What makes a Good Boss???

First Year PGDM (A) & MMS (A)

Organisational Behaviour

What makes a Good Boss

MMS (A)
Ashwin Srinivasan (04) Purva Chaudhari (07) Benson Varghese (19) Jitesh Pillay (22) Pranali Poojary (24) Ramesh Gopalakrishnan (28) Sarita Sapaliga (29) Shariq Shaikh (30) Nikhil Shanbhag (31) Sharang Krishnan (32) Dhananjay Joshi (43) Ushma kapadia (44) Laxmi Pai (50) Renuka Sharma (51) Shruti Ketkar (52)

PGDM (A)
Rajesh Amle (06) Sriram Iyer (12) Pankaj Verma (16) Palash Agarwal (18) Bharat Jaiswal (21) Neha Salvi (27) Ranjeet Pawar (34) Ravi Singh (36) Abdul Puranwala (38) Meena Babal (39) Sampada Naik (42) Snehrag Raghavan (46) Shripath Morudkar (47) Reema Sathyan (50)

Acknowledgement

A research project done over a period of four months (approximately) requires a lot of support and help from people not being related to the study. We as a group were fortunate enough to have received generous support and help from many. We therefore thank Mr. Amit Nadkarni (Manager JP Morgan Chase) and Mrs. Manisha Rajashekhar (Manager Jardine Lloyd Thompson) for their valuable inputs. We also thank Prof. Sandeep Bhanot for helping us out with statistical tools which eventually is the crux of our analysis, hence his kind support shaped our project for good and we, as a group cannot be gratified at this gesture of his. We thank him once again. We thank all the employees of various companies for their valuable inputs without which the project would not have been complete. Last but not the least; we thank Prof. Nitin Vazirani for giving us the opportunity to explore this topic, which we believe would be very useful in future. We thank him for giving this challenging project through which we could learn how to work in a team. We thank him for guiding us step by step, thank him for sharing his vision about the project and correcting us where required. We thank him for his constant motivation and helping us improvise on our work. We look up to you Sir. Thanks for the support.

Executive Summary

No report or book on its own is going to make anyone a better boss. Becoming a better boss, like any skill, is a matter of good practice and good feedback. What we are trying to offer in this report is what people want from their boss with the help of primary as well as secondary research and also well justified it with the collection of statistical tools. Primary Research Secondary Research Statistical tools

Questionnaire(online and offline) Interviews-Face to Face Telephonic Interviews

Research Papers Articles Books on leadership and boss

Chi Square test , Anova test Mean and Median Karl Pearsons Correlation

Objective of the report covers the qualities of a good boss and also focuses on the most significant part that is what makes a good boss a good leader. A fairly detailed analysis and comparison is made on what makes a good leader and what are the common attributes that a good boss and a good leader have. A good leader acts strategically, they craft out a vision and refer constantly to their vision, in their communications and when giving feedback. They are firstly a good boss and they are focused on their people, surrounding themselves with good people which eventually make them a good leader. The conclusion and recommendations made is on the basis of the research and statistical tools used, though we have covered the qualities that a good boss should have it is not universal fact, since what makes a good boss being a subjective title, we would like to infer that it depends on the individual to choose what makes a good boss according to him/her.

Table of Contents

SERIAL NUMBER 1

TOPIC INTRODUCTION

PAGE NUMBER 6

RESEARCH METHODOLOGY

OBJECTIVE OF STUDY

11

LITERATURE REVIEW

12

PARAMETERS

17

ANALYSIS

22

CASE STUDY

52

CONCLUSION

53

RECOMMENDATIONS

54

10

INFERENCE

54

11

EMPLOYEE QUESTIONNAIRE

55
5

12

BIBLIOGRAPHY

58

Introduction
A changing economy and changing attitudes about work have resulted in some new reasons rising to the top of the list of why employees leave. Employees are growing unhappier by the minute. Nearly one in three (32%) of workers is considering leaving his/her job, according to a recent Mercer Study of 2,400 U.S. workers. Thats a sharp increase from the 23% that said theyd leave their jobs in 2005. It's been said many times before that people leave people, not their jobs. A recent Florida State University study backs up this claim. Find out why 40% of employees feel they work for "bad bosses" and how these feeling impact organizations. Careful selection of employees and managers can have a huge impact on your employee retention efforts and employee turnover costs at your organization. The reasons that employers score poorly are varied and many: 39% of workers said their supervisor failed to keep promises 37% indicated their supervisor failed to give credit when due 31% said their supervisor gave them the "silent treatment" during the past year 27% report their supervisor made negative comments about them to other employees or managers 24% indicated their boss invaded their privacy 23% said their supervisor blamed other to cover up personal mistakes or minimize embarrassment

So what does this all boil down to? The effects of having bad bosses in an organization can be devastating. High turnover, poor employee morale, employee theft, diminished customer service,
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substandard employee performance, lower production, and an organizational culture of fear and mistrust can all be blamed in part on poor bosses and managers. The costs of having poor managers and bosses can be incredible. Consider the cost of employee turnover, which is different for all industries and positions, but has been roughly estimated at $15,000 - $17,000 per employee in low to moderately skilled positions. Having a manager who drives potentially valuable employees from your organization can have a huge impact on your bottom line, and your customers. Many employees would be willing to supply additional time and effort when asked of them, and might only require minimal compensation if they are happy with their job and work environment. While those employees who are dissatisfied with their current job conditions are likely to refuse outright, or demand costly compensation for their efforts. The ramifications are immense. Managers and Bosses should be the captains of your organizational team. They should be great motivators, innovators, and leaders, who inspire the team members they supervise to achieve great things. These managers understand how to treat employees fairly and with respect, and more importantly understand why it is important to do so. Managers who do this in turn breed new leaders for the organization who will follow the example set forth by their predecessors. Poor managers on the other hand lead by fear, mistrust, and deceit. Employees who cannot adapt to this environment are likely to defect, and with good reason. Those who do stay are often unhappy with their work environment, or worse adapt to and reinforce this self-perpetuating culture. Some of these employees will eventually move on to management positions themselves and continue the cycle of poor managers and less than stellar results. It is clear to see that the stakes couldn't be higher when it comes to selecting who will manage the employees of your organization. Hiring a bad manager can have devastating effects on your company and can put the organization in a serious rut which can be nearly impossible to get out of. While having a great management team can ensure the future succession of new successful managers and the overall health and longevity of your organization. Is a supervisor really that important? After all, isn't a job just about completing tasks in a designated period of time? It may seem logical to suggest that adults should be able to handle work situations without a lot of interpersonal drama. However, anyone who has ever worked for an organization knows that relationships can be very important. For many individuals, interactions with people in the office are just as important as the work itself. Therefore, here are a few reasons a good boss is so important. Control over life The supervisor may not have direct control over every aspect in the lives of their employees, but it can sure feel like it at times. After all, the boss can have direct influence over general compensation, raises, job duties, work environment, and career advancement. When employees have a boss that desires the best for his or her staff, each if these elements may contribute to a person's happiness. However, when the supervisor is less than concerned with making employees happy, a person may find themselves overworked, underpaid, and stuck in a "dead-end" job. If this is a daily reality, people may find work to be very stressful. This stress may be a direct result of a poor manager. A real person Another reason that a good boss is so important is that a quality manager may be more likely to treat employees like people, rather than just expendable resources. The good boss understands that people have other concerns in their lives besides work, such as home and family. While people still have to do
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quality work and meet their obligations, it is always nice for people to know that their boss will allow the employee to address personal concerns should they arise. Daily conflict There are people that enjoy a bit of banter every once in a while, but most individuals do not enjoy a general atmosphere of conflict and tension in the workplace. This is especially true for relations with the supervisor. When people do not get along with the boss, they may dread going to work on a daily basis. Ongoing conflict with the supervisor may cause people to worry about their future, which can lead to anxiety and stress. A good boss can still hold their employees accountable for their work, but the quality supervisor is typically looking to bring out the best in people rather than using employees as scapegoats for organizational mistakes. A path to success Finally, a good boss can be very important for the long-term growth of the employee. Not all employees will be able to

