible. They set more challenging expectations and typically
achieve a higher performance.
Statistically, transformational leadership tends to have more committed and satisfied

followers. This is mainly so because transformational leaders empower followers.
William Edwards Deming, a statistician and engineer, is a leader who saw the best way
certain systems could operate and taught those under him how to accomplish these goals.
5. Transactional Leadership
This is a leadership style that maintains or continues the status quo. It is also the leadership
that involves an exchange process, whereby followers get immediate, tangible rewards for
carrying out the leader’s orders. Transactional leadership can sound rather basic, with its
focus on exchange.
Being clear, focusing on expectations, giving feedback are all important leadership skills.
Transactional leadership behaviors can include: clarifying what is expected of followers’
performance, explaining how to meet such expectations, and allocating rewards that are
contingent on meeting objectives.
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4.3 REVIEW OF RESEARCH ON THE SELECTED TOPIC
1st RESEARCH ARTICLE
NAME OF AUTHOR: Rakesh Rayiramkandath (June 2017)
TOPIC NAME: Role of Leadership in Building an Organizational Culture and Effectiveness
ABSTRACT
This research paper looks into how leadership skills have brought prosperity to many
countries, including India over the years. In India, leadership skills in leading the country is
popular, and has been honed by generations of Indians living in the country from ancient to
modern days. In the earlier stage, leadership research focused in bringing out 'authority' in
leaders, and look towards those who possess assertive voice and clear vision to lead the
people. Now, the core value of organizations and organizational performance begins with the
leaders and their different leadership styles discussed above. By analyzing many leadership
styles associated with the Indian leaders such as the great man behavioral, situational,
contingency, transformational, transactional, and complexity leadership styles, the paper
looks into how such leadership qualities have become a necessity in bringing development
and performance changes in modern organizational work operations. The analysis brought
out that these leadership styles remains as the main determinant of organizational success,
since they offer good context in increasing commitment from workers towards organizational
performance.
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2nd RESEARCH ARTICLE
NAME OF AUTHOR: Shruti D Naik (24/2/2015)
TOPIC NAME: Leadership Styles in India- An empirical Study of Indian Leaders
ABSTRACT
The word Leader simply means a person who leads. A leader should necessarily possess the
characteristics of organizing, staffing, training, motivating, recognizing the special
capabilities and talents, setting standards, correcting deviations, achieving objectives etc. or
by guiding his subordinates and showing the way to be followed in order to reach the
organizational goal. Each and every person has to either lead or follow. This is decided on the
basis of aptitude, potential and determination. Very few are daring and courageous enough to
risk unpopularity by depending from the herd. The ability to make a spot decision is what
differentiates the executive or leader from the clerk. A leader always exerts a positive
influence on the life of others, as a member of team or the head of a small department. The
role of an effective leader is value addition. Leadership is a multi-dimensional, multi-faceted,
multi-situational and multi-role concept. "Management is doing things right; leadership is
doing the right things."
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3rd RESEARCH ARTICLE
NAME OF AUTHOR: Dr. Shakti Mehrotra & Dr. Ambalika Sinha (April 2017)
TOPIC NAME: An Analysis of Leadership Styles in Indian Organizations
ABSTRACT
The cultural traditions, comprising beliefs, values, attitudes and social practices strongly
influence the behavior of leaders in modern business organizations thus, leading to diversity
in leadership styles around the world. The culture specific expectations play a significant role
in shaping the context of organizations leadership in India. The analyses of researches in
leadership styles in India, clearly indicates that in a high power distance, hierarchical and
dependency prone culture, the Nurturing- task leadership style and Consultative style of
managerial leadership were found to be more effective and congruent with modern Indian
cultural values and behavior dispositions. With the changing profile of work force and
increase knowledge driven organizations both these styles of leadership are going to be
acceptable to Indian employees in comparison to other styles. These styles not only take care
of their need to be cared and nurtured but also take care of their ego needs by involving them
in the various managerial processes.
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4th RESEARCH ARTICLE
NAME OF AUTHOR: Bernard M. Bass(September 1, 2000
TOPIC NAME: The Future of Leadership in Learning Organizations
ABSTRACT
Among the most prominent developments in recent years in the investigation of

