A Study On Effects of Leadership Qualities On Motivation of Employees in IT Sector-Bangalore

“A Study on effects of leadership qualities on motivation of employees in IT
Sector-Bangalore”
1.1 INTRODUCTION
This part goes for illustration a short blueprint and clarify the destinations of this examination
through three separate areas: (1) foundation of the investigation, (2) purpose and targets of the
investigation, and (3) structure of the investigation. The principal area underpins general
comprehension of the theme. The second one illuminates the reasons and goals of the
investigation pursued by the third segment which incorporates a shorted attribution of the
structure of the examination.
Leadership and various related style have a huge impact employee productivity and growth,
ensuring positive business results. The purpose of this study was to study the influence of
leadership style on motivation and participation. Over the centuries, leadership has been
discussed in many discussions and reflection, and different leadership style have led to different
responses from followers. In the context of entrepreneurship, the dynamics of the
“Leader” and “Leaders” of the player plays an important role in shaping the organization’s fate.
This study compares the stakes and establishes the truth in accordance with the positive
paradigm that provides objective reality. As part of a descriptive research methodology, the
data collected provide thoughtful explanations and regular explanations. The method of
quantitative evaluation is used to analyse the hypothesis. To achieve business success there are
several key factors, such as leadership and environmental impact. However, in the entire Beth
Nam and Especially in Hob Chi Minh, accounting and accounting firm are relatively young,
both quantitatively and qualitatively.
1.2 The concept of leadership

The worldwide money related emergency has brought about a rush of extraordinary difficulties
to world’s monetary & political arrange. In a circumstance of turbulence, the one key factor
that can have any kind of effect, through premonition and skill, is 3 initiative. Be that as it may,
as we start this investigation and test further to increase theoretical lucidity, the outcomes are
baffling. The look for the correct definition is been age-old. As per Bass and Ravioli (1997), a
solitary explicit meaning of authority is an extremely unpredictable assignment as writing and
concentrates on this theme are changed and there is no definition which is broadly and all
around acknowledged.
A few definition portray authority as a demonstration of impact, same as a procedure but others
have taken a gender at a man’s attribute characteristics. Skeletal. (2004) characterize authority
REVA INSTITUTE OF SCIENCE AND MANAGEMENT 1

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as the procedure whereby one individual impacts others to energetically and excitedly
coordinate their endeavours and capacities towards accomplishing characterized gathering or
hierarchical objectives. Cole (2005) characterizer’s leadership as a dynamic procedure whereby
one man impacts other to contribute wilfully to the acknowledgment and achievement of the
objectives goals;
Desire of estimations of the gathering that is speaking to the embodiment of leadership is to
encourage a gathering or an organization to achieve supportable advancement and development
there are different styles to driving, for example, change transnational and Bouillabaisse.
1.3 Background of the investigation

Today in a universe of focused professional workplace, each organization respect less of scales
and markets is endeavouring to increase aggressive advantage(s), to perform better and to
accomplish efficiency and adequacy. With the end goal to do that, it is imperative for an
association to unmistakably characterize its targets, and to realize how to do it well the
utilization of accessible assets. In any case, referencing an association’s assets, it is the HR that
fill every one of the holes between each progression to success. Personnel are the person who
utilize their skills and learning to offer help to the organization as the method for accomplishing
objectives. Association over the globe that think about their HR as a focal centre of the business
and constantly increment the dimension of their worker’s inspiration and execution will in
general be more compelling (Audi,2000, Anika,1988,Rothberg 2005).
1.4 History of Leadership Qualities:

The across the board acknowledgment of initiative assuming an imperative job as an upper
hand for associations (McCall, 1998, pet rick, Scherer, Brzezinski, Quinn and Asinine, 1990)
has prompted colossal measures of spends in the field of authority advancement projects and
preparing (Ravioli and Hannah 2008). It is essential with the end goal of the examination to
follow the rise of the hypothesis.
The historical backdrop of initiative hypothesis began with an accentuation on characteristics
the thought that it is the cosmetics of the pioneer that a significant effect. This approach
commanded explore up late 1940’s. Yet, further inquiries about have demonstrated that qu.