experience advanced vocational development, but the quality supervisor is the person who looks for ways to help the employee grow. In some cases, this may mean allowing a good employee to move on to a different organization. Supervisors do not typically like to lose quality employees, but the good boss recognizes that the happiness of individuals may be fulfilled elsewhere. Some people can be generally trained in supervision, but sometimes a quality manager is someone who just understands how to be a good boss. Some leadership qualities are simply innate. So finally what qualities make a Good Boss?

Research Methodology
The system of collecting data for research projects is known as research methodology. Some important factors in research methodology include validity of research data, Ethics and the reliability of measures most of your work is finished by the time you finish the analysis of your data. Research design: Research design is the strategy, the plan, and the structure of conducting a research project. The design is the structure of any scientific work. It gives direction and systematizes the research. The method you choose will affect your results and how you conclude the findings. There are two types of research design Descriptive and Exploratory. a) Descriptive Study: The major purpose of descriptive research is the description of a person, situation, institution or an event as it exists. b) Exploratory Study: The information known on a particular subject matter is little. Our study on what makes a Good boss? is a descriptive study which tells us about different qualities of a good boss. Scope of the study: Scope of study is a general outline of what the study will cover. The scope of the study refers to the parameters in with the study will be operating in. Our study was spread across different sectors to get a general idea about how different boss function. Collection of the data: Data collection is a term used to describe a process of preparing and collecting data, the purpose of data collection is to obtain information to keep on record, to make decisions about important issues, to pass information on to others. The purpose of data collection is to obtain information to keep on record, to make decisions about important issues, to pass information on to others. Primarily, data are collected to provide information regarding a specific topic .In our research study Secondary data i.e. . . Research papers were referred to obtain objective for the study and primary data was collected by survey method for further analysis. Primary data was collected by online questionnaire using Google docs for ease of analysing the data. Analysis was done using Excel and SPSS software. Project report: Project report is prepared for future references. Preparation of the report marks the end of the project study.

Research Design

Scope of the study Collection of the data

Primary data Survey Questonnaire

Secondary Literature Review Objective of the study

Online-Google docs Target 500 Respondents Achieved 375 Respondents

Analysis- SPSS software

Inferences and Recommendations

Conclusion

Project Report

End of Project

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Objective of the Study

1. What makes a good boss a good leader? A good leader acts strategically, they craft out a vision and refer constantly to their vision, in their communications and when giving feedback. They are firstly a good boss and they are focused on their people, surrounding themselves with good people which eventually make them a good leader.
2. What are the qualities that an employee looks for in a boss?

Employees are the biggest asset of any organization. It is they who make an organization what it is. It is their efforts that propel organizations to achieve greatness. Hence, it is critical to understand what expectations employees have from their bosses, and which qualities they believe make a good boss. These qualities would serve as a useful feedback for bosses to who are struggling with declining employee morale or high turnover in their department.
3. To correlate the effect of bosses on employee motivation and performance.

Modern OB motivation theories like the Expectancy Model clearly emphasize the critical role of bosses in recognizing performance and rewarding employees with what they seek to motivate them. Without any recognition or rewards, the employees will feel frustrated with their boss and their work and their performance will slowly dip. This is not productive for a modern organization which operates in an increasingly competitive scenario and expects to harness its human resources to the fullest. Hence, another key objective of this survey is to establish a relationship between boss behavior and employee motivation and performance.

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Literature Review What makes a Good Boss? Recognizing some key characteristics can help you find a boss who is right for you Cynthia Carter Haddock, Ph.D.

Cynthia Carter Haddock, PhD is professor and chair in the department of health policy and management at the University of Kansas School of medicine, Kansas City. . She believes that recognizing some key characteristics can help an individual to find a right boss for him/her. However defined, a "boss" by nature is given or somehow obtains at least some degree of control of and - yes - responsibility for others, for better or worse. Its connotations have become so diverse that the term's meaning is almost entirely determined by the person who invokes it. No matter how progressive and enlightened the organizations human resource policies and no matter how cutting edge the organizations strategy, it is the boss who is the face of the organization to its subordinates. In the business world, however, everyone agrees that having a "good boss" is highly preferable to having a "bad boss. But what is a good boss exactly??? While personal preference will determine in part how to regard the boss. Following are some characteristics that one should look for in a boss. These characteristics can be a useful guide for understanding and improving the relationship with ones current boss as well as in evaluating potential boss as one move in new positions.
Technically Competent: The boss should have the skills necessary to do his/her own work while

also directing and evaluating the subordinates work.

Integrity: the boss should be the person of integrity; its actions should match its words. Should be

able to earn trust of the subordinates, peers. Emotional intelligent: A bosss emotional intelligence is often the key to good relationships with subordinates.

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1) 2) 3) 4) 5)

FIVE MAIN CHARACTERISTICS OF EMOTIONAL INTELLIGENCE Self Awareness Self Regulation Motivation Empathy Social Skills Intellectually energetic and curious: Good boss are lifelong learners. They see every situation as a learning opportunity and every person as someone from whom they can learn A Skilled mentor: While bosses may not mentor each and every one of their subordinates, they should fulfill at least some mentoring needs within the organization Responsible and accountable: A good boss listens broadly and intently to others opinions and informations before making decisions. So what a good boss can do??? Improve the quality of life, facilitate the performance, encourage one to take on more challenging tasks and greater levels of responsibility. How do you find a good boss??? With the right research and evaluation, however one can improve the chances of finding the boss who will support and also develop ones supervisory skills.