transformational leadership has been the confirmation of the utility of transformational
leadership for increasing organizational satisfaction, commitment, and effectiveness, and the
6-factor model of the transformational-transactional factorial structure. Also, we have
increased our understanding of transformational dynamics. In this paper, I hope to show how
transformational leadership relates to the creation and maintenance of the learning
organization. To do this, the meaning of transformational and transactional leadership and the
Full Range of Leadership will be discussed and how the components of transformational and
transactional leadership contribute to a learning organization will be examined. The future of
Leadership and administration will be considered in the light of the current state of affairs in
educational leadership.
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NAME OF AUTHOR: Dr.D.G.Khan (May 2010)
TOPIC NAME: Leadership styles in organisation
ABSTRACT
The study sought to investigate the effect of leadership styles practiced in an organization and
their effect on employee performance. The purpose of this study is to understand the effect of
different leadership styles autocratic, democratic, and participative style- on employee
performance. The objectives that guided the study were; to investigate the effect of autocratic
leadership styles affect employee performance, to investigate the effect of democratic
leadership styles on performance and to analyze the effect of participative leadership styles
on employee performance in an organization. The study followed the qualitative approaches,
Secondary research will be integrated. The reason for this is to be able to provide adequate
discussion for the readers that will help them understand more about the issue and the
different variables that involve with it. On the other hand, sources in secondary research will
include previous research reports, newspaper, magazine and journal content. Existing
findings on journals and existing knowledge on books will be used as secondary research.
The interpretation will be conducted which can account as qualitative in nature. To validate
the research objective different scholarly views are presented of each independent variable
effect on the dependent variable. At the end it was concluded that the autocratic leadership is
useful in the short term and democratic leadership style is useful in all time horizon. And
participation leadership style is most useful in long term and effect on employees is positive.
At end some recommendations are discussed.
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NAME OF AUTHOR: Wasim Abbas and Imran Asghar (Jan 2013)
TOPIC NAME: The Role of Leadership in Organizational Change
ABSTRACT
The globalization has converted the world into a small global village; a village in which there
is an ever high stream of contentions and competitions between organizations. In this
scenario the most effective and beneficial manoeuvre for any organization is to create
innovative ways in conducting business. This thesis deals with the role of leadership in the
phenomena of organizational change and innovation. The leader as a person in charge or as a
change agent can manage an organization or the process of organizational change more
effectively and successfully if h/she is capable and competent. Rapid technological
advancements, high expectations of customers, and ever changing market situations have
compelled organizations to incessantly reassess and revaluate how they work and to
understand, adopt and implement changes in their business model in response of changing
trends. Organizational change is a demand of the day, and needed for organizations to
survive. Organizations now a days, well understand the importance of the matter, and are
serious to prepare themselves not only the current, but also for the future trends to get the
level of sustainable success, but Along with all of its implications and importance the process
of organizational change is also a very complex and challenging. Research shows that 70
percent of organizational changes fail to get their goals. As leadership has a central role in
evolution and cultivating an organization, the process of organizational change demands a
very effective and highly competent leadership that is well capable to perceive the most
desirable shape of an organization and address the issue of organizational change in most
appropriate way. The analysis of literature reviewed and the results of real life cases of
organizations which are studied for this thesis shows, that a leadership with the competencies
of “Vision” and “Innovative Approach” along with other characteristics can prove more
effective to conclude the complex phenomena of organizational change with success. Further
the successful organizational change can leads to innovation for organization, which is the
key of long term success and sustainability
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NAME OF AUTHOR: Swamy D. R (25/3/2011)
TOPIC NAME: Leadership style
ABSTRACT
In this global competitive environment, effective leadership style is necessary to reduce the
attrition rate. From the effective leadership styles only it is possible to achieve organizational
goal productively. Leadership styles affect on the employee performance and productivity.
This paper summarizes and analyzes the available literature of leadership styles and effect on
different components of Quality of work life.
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NAME OF AUTHOR: Ebrahim Hasan Al Khajeh(Oct 2004)
TOPIC NAME: Impact of Leadership Styles on Organizational Performance
ABSTRACT
Leadership is one of the key determinants associated with the success and failure of any
organization. Leadership style is the manner in which people are directed and motivated by a
leader to achieve organizational goals. This study examines the impact of leadership styles on
the organizational performance. The focus was on six major leadership styles -
transformational, transactional, autocratic, charismatic, bureaucratic and democratic. This
study has provided deep insights about the leadership styles; the democratic,
transformational, bureaucratic and autocratic leaderships have a positive impact on the
organizational performance, however, the charismatic and transactional leaderships have
negative impact on the organizational performance, as it does not provide opportunities and
freedom to employees. In this study, both primary and secondary research has been
conducted. The primary research has been done using the quantitative approach, with the help
of survey instrument, based on a survey questionnaire. The secondary research has been done
through the review of previously established literature for achieving the research objectives.
The findings suggested that charismatic, bureaucratic and transactional leadership styles have
negative relationship with organizational performance. Transformational, autocratic, and
democratic leadership styles, on the other hand, had a positive relationship with the
organizational performance. It has been recommended that organizations use the leadership
style that enhances the capabilities and abilities of the people.
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NAME OF AUTHOR: Dr. Rashad Yazdanifard(May 20010)
TOPIC NAME: How Effective Leadership can Facilitate Change in Organizations through
Improvement and Innovation
ABSTRACT
This research intends to explain effective leadership and how it can bring positive change that
helps the organization to improve and be innovative in the current business environment.
Effective leadership and change management will be discussed in this article and also how
leadership affects other factors, for instance trust, culture and clear vision, in the organization
as it facilitates the change. Leadership is one of the main factors in bringing positive change
to the organization; if there is no leadership in the organization they will not be able to
change in the direction they desire and could experience negative change instead.
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NAME OF AUTHOR: Diana L. Strom(5/4/2008)
TOPIC NAME: Leadership styles in workforce
ABSTRACT
The primary objective of this research was to examine both transactional and
transformational leadership styles as serving in the role of moderators in the relationship
between organizational justice and work engagement. An online survey was administered to
348 respondents. Results supported the hypothesis that the positive relationship that both
distributive and procedural justice held to work engagement would be more pronounced
among employees experiencing low transactional leadership than among employees
experiencing high transactional leadership. This set of results is consistent with the principles
of leader fairness theory, which suggests that a low transactional leadership style elicits
uncertainty about one’s social self in the context of the workplace, and this state of
uncertainty incites an employee’s intensified desire to seek justice-related information.
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CHAPTER-V
DATAPRESENTATION, ANALYSIS
54
What Are Leadership Activities?
Increasingly, people are assuming positions of leadership in the workplace However, the
journey to becoming a leader is lengthy Leadership activities are valuable on the journey to
becoming an effective leader, and also develop confidence in leadership teams
Leadership activities may be conducted on or off site, and be physical or sedentary