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(Hali ties don’t generally foresee administration viability, thus analysts have moved to take a
gander at the conduct or style if the pioneer.
Consumes (1978) and Bass (1985) have related these tow builds with the idea of transformation
leadership, recognized in western academic writing more than 2000 years after the fact. Those
develops, in relationship with those of scholarly incitement and individualized thought (Bass,
1998), frame the reason for an initiative style which, while clearly strong for the 8 antiquated
Greeks, has been proposed as the ideal style to impact the extreme changes required in 21 st
century association. Fisher (1985) expresses, “Administration is likely the most expounded on
social wonder ever” (p. 168), and mourns that it is as yet not surely knew because of its
multifaceted nature, factors that envelop the whole social process.
1.5 Nature of Leadership Qualities:

The various nature of leadership styles is as follows:
 Process of influence: It is a process whose important ingredient is the influence

exercised by the leader of group member. Successful leaders are able to influence the
behaviour, attitudes, and beliefs of their followers.
 Continuous process: It is a dynamic process involving ongoing interpersonal

evaluation by followers and leaders. And it is on every time influence of the
subordinates.
 Art and Science: Leadership is a both art and science. Effective leadership required
both dimension. Leadership is a science as it is concerned with the observation, and it
also be art as it involves developing practical experience in the application of
leadership.
 Related to situation: leadership is an always related to a particular situation at

given point of time and under a specific set of circumstances.
 Function of stimulation: A Leadership is always function of motivation of people

to full fill the organisational goals and objectives.
 Rational and Emotional: It includes the action and influences based on reason
and logic as well as those based in inspiration and passion.

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 Community of interests: There must be community of interested between the

leaders and is followers. The leader have their own objectives and the flowers have their
own objectives.
1.6 Characteristic of Effective leadership Style:

The most important characteristics of successful and effective leaders are as follows:
 Fair- minded: The leader will show fair treatment to all people. Prejudice is the
enemy of justice and represents empathy for the fillings, values, interests and wellbeing
of others.
 Broad-minded: Seek out diversity.
 Imaginative: Make timely and appropriate changes in your thinking plans, and
methods. Show creativity by thinking of new and better goals, ideas, and solution to
problems. Be innovative.
 Honest: Showing the integrity, integrity and hatred of a condor in your deception does
not create confidence.
 Competent: Based on your action reason and moral principles, do not make decision
based on childlike emotional desires or feelings.
 Forward-looking: Set goals and have a vision of the future. The vision must be
owned throughout the organisation. Effective leaders envision what they want and haw
to get it. They habitually pick priorities stemming from their basic values.
 Inspiring: The display of confidence is in all that you do. By showing endurance in
mental, physical, and spiritual stamina, you will inspire others to reach for new heights.
Take charge when necessary.
 Intelligent: Read, learn and find achievements. A successful leaders should have
above average knowledge and intelligence.
1.7 Theories of leadership

To understand the leadership that we see and practice today, it is important to understand that
the concept of leadership has changed over time and that same changed have occurred.
Leadership is a complex conceit for explaining how many theories are developed. The theory

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of leadership has evolved because the attitude and understanding of the norms of the big world
has changed.
Transition of leadership theories from trait theories to contemporary theories is as follows:
 Trait theory
 Behavioural theory
 Contingency theory
 Situational theory
Trait theory: The trait approach arose from the “Great man” Theory as a way of identifying
the key characteristics of successful, and installed leaders. It was believed that through this
theory critics leadership traits could be recruited, selected, and into leadership positions. This
theory was common in the military and is still used as a set of criteria to select candidates for
commissions.
Behavioural theory: These theories of leadership are based upon the belief that great
leaders are made not born. Rooted in behaviourism, this leadership theory focuses on the action
of leaders not on mental qualities or internal states. According to this theory, people can learn
to become leaders through teaching and observation. The behaviour approach says that anyone
who adopts the appropriate behaviour can be a good leader.
Contingency theory: In contingency theory of leadership, the success of the leader is a

function of various contingencies in the form of subordinates, task, and/or group variables. The
leaders who are very effective at one place and time may become unsuccessful either when
transplanted to anther situation or when the factors around them change.
Situational theory: The Hersey- Blanchard situational leadership theory was created by Dr
Paul Hersey and Ken Blanchard. The theory sates that instead of using just one style, successful
leaders should change their leadership styles based on the maturity of the people they’re leading
and the details of the task. Using this theory, leaders should be able to place more or less
emphasis on the task.
1.8 Employee Motivation

Motivation con be defined as a process that encourages people to achieve their desired goals.
It involves arousing need and desires in people to imitate and direct their behaviour in a
purposive manner.