How To be a Good Boss Aghadiuno, Mabel Hospital Doctor; Feb 24, 2005
Dr. Mabel Aghadiuno (Crydon primary care trust) publish article on Feb 24, 2005 after extensive research in medical field. Suggested following qualities for Good boss who is Good leader Communication Trustworthy Attention & respect Consideration for other Inspiration Motivation Team building Vision
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Leadership

Being a Good Boss. James Adonis

James Adonis is one of Australia's most well-known management thinkers, International expert on employee engagement and also the Co-founder and Managing Director of Team Leaders - a company dedicated to developing the very best frontline managers. What makes a good boss??? Leadership management, a training company who asked 3000 employees to list ideal characteristics in a boss. Following are the top 10 ideal characteristics that an employee would like to see in their bosses.
1) Trustworthy and open in approach- Employee want their boss to be someone who displays

integrity, motivates others, and is competent-the right capabilities, skills, results and track record.
2) Clear Communication- Employees feel that communication should be the exchange of

understanding- which is best served when employees are actually engaged in a two way conversation rather than as victims of a monologue.
3) Space to do the work- back off but be there which means employees wants their space to do

the work but at the same time they also want their boss to support them.
4) Respects inputs into decisions- Employees like to be consulted when matters of significance

occur in the workplace; this will make them more receptive to change and less likely to resist it.
5) Regular and honest feedback- Employees feel that the annual performance appraisal isnt

enough, immediate feedback provided in a friendly manner is much better.

6) Fair and even handed- Employees want their boss to be fair and the one who makes reasonable

demands and also who is not biased in doing the work.

7) Providing adequate resources- Employees want their boss to provide them with the resources

which are required to perform a particular task. Resources may include simple things as stationary, training material and client information.
8) Coaching and Development- Employees wanted to work with the boss who can coach them as

well as develop them, pertaining to some specific skill or knowledge required in performing a task.
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9) Recognition- Employees wanted to be recognised by their bosses for the extra efforts they have

put or the results they were able to bring.

10)Delegating Challenging work- Employees wanted their boss to trust them for doing the

challenging work and giving them the space to work on it, followed by the feedback from their boss.

Linked in Summary
What does a good boss do right that makes him a true leader? Here is a discussion that we found online with regards to good boss. The objective of this discussion is to find some behavioural level of understanding to analyse good leaders, good boss and good managers and perhaps build a constructive guide for leadership development {as a key to build sustainable organizational development} Linkedin is a business related social networking site launched in 2003, mainly used in professional networking. The site is to allow registered users to maintain a list of contact details of people with whom they have some level of relationship, called Connections. It can then be used to find jobs, people and business opportunities recommended by someone in one's contact network. Employers can list jobs and search for potential candidates. Job seekers can review the profile of hiring managers and discover which of their existing contacts can introduce them.

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Leader or Just a Boss?

by George Ambler on February 21, 2010 Many people confuse leadership with positional authority and power. It is believed that a person in authority or someone with a title is a leader. The reality is that most people are in authority because of their potential to lead, however leadership only occurs when the person makes a decision to exercise leadership. There is no correlation between position and the act of leadership. Just having a title does not make you a leader, leaderships is about influence. Title only buys you the time needed to exercise leadership, and in this time your influence as a leader either increases or diminishes. There is a huge difference between being a boss and being a leader. The boss drives group members; the leader coaches them. The boss depends upon authority; the leader on good will. The boss inspires fear; the leader inspires enthusiasm. The boss says I; the leader says we. The boss assigns the task, the leader sets the pace. The boss says, Get there on time; the leader gets there ahead of time. The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss knows how it is done; the leader shows how. The boss makes work drudgery; the leader makes it a game. The boss says, Go; the leader says, Lets go. People follow the boss because they have to, that is if they want to keep their jobs they do what the boss asks. People follow leaders because they choose to. They follow leaders because of who they are and where they are going.

Parameters
There were in all 15 parameters which were considered for our report. We received the top 5 on the basis of the following question posed in our questionnaire:
Q. Choose the BEST 5 of the following qualities you want most in your boss.

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Top 5 parameters as per the questionnaire followed by the other parameters covered in the report:
1. Communication: Communication in a business organization provides the critical link between

core functions. Q. My boss communicates all work instructions to me.

17

2. Motivation: The processes that account for an individuals intensity, direction, and persistence of

effort toward attaining a goal. Q. My boss recognizes my performance.

3. Trustworthiness: The personal state or quality of being trustworthy or reliable. Commonly

regarded as a virtue. Q. My boss is honest & trustworthy.

4. Team Building: Philosophy of job design in which employees are viewed as members of

interdependent teams instead of as individual workers. Q. My boss initiates activities that contribute to group morale.

5. Flexibility: Workplace flexibility is about when, where and how people work.

Q. My boss gives me the liberty to solve the problems in different ways.

6. Enthusiasm: Ardent and lively interest or eagerness with respect to work. Enthusiasm is also a

desirable leadership trait because it helps build good relationship skills with team members. A leader can express enthusiasm both verbally (Great job) & non-verbally (making a high five gesture).
7. Competency: A combination of knowledge, skills, behaviors, and attitudes that contribute to

personal effectiveness. The quality of being adequately or well qualified physically and intellectually.
8. Coaching: The art of facilitating the performance, learning and development of another. Helping

you do your best. Unlocking a persons potential to maximize their own performance.
9. Emotional Stability: It refers to the ability to control emotions to the point that ones emotional

responses are appropriate to the occasion. It is an important leadership trait because group members expect and need consistency in the way they are treated.
10. Ethics: Moral principles that govern a person's or group's behaviour. The moral correctness of

specified conduct.
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11. Creative/Innovative: The ability to produce normal and useful ideas. The terms creativity and

innovation are often used interchangeably, innovation refers to invent or begin to apply new ideas. The role of a creative leader is to bring into existence ideas and things that did not exist previously or that existed in a different form.
12. Dynamic: Characterized or distinguished by continuous change or vigorous activity, high

effectiveness, energy, or force.

13. Visionary: The ability to create and articulate a realistic, credible, attractive vision of the future

for an organization or organizational unit that grows out of and improves upon the present.
14. Assertive: it refers to being forthright in expressing demands, opinions, feelings and attitudes.