Leadership activities can either be performed by a leader in their own team, or with an
external facilitator They may take the form of specially organized themed events, such as
scavenger hunts Or, they may be smaller, office-based tasks built into an ordinary workday.
For example, leadership activities could consist of meeting openers or conference break
activities
Leadership activities can be an effective way for individuals to practice and strengthen their
leadership and team-building skills they can also be fun!
The structure of leadership activities is essential. It is important that the participants can
relate the activity to the workplace setting
What Are They Used For?
Leadership activities are used to help individuals learn important skills to be an effective
leader and to promote the growth and development of a leadership team Leadership activities
can be used to improve teamwork, foster better communication in the workplace and develop
team cohesion
The working style, principles, and values of a leader is a crucial aspect in determining the
behavior within an organization Leadership training can help leaders become role-
models The behavior of leaders and what they consider the “norm” determines which
behaviors are enforced and those which are punished
Given the importance of a leader’s behavior, it is also essential that they learn skills, such as:
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Communication
Leaders need to develop the ability to clearly, succinctly explain to employees everything
from the goals of a company to the details of specific work-tasks Many components are
important for effective communication, including active listening, reading body language and
written communication such as emails
Motivation
Leaders need to inspire employees. They may do this by increasing worker’s self-esteem, by
recognizing effort and achievement, or by giving a worker new responsibilities to further
their investment in the business
Delegating
Leaders can achieve this by identifying the skills that workers have, and as such assign tasks
to each worker based on the skills they have
Positivity
Being positive helps develop a happy, healthy work environment, even when the workplace
is busy or stressful
Trustworthiness
By demonstrating integrity, workers will feel at ease to approach their leader with questions
or concerns Building trust is one of the most essential leadership skills.
Creativity
Good leaders are willing to try novel solutions or to approach problems in a non-traditional
way
Feedback
Leaders are constantly on the lookout for opportunities to provide team members with
information about their performance, without ‘micromanaging’ their work
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Responsibility
A good leader accepts mistakes or failures and instead looks for solutions for improvement of
a situation This skill also includes being reflective and being open to feedback
Commitment
A leader should strive to follow through with everything that they agree to do It also involves
applying appropriate feedback and keeping promises
Flexibility
Leaders need to be able to accept changes and creatively problem-solve, as well as being
open to suggestions and feedback
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A. Leadership Training Activities for Employees
Leadership is an integral feature of any workplace. Here are some activities to promote
leadership in employees:
1. Your favorite manager
To begin this activity, employees individually take the role of three different people and
brainstorm the particular behaviors that each person’s most favorite and least favorite
managers demonstrate, from the chosen person’s perspective. After the employees have had
the chance to reflect, the participants compare their list of behaviors – in pairs, and then
subsequently, in groups.
The teams then prepare a list of ‘dos and don’ts’ for developing better employee perceptions
of the leader’s style.
2. Communication: Coach the Builder
Divide employees into groups of four to seven people. Each group should be given two sets
of blocks (such as Lego). Each set should have a minimum of 10 blocks.
Beforehand, you should construct a sample object (e.g., a house) from one of the sets of
blocks. In each group, select a leader, a delegator, a builder and a note-taker. The note-taker
watches and records the group’s behavior during the task. They take note of what appeared to
be done well and how employees could improve.
The leader is given the item that you built – however, they are the only group member to see
the object. Set a timer for ten minutes. To begin with, the leader describes to the delegator
how the builder should build a replica of the item. However, the delegator does not see the
object, and at this stage of the activity, the builder should not hear the instructions.
The delegator can speak with the leader as often as necessary during the 10 minutes. The
builder attempts to build the same item that the leader can see. However, they are only
relying on the delegator’s instructions. At this stage, the delegator should not see the object
that the builder is constructing.
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When the time is up, reveal both objects to all participants and see how closely they match.
Finally, to wrap up the activity, employees can discuss what was either frustrating or easy
about the process and discuss how they may do things differently in order to achieve better
results.
3. My favorite brand
Ask employees to bring three or four printed logos/brands that they use regularly or admire
most. Then, form groups of 3 – 4 people. Teams have a period of ten minutes to share and
discuss their chosen logos.
Their task is to agree upon the team’s top 2 logos or brands which are their team’s choice.
The team also selects a team spokesperson who will report to the bigger group about why the
team chose the specific brands/logos.
Participants are encouraged to share personal experiences or stories that they had with their
chosen brand. After the ten minutes elapses, each spokesperson presents the logos that the
team began with as well as their two top chosen logos/brands. It is their role to explain to the
group why the team voted on their top brand/logo.
B. Leadership Building Exercises for Managers
1. Manager or leader?
Even though in the corporate world the terms manager or leader are used interchangeably,
these are very distinct roles.
Small groups of managers work together to create two tables, one titled ‘leader’ and one titled
‘manager’. In each table, the group writes statements describing either management behavior
or leadership behavior.
For example, the ‘manager’ table may contain statements such as “schedules work to be
done” or “delegates tasks”. On the other hand, statements in the ‘leader’ table could be
“motivating staff” and “creating culture”.
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The purpose of this activity is to demonstrate to managers the difference between
management versus leadership, and show that while ‘every leader can be a manager, not
every manager can be a leader’. However, by brainstorming leadership behaviors, managers
begin the process of becoming a successful leader.
2. The importance of feedback
Divide the group into three teams. Provide each team with poster paper and markers or pens.
Team A is required to consider as many reasons as they can that would make them
apprehensive to provide feedback to another person.
Team B is asked to consider what feedback can help them so, i.e., what feedback will help
them accomplish.
Team C comes up with as many things as they can that would make a feedback session
effective.
Each team has 15 minutes to brainstorm their ideas, then, each team can present their ideas.
Point out to Team A that the hurdles they suggested are self-imposed ideas that will lead to
the manager fearing the worst. Instead, managers should be encouraged to share feedback on
a more regular basis to gain the necessary experience in having such conversations.
Furthermore, by having an awareness of the most effective way to prepare and deliver
feedback can help a manager conquer the issues holding them back.
Point out to Team B that providing constructive feedback as needed is imperative for
developing a productive work environment. A feedback discussion that is well-planned and
thought out delivers an opportunity to share what you have noticed about another person’s
job performance and bring about productive change.
Finally, after Team C has shared their ideas, point out that effective feedback is specific,
honest, and backed up with evidence. The feedback will help others to come up with goals,
make and reinforce positive changes, promote self-confidence and encourage action in the
workplace.
Thank all the teams for their participation and input.
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3. ‘Shark Tank’
This activity is derived from a famous TV show that gives people a chance to show their
entrepreneurial skills. Managers may work individually or in groups. The aim of this activity
is for employees to come up with a business plan that outlines the steps of how to build a
successful company from ‘startup’.
Once the managers have a plan, they can create a ‘pitch’, which should contain the brand’s
name, its’ tagline (or slogan), a detailed business plan, a detailed marketing plan, financial
predictions (sales, profits and market) and potential problems (competition, lack of
resources).
In a role play, appoint a few chosen managers to be the ‘sharks’ (the ones who consider the
projects’ merit and offer imaginary ‘investments’). The winning group, or individual, is the
one who raised the most money from the ‘shark’
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CHAPTER-VI
DATAPRESENTATION, ANALYSIS
62
The researcher has selected simple random sampling method for collection of data with
various sources with sample size 100 workers and 5 managers; questionnaire method was
used for collection of data. In questionnaire various parameters were taken into consideration
for the analysis of the study.
Research Method
Exploratory research method is used for the study of Leadership style in work force, Nashik
Sampling Techniques
Convenience Sampling is a type of non-probability sampling method in which selection of

units from the population is based on their easy availability and accessibility to the
researcher. This study is adopted by Convenience sampling.
Sample size
The sample size for my study is 105 = 5 managers + 100 employees.
Tool for data analysis
Data collection is analysed with the help of statistical tool such as Likert scale and Simple
percentage method along with tables, charts and graphs will be used for quick understanding
of the study.
Data Presentation Tools
Different tools such as tables and graphs using bar graphs, pie charts etc. are used to do the
data presentation
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6.1 SAMPLE ANALYSIS (SECTION 1)
QUESTIONNAIRE FOR MANAGERS
6.1.1 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE
SR No Age Group No. of Respondents Percentage (%)

1 below -25 1 20%
2 25 -40 3 60.00%
3 above 40 1 20%
Total 5 100%
Table 6.1.1
SOURCE: Data Collected from Primary Data through Questionnaire Method.
20% 20%
below -25
25 -40
above 40
60%
Chart 6.1.1
ANALYSIS
From the above table and figure it is found that 20% are above 40 years where as 60%
belongs to 25 – 40 years are and rest of 20 % are below 25 years.
INTERPRETATION
It is clear that majority of respondents are in between 25-40 years.
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6.1.2 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF QUALIFICATION
SR No Qualification No. of Respondents Percentage (%)

1 graduation 1 20%
2 post graduation 2 40%
3 other 2 40%
Total 5 100%
Table 6.1.2
20%
40%
graduation
post graduation
other
40%
Chart 6.1.2
ANALYSIS
From the above table and figure it is depicted that majority of respondents i.e. 40% are
related to high and low background that means other areas, where as 20% are Graduation and
40% are Post Graduate.
INTERPRETATION
Thus it can be concluded that majority of the respondents are Concerned Graduation and
other Qualifications.
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6.1.3 FOR HOW MANY YEARS ARE YOU WORKING WITH SEVEN HILLS
BEVERAGES LTD?
SR no experience year Respondents Percentage

1 0-1 year 0 0%
2 1-5 years 4 80%
3 5-10 years 1 20%
4 <10 years 0 0%
Total 5 100%
Table 6.1.3
0%
20%
0-1 year
1-5 years
5-10 years
<10 years
80%
Chart 6.1.3
ANALYSIS
From the above analysis it is found that 0% respondent have been working for more than 10 years
whereas 20% respondent have said that they have 5-10 year and 1-5 year of experience and 80%
respondent are fresher’s from 0-1 year.
INTERPRETION
Majority of respondents have said that they have been working for 1-5 Year.
66
6.1.4 POTENTIAL TO BE A GOOD LEADER
SR No Response No. of Respondents Percentage (%)

1 YES 5 100%
2 NO 0 0.00%
Total 5 100%
Table 6.1.4
100%
100%
90%
80%
70%
60%
50%
40%
30%
20%
0.00%
10%
0%
YES NO
Chart 6.1.4
ANALYSIS
According to above chart, it is shows that majority of the respondents i.e. 100% are agree
with this statement
INTERPRETATION
It is concluded that majority of managers thinks they have the potential to be a good leader
67
6.1.5 ENJOY SETTING GOALS FOR THE FUTURE

1 YES 4 80%
2 NO 1 20%
Total 5 100%
Table 6.1.5
80%
70%
60%
50%
80%
40%
30%
20%
20%
10%
0%
YES NO
Chart 6.1.5
ANALYSIS
According to above chart, it is shows that majority of the respondents i.e. 80% are agree with
this statement
INTERPRETATION
It is concluded that majority of managers enjoy setting goals for the future
68
6.1.6 OPEN TO SUGGESTIONS FROM YOUR EMPLOYEES