Being assertive helps leaders perform many tasks and achieve goals. Among them are confronting the group members about their mistakes, demanding higher performance, setting high expectations and making legitimate demands on higher management.
15. Passionate: It is an experience so engrossing and enjoyable that the task becomes worth doing for

its own sake regardless of the external consequences. A dominant characteristic of effective leaders is their passion for their work and to some extent for the people who help them accomplish the work. The passion goes beyond enthusiasm and often expresses itself as an obsession for achieving company goals.

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Analysis

CHI-SQUARE TEST

Chi-Square test for Gender Preference GENDER OF PREFERRED BOSS GENDER EMPLOYEES FEMALE MALE TOTAL OF FEMALE 39 29 68 MALE 83 223 306 TOTAL 122 252 374

375 employees answered the questionnaire, out of which 122 were female employees and 252 were male employees. From 122 female employees, 39 preferred a female boss as their boss and 83 preferred male boss as their boss. Hypothesis:

Null Hypothesis H0: There is no significant relation between gender of an employees and gender of preferred boss. Alternate Hypothesis H1: There is significant relation between gender of an employees and gender of preferred boss.

In chi-square, there is an expected value (E) for each cell or observed value(O). The formula of finding expected value is: E= (row total of that cell * column total of same cell)/group total

20

For example: E value of O=39 E= (122*68)/374 =22.1818 O 39 83 29 223 E 22 100 46 206 Total = Chi-square value 13 3 6 1 23

Chi-square calculated is 23 Now we have to find out chi-square tabulated value. Here =5% and degree of freedom= (no. of row-1)*(no. of Column-1) = (2-1)*(2-1) =1 Using chi-square table, Chi-square tab. = 3.84 Here, chi-square cal. is greater than chi-square tab. Therefore, We accept H1 and reject H0 and infer that there is significant relation between gender of an employees and gender of preferred boss.

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RATING OF BOSSES The top five qualities were considered i.e. Communication Skills, Motivation, Team Building, Trustworthiness and Flexibility. The specific questions in the questionnaire were considered and the sum total of the responses were taken. 1 - Strongly disagree 2 - Disagree 3 - Uncertain 4 - Agree 5 - Strongly Agree

The scale was chosen based on the leadership skills as Scale 5-11 12-18 19-25 Leadership skills Low Medium High

Out of the 375 employees surveyed the pie chart given below shows the no. of people who rate their bosses with respect to the leadership skills ratings for the top 5 parameters.

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Further the Chi-square tests for the relation between each parameter and the goodness of boss is determined separately Chi-Square test for finding out relation between good boss and Communication Ratings of Bosses Low Communication Skills Strongly Agree Agree and 0 90 177 267 Average Good TOTAL

Strongly Disagree and 14 Disagree Uncertain TOTAL 2 16

28 43 161

3 17 197

45 62 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Communication skills and a Good boss Alternate Hypothesis H1: There is significant relation between Communication skills and a Good boss

In chi-square, there is an expected value (E) for each cell or observed value(O). The formula of finding expected value is: E= (row total of that cell * column total of same cell)/group total

23

For example: Expected value of O = 90 E = (267*161)/374 E = 114.93

O 0 90 177 14 28 3 2 43 17

E 11.42 114.93 140.63 1.92 19.37 23.7 2.65 26.68 32.65 Total =

Chi-square value 11.42 5.41 9.4 75.73 3.84 18.08 0.16 9.96 7.5 141.5

Chi-square calculated = 141.5 Now we have to find out chi-square tabulated value. Here =5% and degree of freedom= (no. of row-1)*(no. of Column-1) = (3-1)*(3-1) =4 Using chi-square table, Chi-square tab. = 9.488 Here, chi-square cal. is greater than chi-square tab. Therefore, We reject H0 and accept H1 and infer that there is significant relation between Communication skills and a Good boss
24

Chi-Square test for finding out relation between good boss and Motivation Ratings of Bosses Low Motivation Skills Strongly Agree Agree and 0 53 177 230 Average Good TOTAL

Strongly Disagree and 15 Disagree Uncertain TOTAL 1 16

23 85 161

0 20 197

38 106 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Motivation skills and a Good boss Alternate Hypothesis H1: There is significant relation between Motivation skills and a Good boss

In chi-square, there is an expected value (E) for each cell or observed value(O). The formula of finding expected value is: E= (row total of that cell * column total of same cell)/group total

25

For example: Expected value of O = 53 E = (230*161)/374 E = 99.01

O 0 53 177 15 23 0 1 85 20

E 9.83957219 3 99.0106951 9 121.149732 6 1.62566844 9 16.3582887 7 20.0160427 8 4.53475935 8 45.6310160 4 55.8342246 Total =

Chi-square value 9.839572 21.38137 25.74708 110.0303 2.696635 20.01604 2.755278 33.9663 22.99829 249.4308

Chi-square calculated = 249.4 Now we have to find out chi-square tabulated value. Here =5% and degree of freedom= (no. of row-1)*(no. of Column-1) = (3-1)*(3-1) =4 Using chi-square table,
26

Chi-square tab. = 9.488 Here, chi-square cal. is greater than chi-square tab. Therefore, We reject H0 and accept H1 and infer that there is significant relation between Motivation skills and a Good boss

Chi-Square test for finding out relation between good boss and Team building. Ratings of Bosses Low Team Building Skills Strongly Agree Agree and 0 62 178 240 Average Good TOTAL

Strongly Disagree and 13 Disagree Uncertain TOTAL 3 16

26 73 161

0 19 197

39 95 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Team Building skills and a Good boss Alternate Hypothesis H1: There is significant relation between Team building skills and a Good boss

In chi-square, there is an expected value (E) for each cell or observed value(O). The formula of finding expected value is: E= (row total of that cell * column total of same cell)/group total

27

For example: Expected value of O = 62 E = (240*161)/374 E = 103.31

O 0 62 178 13 26 0 3 73 19

E 10.27 103.32 126.42 1.67 16.79 20.54 4.06 40.90 50.04 Total =

Chi-square value 10.27 16.52 21.05 76.96 5.05 20.54 0.28 25.20 19.25 195.13

Chi-square calculated = 195.13 Now we have to find out chi-square tabulated value. Here =5% and degree of freedom= (no. of row-1)*(no. of Column-1) = (3-1)*(3-1) =4 Using chi-square table, Chi-square tab. = 9.488 Here, chi-square cal. is greater than chi-square tab. Therefore, We reject H0 and accept H1 and infer that there is significant relation between Team Building skills and a Good boss
28

Chi-Square test for finding out relation between good boss and Trustworthiness Ratings of Bosses Low Trustworthiness Skills Strongly Agree Agree and 0 55 180 240 Average Good TOTAL