1 YES 3 60%
2 NO 2 40%
Total 5 100%
Table 6.1.5
40%
NO
60%
YES
0% 10% 20% 30% 40% 50% 60% 70%
Chart 6.1.6
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of managers Are open to suggestions from their employees
69
6.1.7 WILLING TO TAKE THE BLAME FOR THE TEAM YOU LEAD, SHOULD
ANYTHING GO WRONG

1 YES 2 40%
2 NO 3 60%
Total 5 100%
Table 6.1.7
60%
NO
40%
YES
0% 10% 20% 30% 40% 50% 60% 70%

`
Chart 6.1.7
ANALYSIS
According to above chart, it is shows that majority of the respondents i.e. 60% are not agree
with this statement
INTERPRETATION
It is concluded that majority of managers Are not willing to take the blame for the team you
lead, should anything go wrong
70
6.1.8 FEEL THREATENED WHEN SOMEONE QUESTIONS YOUR DECISIONS

1 YES 0 0%
2 NO 5 100%
Total 5 100%
Table 6.1.8
100%
90%
80%
70%
60%
100%
50%
40%
30%
20%
10%
0%
0%
YES NO
Chart 6.1.8
ANALYSIS
with this statement
INTERPRETATION
It is concluded that majority of managers not feel threatened when someone questions on
their decisions
71
6.1.9 TRY TO UNDERSTAND THE ISSUES OF THE TEAM

1 YES 5 100%
2 NO 0 0%
Total 5 100%
Table 6.1.9
0%
NO
100%
YES
0% 20% 40% 60% 80% 100%
Chart 6.1.9
ANALYSIS
According to above chart, it is shows that majority of the respondents i.e. 100% are agree
with this statement
INTERPRETATION
It is concluded that majority of managers try to understand the issue of the teams
72
6.1.10 IMPORTANT IS BUILDING TEAM MORALE TO YOU

1 Not at all 0 0%
2 Slightly 0 0%
3 Moderately 0 0%
4 Very 1 20%
5 Extremely 4 80%
Total 5 100%
Table 6.1.10
80%
80%
70%
60%
50%
40%
30%
20%
20%
10%
0% 0% 0%
0%
Not at all Slightly Moderately Very Extremely
Chart 6.1.10
ANALYSIS
Above chart depicted that majority of the respondents extremely agree with the statement
80%
INTERPRETATION
Majority of the respondents thinks it is important to building team morale
73
6.1.11 IS YOU AT TRYING TO UNDERSTAND YOU’RE SUBORDINATES

1 Not at all 0 0%
2 Slightly 0 0%
3 Moderately 0 0%
4 Very 2 40%
5 Extremely 3 60%
Total 5 100%
Table 6.1.11
70%
60%
60%
50%
40%
40%
30%
20%
10%
0% 0% 0%
0%
Not at all Slightly Moderately Very Extremely
Chart 6.1.11
ANALYSIS
Above chart depicted that majority of the respondents extremely agree with the statement
60%
INTERPRETATION
Majority of the respondents thinks it is good trying to understand your subordinates
74
6.1.12 WHICH OF THE FOLLOWING STATEMENT STYLES SUITS YOU BEST
SR Response No. of Respondents Percentage

No
1 When I give an order, I expect people to 1 20%
follow it
2 I would like to give advice and guide people 4 80%
rather than give orders
Total 5 100%
Table 6.1.12
80%
80%
70%
60%
50%
40%
30% 20%
20%
10%
0%
When I give an order, I expect I would like to give advice and guide
people to follow it people rather than give orders
Chart 6.1.12
ANALYSIS
Above chart depicted that majority of the respondents 80% are agree with statement
INTERPRETATION
Majority of the respondents thinks they would like to give advice and guide people rather
than give orders
75
6.1.13 WHICH STATEMENT DESCRIBES YOU
SR No Response No. of Respondents Percentage
1 I want my employees to check in with me only if they 3 20%

have a problem or have achieved their targets
2 I like to check in with my employees often, to see 2 80%
how the project is coming along
Total 5 100%
Table 6.1.13
80%
80%
70%
60%
50%
40%
30% 20%
20%
10%
0%
I want my employees to I like to check in with
check in with me only if my employees often, to
they have a problem see how the project is
problem or have coming along
achieved their targets
Chart 6.1.13
ANALYSIS
Above chart depicted that majority of the respondents 80% are agree with statement
INTERPRETATION
Majority of the respondents thinks they like to check in with my employees often, to see how
the project is coming alone
76
6.1.14 A GOOD LEADER NEEDS TO BE OPEN-MINDED.
Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 3 60%
4 agree 2 40.00%
3 neutral 0 0%
2 disagree 0 0% 4.6
1 strongly disagree 0 0%
Total 5 100%
Table 6.1.14
0%
0% 0%
40.00%
strongly agree
agree
60%
neutral
disgaree
strongly disagree
Chart 6.1.14
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement a good
leader needs to be open-minded 60% respondents are strongly agree with this statement and
40% are agree
INTERPRETATION
Majority of the respondents strongly agreed with the statement a good leader needs to be
open-minded.
77
6.1.15 NECESSARY TO WELCOME SUGGESTIONS GIVEN BY EMPLOYEES

4 agree 2 40.00%
3 neutral 2 40%
disagree 0 0% 3.8
2
Total 5 100%
Table 6.1.15
40.00% 40%
40%
30%
20%
20%
10%
0%
0%
strongly agree 0%
agree
neutral
disgaree
strongly
disagree
Chart 6.1.15
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement it is
necessary to welcome suggestions given by employees 40% respondents are agree with this
statement and 40% are neutral and also 20 % are strongly agree .
INTERPRETATION
Majority of the respondents agreed and neutral with the statement it is necessary to welcome
suggestions given by employees and overall mean is 3.8
78
6.1.16 BIASES AND GRUDGES SHOULD NOT INFLUENCE A LEADER'S
DECISION

4 agree 0 0.00%
3 neutral 0 0%
2 disagree 4 80% 1.8
Total 5 100%
Table 6.1.16
80%
80%
70%
60%
50%
40%
30%
20%
20%
10%
0% 0.00% 0%
0%
strongly agree agree neutral disgaree strongly
disagree
Chart 6.1.16
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement biases and
grudges should not influence a leader's decision 80% respondents are disagree with this
statement 20 % are strongly disagree .
INTERPRETATION
Majority of the respondents disagreed with the statement biases and grudges should not
influence a leader's decision and overall mean is 1.8
79
6.1.17 A LEADER NEED NOT GET TO KNOW THEIR EMPLOYEES

4 agree 0 0.00%
3 neutral 0 0%
disagree 3 60% 1.6
2
Total 5 100%
Table 6.1.17
0.00%
0%
0%
strongly agree
agree
40%
neutral
disgaree
60% strongly disagree
Chart 6.1.17
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement a leader
need not get to know their employees 60% respondents are disagree with this statement and
40% strongly disagree .
INTERPRETATION
Majority of the respondents disagreed with the statement a leader need not get to know their
employees and overall mean is 1.6
80
6.1.18 A LEADER NEED NOT LEAD BY EXAMPLE

4 agree 2 40.00%
3 neutral 2 40%
2 disagree 1 20% 3.2
Total 5 100%
Table 6.1.18
40.00% 40%
40%
35%
30%
25%
20%
20%
15%
10%
5%
0% 0%
0%
disagree
Chart 6.1.18
ANALYSIS
need not lead by example 40% respondents are agree and neutral with this statement and
20% are disagree .
INTERPRETATION
Majority of the respondents agreed and neutral with the statement a leader need not lead by
example and overall mean is 3.2
81
6.1.19 EMPLOYEES MUST CARRY OUT ORDERS, NO QUESTIONS ASKED

4 agree 0 0.00%
3 neutral 1 20%
disagree 2 40% 1.8
2
Total 5 100%
Table 6.1.19
40% 40%
40%
35%
30%
25% 20%
20%
15%
10%
5% 0% 0.00%
0%
disagree
Chart 6.1.19
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement Employees
must carry out orders, no questions asked 40% respondents are disagree and strongly disagree
with this statement and 20% are neutral
INTERPRETATION
Majority of the respondents strongly disagreed with the statement employees must carry out
orders, no questions ask and overall mean is 1.8
82
6.1.20 A LEADER NEEDS TO BE REASONABLE

4 agree 1 20.00%
3 neutral 0 0%
2 disagree 0 0% 4.8
Total 5 100%
Table 6.1.20
80%
80%
70%
60%
50%
40%
30% 20.00%
20%
10% 0% 0% 0%
0%
disagree
Chart 6.1.20
ANALYSIS
needs to be reasonable 80% respondents are strongly agree with this statement and 20 % are
agree .
INTERPRETATION
Majority of the respondents strongly agreed with the statement a leader needs to be
reasonable and overall mean is 4.
83
6.1.21 BEING CORRECT IS MORE IMPORTANT THAN BEING NICE

4 agree 3 60.00%
3 neutral 0 0%
4.4
2 disagree 0 0%
Total 5 100%
Table 6.1.21
70%
60.00%
60%
50%
40%
40%
30%
20%
10%
0% 0% 0%
0%
disagree
Chart 6.1.21
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement being
correct is more important than being nice 60% respondents are agree with this statement and
40% agree .
INTERPRETATION
Majority of the respondents agreed with the statement being correct is more important than
being nice and overall mean is 4.4
84
6.1.22 A GOOD LEADER HELPS HIS/HER TEAM IN TOUGH TIMES

4 agree 1 20.00%
3 neutral 1 20%
4.4
2 disagree 0 0%
Total 5 100%
Table 6.1.22
70%
60%
60%
50%
40%
30%
20.00% 20%
20%
10%
0% 0%
0%
disagree
Chart 6.1.22
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement a good
leader helps his/her team in tough times 60% respondents are strongly agree with this
statement and 20% are neutral and also 20 % are agree .
INTERPRETATION
Majority of the respondents strongly agreed statement a good leader helps his/her team in
tough times and overall mean is 4.4
85
6.1.23 SATISFIED ACTIVITY TAKEN IN ORGANASTION
Sr. No Response No. of Respondents Percentage (%)

1 YES 4 80%
2 NO 1 20%
Total 5 100%
Table 6.1.23
20%
YES
NO
80%
Chart 6.1.23
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s satisfied with activity taken in organization
86
6.1.24 ACTIVITES REALLY HELPS FOR GROWTH
Sr. No Response No. of Respondents Percentage (%)

1 YES 4 80%
2 NO 1 20%
Total 5 100%
Table 6.1.24
20%
YES
NO
80%
Chart 6.1.24
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s thinks actives really helps to growth
87
6.1.25 WHICH TYPE OF GROWTH USING ACTIVITY
Sr.No Response No. of Respondents Percentage (%)

1 Personal 1 20%
2 Organization 3 60%
3 Both 1 20%
Total 5 100%
Table 6.1.25
60%
60%
50%
40%
30%
20% 20%
20%
10%
0%
Personal Organstional Both
Chart 6.1.25
ANALYSIS
organizational growth
INTERPRETATION
It is concluded that majority of manager’s thinks actives helps organizational growth
88
6.2 SAMPLE ANALYSIS (SECTION 2)
QUESTIONNAIRE FOR WORKERS

6.2.1 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE
SR No Age Group No. of Respondents Percentage (%)

1 below -25 47 47%
2 25 -40 36 36.00%
3 above 40 17 17%
Total 100 100%
Table 6.2.1
47%
50%
36.00%
40%
30%
17%
20%
10%
0%
below -25 25 -40 above 40
Chart 6.2.1
ANALYSIS
From the above table and figure it is found that 17% are above 40 years where as 36%
belongs to 25 – 40 years are and rest of 47% are below 25 years.
INTERPRETATION
It is clear that majority of respondents are in below 25 years.
89
6.2.2 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF QUALIFICATION
SR No Qualification No. of Respondents Percentage (%)

1 graduation 68 68%
2 post graduation 0 0%
3 other 32 32%
Total 100 100%
Table 6.2.2
68%
70%
60%
50%
40% 32%
30%
20%
10%
0%
0%
graduation post graduation other
Chart 6.2.2
ANALYSIS
From the above table and figure it is depicted that majority of respondents i.e. 32% are
related to high and low background that means other areas, where as 68% are Graduation and
0% are Post Graduate.
INTERPRETATION
Thus it can be concluded that majority of the respondents are Concerned Graduation and
other Qualifications.
90
6.2.3 FOR HOW MANY YEARS ARE YOU WORKING WITH SEVEN HILLS
BEVERAGES LTD?
SR no experience year Respondents Percentage

1 0-1 year 21 21%
2 1-5 years 42 42%
3 5-10 years 26 26%
4 <10 years 11 11%
Total 100 100%
Table 6.2.3
50%
40%
30%
42%
20%
26%
21%
10%
11%
0%
0-1 year 1-5 years 5-10 years <10 years
Chart 6.2.3
ANALYSIS
From the above analysis it is found that11% respondent have been working for more than 10 years
whereas 26% respondent have said that they have 5-10 year and 42% respondent are in age between
and 1-5 year of experience and 21% respondent are fresher’s from 0-1 year.
INTERPRETION
Majority of respondents have said that they have been working for 1-5 Year.
91
6.2.4 MANAGER CARE ABOUT YOUR DEVELOPMENT
1 YES 61 61%
2 NO 39 39%
Total 100 100%
Table 6.2.4
39%
61% YES
NO
Chart 6.2.4
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s care about employee development
92
6.2.5 YOUR MANGER CARES ABOUT YOU AS A PERSON

1 YES 73 73%
2 NO 27 27%
Total 100 100%
Table 6.2.5
27%
YES
73% NO
Chart 6.2.5
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s care about as a person
93
6.2.6 MANGER CREATE A TRUSTING AND OPEN ENVIRONMENT

1 YES 57 57%
2 NO 43 43%
Total 100 100%
Table 6.2.6
43%
YES
NO
57%
Chart 6.2.6
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s are trust and giving open environment
94
6.2.7 YOUR MANGER TREAT EVERYONE ON THE TEAM FAIRLY

1 YES 68 68%
2 NO 32 32%
Total 100 100%
Table 6.2.7
32%
YES
68%
NO
Chart 6.2.7
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s treat everyone on the team fairly
95
6.2.8 MANAGER RESPONSIVE TO YOUR IDEAS, REQUESTS, AND
SUGGESTIONS