Strongly Disagree and 13 Disagree Uncertain TOTAL 3 16

43 63 161

1 11 197

57 77 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Trustworthiness skills and a Good boss Alternate Hypothesis H1: There is significant relation between Trustworthiness skills and a Good boss

In chi-square, there is an expected value (E) for each cell or observed value(O). The formula of finding expected value is: E= (row total of that cell * column total of same cell)/group total

29

For example: Expected value of O = 55 E = (240*161)/374 E = 103.3

O 0 55 185 13 43 1 3 63 11

E 10.27 103.32 126.42 2.44 24.54 30.02 3.29 33.15 40.56 Total =

Chi-square value 10.27 22.59 27.15 45.74 13.89 28.06 0.03 26.89 21.54 196.16

Chi-square calculated = 196.16 Now we have to find out chi-square tabulated value. Here =5% and degree of freedom= (no. of row-1)*(no. of Column-1) = (3-1)*(3-1) =4 Using chi-square table, Chi-square tab. = 9.488 Here, chi-square cal. is greater than chi-square tab. Therefore, We reject H0 and accept H1 and infer that there is significant relation between Trustworthiness skills and a Good boss
30

Chi-Square test for finding out relation between good boss and Flexibility Ratings of Bosses Low Flexibility Skills Strongly Agree Agree and 1 95 181 277 Average Good TOTAL

Strongly Disagree and 14 Disagree Uncertain TOTAL 1 16

26 40 161

15 1 197

55 62 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Flexibility skills and a Good boss Alternate Hypothesis H1: There is significant relation between Flexibility skills and a Good boss

In chi-square, there is an expected value (E) for each cell or observed value(O). The formula of finding expected value is: E= (row total of that cell * column total of same cell)/group total

31

For example: Expected value of O = 95 E = (277*161)/374 E = 119.24

O 1 95 181 14 26 15 1 40 1

E 11.85 119.24 145.91 2.35 23.68 28.97 2.40 24.11 29.50

Chi-square value 9.93 4.93 8.44 57.65 0.23 6.74 0.81 10.48 27.53

Total =

126.74

Chi-square calculated = 126.74 Now we have to find out chi-square tabulated value. Here =5% and degree of freedom= (no. of row-1)*(no. of Column-1) = (3-1)*(3-1) =4 Using chi-square table, Chi-square tab. = 9.488 Here, chi-square cal. is greater than chi-square tab. Therefore,
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We reject H0 and accept H1 and infer that there is significant relation between Flexibility skills and a Good boss

Data Mining Analysis with IBM SPSS

IBM developed an innovative software called SPSS (Statistical Package for the Social Sciences) which is widely used in the industry across many sectors for detailed statistical analysis. This software enables users to perform the following: 1. Survey authoring and deployment 2. Data mining 3. Text analytics 4. Statistical analysis 5. Collaboration and deployment In our project, we performed data mining on our data using the cross-tabulation function in SPSS. This function allows us to cross-tabulate two (or more) sets of parameters. In our case, we used this built-in SPSS function to cross-tabulate two parameters that make good bosses as per our questionnaire and extracted meaningful data from these cross-tabs. We performed six cross-tabs on our data and covered twelve questions from our questionnaire for the data mining analysis. The first crosstab is presented in Table 1 below. This table gives the data distribution for two parameters: Do employees trust their boss? Trust can make or break any relationship. The boss-employee relationship is no different. An employee who does not trust his boss will feel frustrated and demotivated at work. He is more likely to withhold ideas or suggestions for fear of being scolded or ridiculed. Are they comfortable sharing ideas with their boss? The comfort-level between a boss and an employee determines the mode and level of interaction that takes place between them. An employee who has a very uneasy comfort-level with his boss would seek to limit any interaction or avoid his boss altogether. This is not healthy for any organization. Table 1. Crosstab for Trust vs. Comfort-Level in Sharing Ideas.

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As highlighted in red, the following statement was mined from the data distribution: 78 % Employees who trust their boss are more comfortable sharing their ideas with their boss. This shows that a majority of employees who trust their boss express themselves more freely and are willing to share their ideas and opinions to help their boss make informed decisions. This trust results in a much better working environment for both bosses and employees, and helps make the organization an excellent place to work; where leaders are trusted and ideas are innovation are encouraged. The second crosstab is presented in Table 2 below. This table gives the data distribution for two parameters: Do bosses provide work-life balance? One of the major HR issues these days is work-life balance; or lack thereof. Many employees across various sectors and countries are complaining that their bosses do not realize their need for work-life balance and this impacts their job satisfaction. A lack of healthy work-life balance results in work related stress, affects the quality of personal relationships, and creates too much frustration with the boss, job, company, and life in general. Do bossed emphasize results more than people? Bosses who are ambitious to rise in the corporate world are ready to take on challenging targets to impress their seniors. In the bargain, they may neglect the needs of their team that would result in discontentment and frustration for them. A result-oriented boss may come across as ruthless and competitive; someone who only cares about achieving those lofty targets; often at the expense of the employees. Table 2. Crosstab for Work-Life Balance vs. Emphasis on Results.

As highlighted in red, the following statement was mined from the data distribution: 56% Employees agree that Bosses who emphasize on results are less considerate towards employees work-life balance. This indicates that a majority of employees are in agreement that bosses who tend to be more resultoriented and task-driven tend to pay less attention to the work-life balance needs of their employees. This is a typical scenario in many MNCs where managers are hard pressed to achieve their targets and are left with no choice but to push their team harder and harder to accomplish the same. In the bargain, employees feel that they have no life outside of work and hence, get frustrated with their boss and demotivated with their job.
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The third crosstab is presented in Table 3 below. This table gives the data distribution for two parameters: Are bosses open to discussions? Often times bosses do not like to be told that their ideas are not so great. Employees may have much better ideas but they may be hesitant to disclose these ideas to their bosses because their bosses function in an autocratic manner and do not expect or encourage any kind of participation or debate when taking decisions. This results in un-optimal use of human resources in an organization. Do bosses give liberty to solve problems? Most organizations thrive on problem solving as an integrated approach to meeting organizational goals. This should ideally involve input from both bosses and employees. Bosses usually drive the problem solving process. However, employees are the major resource of any organization and they must be groomed and encouraged to think critically and innovate new approaches to solving problems. Table 3. Crosstab for Open to Discussions vs. Liberty to Solve Problems.