1 YES 42 42%
2 NO 58 58%
Total 100 100%
Table 6.2.8
42%
YES
NO
58%
Chart 6.2.8
ANALYSIS
with this statement
INTERPRETATION
It is concluded that majority of manager’s are not responsive to your ideas, requests, and
suggestions
96
6.2.9 REGULARLY RECEIVE CONSTRUCTIVE PERFORMANCE FEEDBACK
FROM YOUR MANAGER

1 YES 47 47%
2 NO 53 53%
Total 100 100%
Table 6.2.9
47%
53%
YES
NO
Chart 6.2.9
ANALYSIS
with this statement
INTERPRETATION
It is concluded that majority of manager’s are not regularly receive constructive performance
feedback from your manager
97
6.2.10 MANAGER CLEARLY COMMUNICATE EXPECTATIONS

1 YES 82 82%
2 NO 18 18%
Total 100 100%
Table 6.2.10
18%
YES
NO
82%
Chart 6.2.10
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s are clearly communicate expectations
98
6.2.11 MANAGER PROVIDE STRONG AND DECISIVE LEADERSHIP WHEN
REQUIRED

1 YES 69 69%
2 NO 31 31%
Total 100 100%
Table 6.2.11
31%
YES
NO
69%
Chart 6.2.11
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s are provide strong and decisive leadership when
required
99
6.2.12 YOUR MANAGER GIVES RESPECT AND CONSIDERATION TO YOU

1 YES 73 73%
2 NO 27 27%
Total 100 100%
Table 6.2.12
27%
YES
NO
73%
Chart 6.2.12
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of manager’s are gives respect and consideration to worker
100
6.2.13 MANAGER RECOGNIZES AND CELEBRATE SUCCESS AND GOOD
WORK

1 Always 22 22%
2 Sometime 71 71.00%
3 Never 7 7%
TOTAL 100 100%
Table 6.2.13
80% 71.00%
70%
60%
50%
40%
30% 22%
20%
7%
10%
0%
Always Sometime Never
Chart 6.2.13
ANALYSIS
statement
INTERPRETATION
It is concluded that majority of manager’s are sometime recognizes and celebrate success and
good work
101
6.2.14 MOTIVATES AND INSPIRES ME AND THE TEAM I WORK WITH

1 Always 38 38%
3 Never 14 14%
TOTAL 100 100%
Table 6.2.14
48.00%
50%
45% 38%
40%
35%
30%
25%
20% 14%
15%
10%
5%
0%
Always Sometime Never
Chart 6.2.14
ANALYSIS
statement
INTERPRETATION
It is concluded that majority of manager’s are sometime motivate and inspires team I work
with
102
6.2.15 ENSURE THAT I HAVE AN APPRAISAL AT LEAST ONCE IN YEAR

1 Always 22 22%
3 Never 32 32%
TOTAL 100 100%
Table 6.2.15
Never 32%
Sometime 47.00%
Always 22%
0% 10% 20% 30% 40% 50%
Chart 6.2.15
ANALYSIS
statement
INTERPRETATION
It is concluded that majority of manager’s are sometime gives an appraisal at least once in
year
103
6.2.16 ACTS AS GOOD ROLE MODEL

1 Always 58 58%
3 Never 13 13%
TOTAL 100 100%
Table 6.2.16
Never 13%
Sometime 29.00%
Always 58%
0% 10% 20% 30% 40% 50% 60%
Chart 6.2.16
ANALYSIS
statement
INTERPRETATION
It is concluded that majority of manager’s are always acts as good role model
104
6.2.17 EFFICTIVELY COMMUNICATE THE INFORMATION

4 agree 49 49.00%
3 neutral 12 12%
2 disagree 9 9% 4
Total 100 100%
Table 6.2.17
strongly disagree 0%
disgaree 9%
neutral 12%
agree 49.00%
strongly agree 30%
0% 10% 20% 30% 40% 50%
Chart 6.2.17
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement effectively
communicate the information 49% respondents are s agree with this statement and 30% are
strongly agree 12% are neutral
INTERPRETATION
Majority of the respondents agreed with the statement i.e. manager effectively communicate
the information the overall mean is 4
105
6.2.18 EXPLAIN HOW THE ORGANIZTION’S FUTURE PLANS AFFECT

4 agree 61 61.00%
3 neutral 11 11% 3.78
2 disagree 9 9%
Total 100 100%
Table 6.2.18
disgaree 9%
neutral 11%
agree 61.00%
strongly agree 16%
0% 10% 20% 30% 40% 50% 60% 70%
Chart 6.2.18
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement explain
how the organization’s future plans affect 61% respondents are agree with this statement and
16% are strongly agree 11% are neutral
INTERPRETATION
Majority of the respondents agreed with the statement i.e. manager explain how the
organization’s future plans affect the overall mean is 3.78
106
6.2.19 EXPLAIN THE REASONS BEHAIND DECISION MADE

4 agree 38 38.00%
3 neutral 32 32% 3.25
2 disagree 15 15%
Total 100 100%
Table 6.2.19
disgaree 15%
neutral 32%
agree 38.00%
strongly agree 8%
0% 10% 20% 30% 40%
Chart 6.2.19
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement explain the
reasons behind decision made 38% respondents are s agree with this statement and 15% are
disagree 30% are neutral
INTERPRETATION
Majority of the respondents agreed with the statement i.e. manager explain the reasons
behind decision made the overall mean is 3.25
107
6.2.20 THE EXPERTISE AND ABILITY TO HEPL YOU AND YOUR TEAM

4 agree 52 52.00%
3 neutral 12 12% 4
2 disagree 8 8%
Total 100 100%
Table 6.2.20
60% 52.00%
50%
40%
28%
30%
20% 12%
8%
10%
0%
0%
strongly agree neutral disgaree strongly
agree disagree
Chart 6.2.20
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement the
expertise and ability to help you and your team 52% respondents are agree with this
statement and 28% are strongly agree 12% are neutral
INTERPRETATION
Majority of the respondents agreed with the statement i.e. manager the expertise and ability to
help you and your team the overall mean is 4
108
6.2.21 CONFIDANT IN THE OVERALL EFFECTIVNESS OF YOUR IMMEDIATE
MANAGER
Rate Response No. of Respondents Percentage (%) Mean

4 agree 38 38.00%
3 neutral 27 27% 3.33
2 disagree 17 17%
Total 100 100%
Table 6.2.21
38.00%
40%
35%
27%
30%
25%
17%
20%
12%
15%
10% 6%
5%
0%
agree disagree
Chart 6.2.21
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement confidant
in the overall effectiveness of your immediate manager 38% respondents are agree with this
statement and 17% are disagree 27% are neutral
INTERPRETATION
Majority of the respondents agreed with the statement i.e. confidant in the overall
effectiveness of your immediate manager the overall mean is 3.33
109
6.2.22 RECOGNIZE THE IMPORTANCE OF YOUR PERSONAL AND FAMILY
LIFE

4 agree 43 43.00%
3 neutral 22 22% 3.61
2 disagree 12 12%
Total 100 100%
Table 6.2.22
43.00%
45%
40%
35%
30%
22%
25% 19%
20%
12%
15%
10% 4%
5%
0%
agree disagree
Chart 6.2.22
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement recognize
the importance of your personal and family life 43% respondents are agree with this
statement and 19% are strongly agree 22% are neutral
INTERPRETATION
Majority of the respondents agreed with the statement i.e. manager recognize the importance
of your personal and family life the overall mean is 3.61
110
6.2.23 HANDLE DISAGREEMENT PROFESSIONALLY