As highlighted in red, the following statement was mined from the data distribution: 77% of employees agree that bosses who are open to discussions give them liberty to solve problems in their own way. This highlights that a majority of employees believe that bosses who are open to discussions and encourage employees to put forth their point of view and think out-of-the-box and more likely to give them the freedom to tackle various work-related problems in their own way. This means that employees are allowed to figure out new approaches to problem-solving in addition to the standard approach followed by the boss or the organization. This is an important quality in igniting creativity and fuelling innovation.

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The fourth crosstab is presented in Table 4 below. This table gives the data distribution for two parameters: Do bosses walk the talk? It is important for bosses to preach their subordinates and contractors as to what is expected from them and how they should ideally go about achieving those expectations. The boss must ensure that he does not deviate from the ideal path himself and set a positive example for all to emulate. Hence, it is important that the boss must follow what he preaches to others around him. Do bosses follow ethics in getting work done? Ethics is an important element in any business. A good boss is expected to uphold the ethical standards of his organization and inculcate the same values in his subordinates. Hence, getting a task done is as important as getting it done without compromising on ethical values that can make or break a business. Table 4. Crosstab for Walk the Talk vs. Ethics in Getting Work Done.

As highlighted in red, the following statement was mined from the data distribution: 58% of the employees believe that Bosses who practice what they preach are ethical. This shows that a majority of employees believe that bosses who actually follow what they tell others (employees, contractors etc.) are more likely to the ethical in their work. Business ethics is an important trait for a good boss and unethical bosses create trouble not only for themselves, but also for their subordinates, seniors, and the organization as a whole. Hence, it is very critical for bosses to be ethical in their work and actually follow what they preach in business.

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The fifth crosstab is presented in Table 5 below. This table gives the data distribution for two parameters: Do bosses communicate all work instructions clearly? Employees may get confused if work instructions are not clearly communicated to them by their boss. A good boss ensures that employees know what exactly they are supposed to do; and how are they supposed to go about accomplishing their tasks. This increases overall efficiency in the organization and improves employee productivity as a result. Do bosses give constructive feedback? Feedback is an important aspect of letting employees know the current status of their performance. Critical feedback might discourage or demotivate an employee. Only proper constructive feedback can go a long way in bringing out the best in human resources within an organization. Table 5. Crosstab for Communication vs. Constructive Feedback.

As highlighted in red, the following statement was mined from the data distribution: 81% employees agree that bosses who communicate effectively also provide constructive feedback. Communication is one of the most critical parameters of being a good boss. A majority of employees believe that bosses who communicate effectively are more likely to provide constructive feedback to them. This makes sense because a boss who is effective at communication would always ensure that employees are aware of what exactly is expected out of them. He would also ensure that employees are aware of their current performance status and what is needed to be done to keep up or improve the same.

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The sixth crosstab is presented in Table 6 below. This table gives the data distribution for two parameters: Does the boss allocate time and resources for morale-building activities? Team building is an important element in building successful organizations. A good boss ensures that team building is enhanced through morale-building activities like picnics, outings, parties, and sports. Employees forge strong bonds during such events and activities and that helps them connect better with one another. This results in much better collective performance of employees. Does the boss create a healthy work environment? Bosses should take steps to ensure that employees have a healthy work environment to work in. this includes safety, comfort, resolving work conflicts, and making sure that employees are comfortable coming in to work everyday. Table 6. Crosstab for Morale-Building Activities vs. Creating healthy Work Environment.

As highlighted in red, the following statement was mined from the data distribution: 52% employees agree that they have a healthy work environment despite little morale activities. A majority of employees believe that despite a lack of morale boosting activities (picnics, outings, sports etc.), their bosses have succeeded in creating a very healthy and conducive work environment. This is very important for any organization because an unhealthy work environment impacts employees negatively by demotivating them and results in higher turnover and increased work stress. Morale activities can only go so far to build a healthy team spirit. The main onus is on the boss to listen to his employees, resolve conflicts, be fair and just, allow for creativity and innovation, and encourage subordinates to perform better; thereby creating a very friendly and conducive work environment.

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Karl Pearson of correlation coefficient

The correlation coefficient, denoted by r, is a measure of the relation between two variables. The correlation coefficient takes on values ranging between +1 and -1, including the end point values plus/minus 1. The following points are the accepted guidelines for interpreting the correlation coefficient: 1. 0 indicates no relation between two variables. 2. +1 indicates a perfect positive relation: as one variable increases in its values, the other variable also increases in its values. 3. -1 indicates a perfect negative linear relationship: as one variable increases in its values, the other variable decreases in its values. 4. Values between 0 and 0.3 (0 and -0.3) indicate a low positive (negative) relation between two variable. 5. Values between 0.3 and 0.7 (0.3 and -0.7) indicate a moderate positive (negative) relation between two variables. 6. Values between 0.7 and 1.0 (-0.7 and -1.0) indicate a high positive (negative) relation between two variables. Below line shows the different relations

(negative) -1 high -0.7 moderate -0.3 low 0 low 0.3 moderate 0.7 high

(positive) 1

For the top 5 qualities we have taken the option of the respective questions filled by female and male employees. Top 5 qualities are communication, motivation, team building, trustworthiness, flexibility.

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Communication:

Female(X) Agree Disagree Strongly Agree Strongly Disagree Uncertain r =xy/[(x.y)] =0.97996711 74 9 18 7 15

Male(Y) 146 26 29 4 47

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Question no 1 is based on communication quality. In above table, 74 female employees have filled agree option, 9 female employees have filled disagree option, 18 female employees have filled strongly agree option, 7 female employees have filled strongly disagree and 15 female employees have filled uncertain option. Karl Pearson of correlation (r) = xy/[(x.y)] And here, r = 0.9799611

Since, correlation is +0.9799611, It can be inferred that there is a relatively high positive correlation between the opinion of female and male employees with respect to communication as quality of a good boss.

Motivation:

Female(X) Agree Disagree Strongly Agree Strongly Disagree Uncertain r=xy/[(x.y)] =0.99172528 188 32 55 25 69

Male(Y) 370 87 116 30 153

Here, Karl Pearson of correlation is 0.99172528.

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Since, correlation is +0.99172528, It can be inferred that there is a relatively high positive correlation between the opinion of female and male employees with respect to motivation as quality of a good boss.

Team building:

Female(X) Agree Disagree Strongly Agree Strongly Disagree Uncertain r=xy/[(x.y)] =0.995821 180 42 72 21 63

Male(X) 342 100 128 58 125

Here, Karl Pearson of correlation is 0.995821.

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Since, correlation is +0.995821, It can be inferred that there is a relatively high positive correlation between the opinion of female and male employees with respect to team building as quality of a good boss.

Trustworthiness:

Female(X) Agree Disagree Strongly Agree Strongly Disagree Uncertain r=xy/[(x.y)] =0.92686735 36 15 20 6 27

Male(Y) 121 25 44 12 50

Here, Karl Pearson of correlation is 0.92686735.

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Since, correlation is +0.92686735, It can be inferred that there is a relatively high positive correlation between the opinion of female and male employees with respect to trustworthiness as quality of a good boss.

Flexibility:

Female(X) Agree Disagree Strongly Agree Strongly Disagree Uncertain r=xy/[(x.y)] =0.96928762 8 1 2 0 4

Male(Y) 32 3 3 0 9

Here, Karl Pearson of correlation is 0.96928762.

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Since, correlation is +0.96928762, It can be inferred that there is a relatively high positive correlation between the opinion of female and male employees with respect to flexibility as quality of a good boss

ANOVA
Single-Factor ANOVA This is a very useful statistical tool that helps us understand whether there is any relationship between two given parameters. The result of this test will either verify or refute the null hypothesis. The typical hypotheses statements are as follows: Null Hypothesis, H0: There is no relationship between the two considered parameters, i.e., both parameters are independent of each other Alternate Hypothesis, H1: There is some relationship between the two parameters, i.e., both parameters are dependent on each other In our project, we considered the following two parameters of the single-factor ANOVA test: Boss behaviour This parameter focuses on the various traits of the boss which were covered in the questionnaire. These traits are important for a boss to be considered a good boss and are as follows: 1. 2. 3. 4. Ethical behaviour in getting work done Willingness to listen to work-related suggestions Treating employees with respect and dignity Being calm and composed in the face of a crisis

Employee sector This parameter focuses on various sectors of the industry that were covered in the questionnaire. The main four sectors that accounted for the bulk of the data were considered and they are as follows:
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1. 2. 3. 4.

IT services Banking/Financial Services Aviation Pharmaceutical

We devised the null and alternate hypothesis statements for the above two parameters as follows: H0: Boss behaviour and qualities are independent of sector H1: Boss behaviour and qualities depend on sector The outcome of this test will clearly indicate to us whether or not boss behaviour has any connection to the sector of the employee. The reasoning for doing this test is based on the logic that different sectors place different kinds of demands on bosses; and bosses would pass down these demands on their subordinates. This impacts the interaction between bosses and employees and will shape the perception that employees have of their boss. The reference table for testing H0 against H1 is presented below. Desired boss qualities are listed rowwise and each of the main sectors are listed column-wise. Each of the sector columns consist of percentage data of employees who registered a positive opinion (either Agree or Strongly Agree) about their boss against each of the listed qualities.

Table 7. Single-Factor ANOVA for Sector Data.

The Single-Factor ANOVA Test was performed in MS Excel using the built-in function from the Data Analysis tab. The results of the test are presented in a snapshot from Excel in the figure below:

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Figure 1. Snapshot of MS Excel for Single-Factor ANOVA.

The interpretation of the test depends on comparing the two F values; namely:
1. The system calculated F value, or Fcal 2. The critical F value, or Fcrit

The Excel result gives the following values for F: Fcal = 8.725 Fcrit = 3.490 The null hypothesis is verified only if Fcal < Fcrit. Since in this case Fcal > Fcrit, the null hypothesis does not hold and hence, must be rejected. Therefore, we conclude that: Boss behaviour and qualities INDEED DO DEPEND on employee sector.

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Mean
The arithmetic mean is used to compute the average of a given set of values. This is one of the most popular and widely used measure of central tendency. When we have class data, we first ensure that the class range is exclusive (as in all numbers are covered). We then compute the mid-point for each of the class ranges and multiply that mid-point value with the corresponding frequency. We then add up the 2 columns (frequency & mid-point value X frequency) and compute the class data mean as follows:
x= fmf

The mean age for the data collected in our survey was computed using Excel and was found to be 25.1 years as shown in Table 1 below: Table 8. Mean Computation from Excel.

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Median

Another widely used measure of central tendency in statistics is the median. This measure ensures that values which are at extremes from the bulk of the values do not affect the average computation. The formula used for median computation of exclusive class range data is as follows:
xmed=L1+ n2- cff (L2-L1)

Where; n/2 is half of the data set values Median class is the one which contains the n/2th value cf is the cumulative frequency of the preceding class f is the frequency of the median class L1 is the lower limit of the median class L2 is the upper limit of the median class Table 9 gives the snapshot from Excel for the median computation: The median age of respondents was found to be 24.2 years as shown in Table 2. This is consistent with the mean calculation and hence shows that majority of our respondents were young professionals from sectors.

Table 9. Median Computation from Excel.

Skewness
The skewness factor for a given data set measures how much asymmetric the data is about the central line. A skewness factor of zero indicates that the data is perfectly symmetric. A positive skewness
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indicates that bulk of the data is on the left of the central line. A negative skewness indicates that bulk of the data is on the right of the central line. Skewness values can range anywhere from - to +. Figure 2 shows the data distribution for the survey based on age of respondents:

Figure 2. Age Distribution Data & Skewness. Using the SKEW function in Excel, the skewness factor for age data was found to be 2.743. This indicated a positive skewness as illustrated in Figure 2. The mean and median values clearly indicate that our data focused on opinions of the young Indian workplace. This is further confirmed by the skewness of age data about the range 18 35 years.

Case Study

Summary A man worked under two employer, Sudhir and Ashish Sudhir used to encourage the individual ideas, let the team discover the flaws through the discussion and experience. On the other hand Ashish was efficient and extremely intelligent , but neither had the time nor inclination to groom towards his subordinates He was never bothered about his team work. Ashish never used to discuss or debate the any other ideas among team. He just used to give solution which he thought was the best and forced the team to do it. He never gave a deadline for any work and on top of that if any particular work was not finished he used to disassociate himself from the team. He was very low on motivating employee. Whereas Sudhir used to
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get himself involved in employees work but at the same time used to leave them alone to realize their full potential. He used to let the team to make its own mistake and learn from it. He rarely used to hold any individual responsible for the failure.

Understanding from the case So we can see how people even with efficiency and intelligence cannot be a good leader. Unless one does not motivate others or listen to them, one cannot be called a good leader. There are many other qualities a good leader must have but mostly a good leader should have a good communication skill, a good motivator, a team builder and one should be flexible.