4 agree 53 53.00%
3 neutral 9 9%
2 disagree 10 10% 3.92
Total 100 100%
Table 6.2.23
60% 53.00%
50%
40%
26%
30%
20%
9% 10%
10% 2%
0%
agree disagree
Chart 6.2.23
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement handle
disagreement professionally 53% respondents are agree with this statement and 26% are
strongly agree 10% are disagree
INTERPRETATION
Majority of the respondents agreed with the statement i.e. manager handle disagreement
professionally the overall mean is 3.92
111
6.2.24 DISCUSS YOUR CAREER WITHIN THIS ORGANIZATION

4 agree 42 42.00%
3 neutral 13 13%
2 disagree 21 21% 3.49
Total 100 100%
Table 6.2.24
45% 42.00%
40%
35%
30%
25% 21%
19%
20%
15% 13%
10%
5%
5%
0%
disagree
Chart 6.2.24
ANALYSIS
Above chart depicted that majority of the respondents satisfied with the statement discuss
your career within this organization 42% respondents are agree with this statement and 21%
are disagree 13% are neutral
INTERPRETATION
Majority of the respondents agreed with the statement i.e. manager discuss your career within
this organization the overall mean is 3.49
112
6.2.25 ACTIVIES HELPS FOR DEVLOPMENT

1 YES 58 58%
2 NO 42 42%
Total 100 100%
Table 6.2.25
42%
YES
NO
58%
Chart 6.2.25
ANALYSIS
this statement
INTERPRETATION
It is concluded that majority of actives taken in organizations which helps to the

development
113
6.2.26 WHICH TYPE OF GROWTH USING ACTIVITY

1 Personal 36 36%
2 Organization 43 43%
3 Both 21 21%
Total 100 100%
Table 6.2.25
21%
36%
Personal
Organstional
Both
43%
Chart 6.2.26
ANALYSIS
organizational growth
INTERPRETATION
It is concluded that majority of manager’s thinks actives helps organizational growth
114
CHAPTER VII
CONCLUSION AND SUGGESATION, FINDING
115
FINDINGS
After analysis and interpretation of “MANAGER” data these are followings findings
were emerged
 It is found that 20% are above 40 years where as 60% belongs to 25 – 40 years are and rest
of 20 % are below 25 years
 Majority of respondents i.e. 40% are related to high and low background that means other
areas, where as 20% are Graduation and 40% are Post Graduate
 It is shows that majority of the respondents i.e. 100% are agree with this statement
managers thinks they have the potential to be a good leader
managers enjoy setting goals for the future
managers are open to suggestions from their employees
 It is shows that majority of the respondents i.e. 60% are not agree with this statement
managers are not willing to take the blame for the team you lead, should anything go
wrong
managers not feel threatened when someone questions on their decisions
managers try to understand the issue of the teams
 Majority of the respondents extremely agree with the statement 80% i.e. it is important to
building team morale
 Majority of the respondents extremely agree with the statement 60% i.e. it is good trying
to understand your subordinates
 Majority of the respondents 80% are agreeing with statement give advice and guide people
rather than give orders
 Majority of the respondents 80% are agree with statement check in with my employees
often, to see how the project is coming alone
 Majority of the respondents satisfied with the statement a good leader needs to be open-
minded 60% respondents are strongly agree with this statement and 40% are agree
116
 Majority of the respondents satisfied with the statement it is necessary to welcome
suggestions given by employees 40% respondents are agree with this statement and 40%
are neutral and also 20 % are strongly agree .
 Majority of the respondents satisfied with the statement biases and grudges should not
influence a leader's decision 80% respondents are disagree with this statement 20 % are
strongly disagree
 Majority of the respondents satisfied with the statement a leader need not get to know their
employees 60% respondents are disagree with this statement and 40% strongly disagree
 Majority of the respondents satisfied with the statement a leader need not lead by example
40% respondents are agree and neutral with this statement and 20% are disagree
 Majority of the respondents satisfied with the statement Employees must carry out orders,
no questions asked 40% respondents are disagree and strongly disagree with this statement
and 20% are neutral
 Majority of the respondents satisfied with the statement a leader needs to be reasonable
80% respondents are strongly agree with this statement and 20 % are agree
 Majority of the respondents satisfied with the statement being correct is more important
than being nice 60% respondents are agree with this statement and 40% agree
 Majority of the respondents satisfied with the statement a good leader helps his/her team
in tough times 60% respondents are strongly agree with this statement and 20% are neutral
and also 20 % are agree
117
After analysis and interpretation of “WORKER” data these are followings findings
were emerged
 It is found that 17% are above 40 years where as 36% belongs to 25 – 40 years are and rest
of 47% are below 25 years
 It is depicted that majority of respondents i.e. 32% are related to high and low background
that means other areas, where as 68% are graduation and 0% are post graduate
manager’s care about employee development
manager’s care about as a person
manager’s are trusting and giving open environment
manager’s treat everyone on the team fairly
manager’s are not responsive to your ideas, requests, and suggestions
manager’s are not regularly receive constructive performance feedback from your
manager
 It is shows that majority of the respondents i.e. 82% are agree with this statement manager
clearly communicate expectations
manager’s are provide strong and decisive leadership when required
 It is shows that majority of the respondents i.e. 73% are agree with this statement manager
gives respect and consideration to you
 It is shows that majority of the respondents i.e. 71% are agree with statement manager’s
are sometime recognizes and celebrate success and good work
are sometime motivate and inspires team I work with
are sometime gives an appraisal at least once in year
are always acts as good role model
118
 Majority of the respondents satisfied with the statement effectively communicate the
information 49% respondents are s agree with this statement and 30% are strongly agree
12% are neutral
 Majority of the respondents satisfied with the statement explain how the organization’s
future plans affect 61% respondents are agree with this statement and 16% are strongly
agree 11% are neutral
 Majority of the respondents satisfied with the statement explain the reasons behind
decision made 38% respondents are s agree with this statement and 15% are disagree 30%
are neutral
 Majority of the respondents satisfied with the statement the expertise and ability to help
you and your team 52% respondents are agree with this statement and 28% are strongly
agree 12% are neutral
 Majority of the respondents satisfied with the statement confidant in the overall
effectiveness of your immediate manager 38% respondents are agree with this statement
and 17% are disagree 27% are neutral
 Majority of the respondents satisfied with the statement recognize the importance of your
personal and family life 43% respondents are agree with this statement and 19% are
strongly agree 22% are neutral
 Majority of the respondents satisfied with the statement handle disagreement
professionally 53% respondents are agree with this statement and 26% are strongly agree
10% are disagree
 Majority of the respondents satisfied with the statement discuss your career within this
organization 42% respondents are agree with this statement and 21% are disagree 13%
are neutral
119
CONCLUSION
 It is concluded that majority of managers enjoy setting goals for the future
 It is concluded that majority of managers Are open to suggestions from their employees
 It is concluded that majority of managers Are not willing to take the blame for the team
you lead, should anything go wrong
 It is concluded that majority of managers not feel threatened when someone questions on
their decisions
 It is concluded that majority of managers try to understand the issue of the teams
 Majority of the respondents thinks it is important to building team morale
 Majority of the respondents thinks it is good trying to understand your subordinates
 Majority of the respondents thinks they would like to give advice and guide people rather
than give orders
 Majority of the respondents thinks they like to check in with my employees often, to see
how the project is coming alone
 Majority of the respondents strongly agreed with the statement a good leader needs to be
open-minded
 Majority of the respondents agreed and neutral with the statement it is necessary to
welcome suggestions given by employees
 Majority of the respondents disagreed with the statement biases and grudges should not
influence a leader's decision
 Majority of the respondents disagreed with the statement a leader need not get to know
their employees
 Majority of the respondents disagree the statement employees must carry out all orders
given to them, no questions asked
 Majority of the respondents agreed and neutral with the statement a leader need not lead
by example
 Majority of the respondents strongly disagreed with the statement employees must carry
out orders, no questions ask
 Majority of the respondents strongly agreed with the statement a leader needs to be
reasonable
 Majority of the respondents agreed with the statement being correct is more important than
being nice
120
 Majority of the respondents strongly agreed statement a good leader helps his/her team in
tough times
 It is concluded that majority of manager’s care about employee development
 It is concluded that majority of manager’s care about as a person
 It is concluded that majority of manager’s are trust and giving open environment
 It is concluded that majority of manager’s treat everyone on the team fairly
 It is concluded that majority of manager’s are not responsive to your ideas, requests, and
suggestions
 It is concluded that majority of manager’s are not regularly receive constructive
performance feedback from your manager
 It is concluded that majority of manager’s are clearly communicate expectations
 It is concluded that majority of manager’s are provide strong and decisive leadership when
required
 It is concluded that majority of manager’s are gives respect and consideration to worker
 It is concluded that majority of manager’s are sometime recognizes and celebrate success
and good work
 It is concluded that majority of manager’s are sometime motivate and inspires team I work
with
 It is concluded that majority of manager’s are sometime gives an appraisal at least once in
year
 It is concluded that majority of manager’s are always acts as good role model
 Majority of the respondents agreed with the statement i.e. manager effectively
communicate the information
 Majority of the respondents agreed with the statement i.e. manager explain how the
organization’s future plans affect
 Majority of the respondents agreed with the statement i.e. manager explain the reasons
behind decision made
 Majority of the respondents agreed with the statement i.e. manager the expertise and
ability to help you and your team
 Majority of the respondents agreed with the statement i.e. confidant in the overall
effectiveness of your immediate manager
 Majority of the respondents agreed with the statement i.e. manager recognize the
importance of your personal and family life
 Majority of the respondents agreed with the statement i.e. manager handle disagreement
professionally
 Majority of the respondents agreed with the statement i.e. manager discuss your career
within this organization
121
BIBLIOGRAPHY
Sr.No. Name Of Author Title Of Book Edition Year Publication
1 P. Subbarao Essential Of Human Fifth 2007 Himalaya