Conclusion

The survey conducted among the respondents in the project brought forward few interesting observations on what characteristics they look forward to in their leaders. The sample audience covered in the survey displayed a highly positive response towards their leaders. The remaining set of respondents included the ones who didnt hold an opinion on the same and the highlight was that the least percentage of respondents believed that their bosses lacked the necessary skills to lead the team. A clear observation was that most of the subordinates believe that effective communication is a key trait that they expect from their bosses. Since communication skills are at an all-time low, a manager who can communicate effectively is definite positive. They keep their employees informed so that they are not caught unawares and the whole department look bad. This also goes to keeping in touch with each employee individually instead of waiting to their review time so that any issues can be addressed earlier. Another key trait that the employee looks for is TRUST. The boss is expected to develop mutual trust with his team and this trait results into another important feature of approachability. The employees look forward to sharing their fears, personal goals, thoughts and ideas with their superiors, without any fear. In current times of recession and layoffs, this trait in a boss becomes extremely critical. Flexibility to meet the goals and adapting to the challenges in a competitive working environment is another trait that the employees believe they look for in a successful leader. Another interesting observation is the preference for male bosses among both the male and female candidates.
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Recommendations

One of the key observations that we made during this project is the importance of having the right mix of the audience as the survey respondents. This ensures that a wide range of opinions are gathered ensuring the key theme is addressed at a holistic level. A good boss has to be a good communicator who can convey his ideas and thoughts clearly to his team. Being a good listener would help his subordinates confide in him and also give relevant feedback about his leadership style. It is extremely important for the boss to establish effective 2 way communication with his team. Motivation expresses itself as a passion to work beyond money and status. The boss needs to be motivated about his own job and should be able to motivate his team to deliver results in the most efficient manner. During the process, the employees should get a sense of ownership of the task assigned to them and with motivation the drive to succeed is bound to push them to deliver. A boss is responsible for influencing his team to perform an action, complete a task, or behave in a specific manner. If leaders are ethical, they can ensure that ethical practices are carried out throughout organization.

Inference
Though we have covered the qualities that a good boss should have it is not universal fact, since what makes a good boss being a subjective title, we would like to infer that it depends on the individual to choose what makes a good boss according to him/her.
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So what makes a good boss?? Choice is yours

Employee Questionnaire
Demographic Details Name: _______________________ Sector: _______________________ Years of Experience: ____________ Gender: ______________________ Gender of Boss:________________

Company: Age:

_______________________ _______________________

Q1. My boss communicates all work instructions to me. Strongly Disagree Disagree Uncertain Q2. My boss is honest & trustworthy. Strongly Disagree Disagree Uncertain Q3. My boss recognises my performance. Strongly Disagree Disagree Uncertain Q4. My boss empowers me to take my own decisions. Strongly Disagree Disagree Uncertain Q5. My boss creates a healthy environment at work. Strongly Disagree Disagree Uncertain

Agree

Strongly Agree

Agree

Strongly Agree

Agree

Strongly Agree

Agree

Strongly Agree

Agree

Strongly Agree
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Q6. My boss is open to discussions. Strongly Disagree Disagree Uncertain

Agree

Strongly Agree

Q7. My boss emphasizes on personal training & development programmes. Strongly Disagree Disagree Uncertain Agree Strongly Agree Q8. My boss is able to face challenges effectively. Strongly Disagree Disagree Uncertain Q9. My boss always treats me with respect & dignity. Strongly Disagree Disagree Uncertain Q10. My boss is unbiased. Strongly Disagree Disagree

Agree

Strongly Agree

Agree

Strongly Agree

Uncertain

Agree

Strongly Agree

Q11. My boss gives me the liberty to solve the problems in different ways. Strongly Disagree Disagree Uncertain Agree Strongly Agree Q12. My boss walks the talk. Strongly Disagree Disagree Uncertain Agree Strongly Agree Q13. My boss ensures that I am informed of steps that can improve my performance. Strongly Disagree Disagree Uncertain Agree Strongly Agree Q14. My boss takes an initiative to resolve inter-personal conflicts. Strongly Disagree Disagree Uncertain Agree Q15. My boss emphasizes on work-life balance. Strongly Disagree Disagree Uncertain Q16. My boss remains calm during a crisis. Strongly Disagree Disagree Uncertain

Strongly Agree

Agree

Strongly Agree

Agree

Strongly Agree

Q17. My boss initiates activities that contribute to group morale. (Eg: parties, picnics, team dinners, tickets to a concert) Strongly Disagree Disagree Uncertain Agree Strongly Agree Q18. My boss provides regular constructive feedback to me. Strongly Disagree Disagree Uncertain Agree

Strongly Agree

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Q19. My boss helps me to map my career path in the organisation. Strongly Disagree Disagree Uncertain Agree Q20. My boss values ethics in getting the work done. Strongly Disagree Disagree Uncertain

Strongly Agree

Agree

Strongly Agree

Q21. My boss provides assistance in developing new ideas. Strongly Disagree Disagree Uncertain Agree Q22. My boss is able to foresee future threats & opportunities. Strongly Disagree Disagree Uncertain Agree Q23. My boss is willing to listen to work related suggestions. Strongly Disagree Disagree Uncertain Agree Q24. I feel comfortable sharing ideas with my boss. Strongly Disagree Disagree Uncertain

Strongly Agree

Strongly Agree

Strongly Agree

Agree

Strongly Agree Strongly Agree

Q25. My boss emphasizes more on results rather than people. Strongly Disagree Disagree Uncertain Agree

Q26. Choose the best 5 of the following qualities that you want most in your boss. Communication _____ Enthusiasm _____ Competency _____ Motivation _____ Coaching _____ Team building _____ Trustworthiness _____ Emotional stability _____ Ethics _____ Flexibility/Adaptability _____ Creativity/Innovation _____ Dynamic _____ Visionary _____ Assertive _____ Passionate _____ Q27. Do you prefer a male boss or a female boss? Male Female

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Bibliography
1. Organizational Behaviour Stephen Robbins 2. Leadership: Research findings, Practice & Skills Andrew Du Brin 3. Statistical Methods S.P. Gupta 4. Research Papers: What Makes a Good Boss? Cynthia Carter Haddock Being a Good Boss James Adonis How To Be A Good Boss - Aghadiuno, Mabel Heres What Makes A Good Boss Mary Schmich Leader or Just a Boss? George Ambler

Webliography
1. www.cyberessays.com

2. www.dl.acm.org/dl.cfm 3. www.onlinelibrary.wiley.com 4. www.winstonbrill.com 5. www.humanresources.about.com 6. http://www.businessknowhow.com/career/hateboss.htm 7. http://www.thepracticeofleadership.net/are-you-a-leader-or-just-a-boss 8. http://www.linkedin.com/answers/using-linkedIn/ULI/86022-12896145 9. http://www.therainmakergroupinc.com/employee-retention-articles/bid/80424/Study-SuggestsEmployees-Leave-Bosses-Not-Jobs 10. http://www.hrmorning.com/7-big-reasons-people-leave-their-jobs/
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