Resource
Management.
2 S.P. Jain Industrial And Labour

Law
3 C. R. Kothari Research Second 2004 Vishwa

Methodology
Website:-
www.linkedin.in
www.wikipedia.com
www.google.com
www.citehr.com
122
RESEARCH ARTICLES
Sr. No Authors Name Title Year
1 Rakesh Role of Leadership in Building an June 2017

Rayiramkandath Organizational Culture and Effectiveness
2 Shruti D Naik Leadership Styles in India- An empirical Study 24/2/2015

of Indian Leaders
3 Dr. Shakti Mehrotra An Analysis of Leadership Styles in Indian April 2017
Organizations
4 Bernard M. Bass The Future of Leadership in Learning September
Organizations 1, 2000
5 Dr.D.G.Khan Leadership styles in organisation May 2010
6 Imran Asghar The Role of Leadership in Organizational Jan 2013

Change
7 Swamy D. R Leadership style 25/3/2011
8 Ebrahim Hasan Al Impact of Leadership Styles on Organizational Oct 2004

Khajeh Performance
9 Dr. Rashad How Effective Leadership can Facilitate May 2001
Yazdanifard Change in Organizations through
Improvement and Innovation
10 Diana L. Strom Leadership styles in workforce 5/4/2008
123

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A

FIELD WORK REPORT

“LEADERSHIP STYLES IN WORK FORCE”

SEVEN HILLS BEVERAGES LTD

Savitribai Phule Pune University

In the Partial Fulfilment of the Course

MASTER IN BUSINESS ADMINISTRATION-HUMAN RESOURCE

Mr. PAWAR PANKAJ PUNDLIK

Under The Guidance Of

INSTITUTE OF MANAGEMENT AND RESEARCH TECHONOLOGY,

Date: / /2019 Signature:

Place: IMRT, Nashik-2 Name: Mr.Pankaj.P.Pawar

Date: / /2019 Signatures:

Place: IMRT, Nashik- 2 Name of Guide: Prof H.S.Deshmukh

I have pleasure in successful completion of this work titled a project report on

Date: / /2019 Signature:

Place: IMRT, Nashik-2 Name:

3. PROFILE OF THE ORGANISATION

7. CONCLUSION AND SUGGESATION FINDING

6.1.23 Satisfied activity taken in organisation

6.1.24 Activates really helps for growth

6.2.1 Classification of respondents on the basis of age

6.2.6 Manger create a trusting and open environment

6.2.7 Your manger treat everyone on the team fairly

6.2.8 Manager responsive to your ideas, requests, and suggestions

6.2.12 Your manager gives respect and consideration to you

6.2.13 Manager recognizes and celebrate success and good work

6.2.14 Motivates and inspires me and the team i work with

6.2.16 Acts as good role model

6.2.21 Confidant in the overall effectiveness of your immediate manager

6.2.23 Handle disagreement professionally

6.2.25 Actives helps for development

6.1.23 Satisfied activity taken in organisation

6.1.24 Activates really helps for growth

6.2.1 Classification of respondents on the basis of age

6.2.6 Manger create a trusting and open environment

6.2.7 Your manger treat everyone on the team fairly

6.2.8 Manager responsive to your ideas, requests, and suggestions

6.2.12 Your manager gives respect and consideration to you

6.2.13 Manager recognizes and celebrate success and good work

6.2.14 Motivates and inspires me and the team i work with

6.2.16 Acts as good role model

6.2.21 Confidant in the overall effectiveness of your immediate manager

6.2.23 Handle disagreement professionally

6.2.25 Actives helps for development

6.2.26 Which type of growth using activity

1. To study the style of leadership at “BISLERY SEVEN HILLS BEVERAGES LTD”

1. The study is only of one organisation.

5. Respondents were reluctant to disclose complete and correct information.

6. Sample size is only 100.

1. EXPLORATORY RESEARCH DESIGN

2. DESCRIPTIVE RESEARCH DESIGN

3. QUALITATIVE RESEARCH DESIGN

4. QUANTITATIVE RESEARCH DESIGN-

5. EXPERIMENTAL RESEARCH DESIGN-

Hence, researcher has selected exploratory research type for study.

An important step before the data collection is sampling. Sampling is a process of

“Sampling is the selection of a certain percentage of a group of items according to a

“A sample as the name applies is a smaller representative of a large whole”.

Goode and Hatt

Convenience sampling is a method in which samples are drawn at the convenience of

b] Judgement Sampling: In judgment sampling or purposive sampling participants

METHODS OF DATA COLLECTION