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There are many ways to motivate employees in the current work environment. Global
companies use different strategies
And approaches to increase employee motivation. But the most important motivation for our
employees is very important. And because others have different values and attitudes, they use
the right motivation to understand and motivate Employees’ needs (Gleason 2016).
1.9 Process of Employee Motivation

Motivation con be defined as a process that encourage to achieve their desired goals. The
motivation process involves various steps are as follows:
Motive
Behaviour Tension Reduction
Goal
 Motive: Motive is the main cause of action and explains the reason for action when
motivation, motivates and motivates people. Motives are largely subjective and
represent the mental picture of the individual by explaining the rationale of human
behaviour. Motives arise continuously and determine the general direction of the
individual’s behaviour.
 Behaviour: Includes personal behaviour and a set of action that a person performs to
achieve personal and organizational goals. The stages of disequilibrium may arise due
to the imbalanced between the physiological and psychological states of the individual.
 Goal: The goals chosen by an individual depends on various factors like cultural
norms and values, the individuals inherited capabilities, influence of personal learning
and experiences, and the type and level of mobility in the physical and social world of
the employee.
 Tension Reduction: Every individual in the organisation tends to develop certain

motivational drives as a product of his cultural environment in which he lives and his

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goal driving behaviour. This also affects the way the individuals view their jobs and
approach their personal and professional life.
1.10 Theories of Motivation:

The tactics of the model and strategy do not motivate employees, because they constantly
experiment with new motivational programs and practices. Motivation if is refers to the
willingness to exert high level of effort toward organisation goals, conditioned by the effort
and ability to satisfy same individual needs. Motivation theory can be divided into three main
categories such as follows:
 Content theories
 Process theories
 Other theories
Content theories: The content area tries to describe the doors with same elements that
actually motivate a person. Dusty Racer seeks to identify the needs and relative strengths of
people and the goals that seek to meet these needs. The theory of content emphasizes the nature
of desires their motives. Suppose each of us has a good way to respond to pressure motivation
In the same way and motivate everyone. Dots has a list of candidates for managers to increase
productivity. The most common content theories of motivation are as follows:
I. Maslow’s need hierarchy,
II. Herzberg’s motivation hygiene theory, III. Aldermen’s ERG
theory.
Process theories: The content theories of motivation try to answer the question ‘what
motivates people?’ while process theories attempt to answer the question ‘how motivation take
place within an individual?’ Process theories tracks Chinese processors require goal and
processes in which motivated takes are performed. A serious decision about the process by
which internal factors influence motivation. The achievement or the theoretical characteristics
of the individual is based on the assumption that motivation is a function of the employee’s
perception and beliefs. The most common process theories of motivation such as follows:
I. Vroom’s valence and instrumentality theory, II.
Porter and Lawler Model.

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Other theories: Apart from content theories and process theories, there are some other
theories of motivation like:
I. McGregor’s theory,
II. XY and Z theory,
III. Cognitive Evaluation theory,
IV. Reinforcement theory.
This study: 1) Establish leadership style criteria is consistent with the work of the examiner
at the NCGC. 2) Identify key leadership styles that have the greatest impact on employee
motivation. 3) Based on the results and research results, we recommend recommendations for
improvement and the development of proposals for guidance that con better use your region.

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2.1 Review of literature:

Leadership is very important in every organization. This includes the ability to determine the
direction of a team and communicate with people, to motivate, inspire and promote business
success. Leadership requires the introduction of behavioural methods to encourage strategic
concentration and participation and to achieve the best possible work on the part of employees.
Effective leadership components are complex and highly coordinated, remembering leadership
situation, challenges, leadership levels, maturity and ability to work. Leadership skills are often
diverse, effective and contextual, often taking time to learn.
According to Gary yolk, “Leadership influences the intervention and inconvenience of
intervention, objectives, and strategic, influences on the achievement of elements, that
influences the support and identification of group and on the achievement of elements that
influence organizational culture.
According to stodgily, “Leadership can be understood as a course of action that influences
group activities organized to set goals and achieve goals.
Robbins (1994) saw that conduct style was the focal of various investigation in the time of the
1950s. Accompanying areas incorporate surveys of the more prominent investigation that were
directed at Ohio State University and the University of Michigan. The management Grid
Created by Blake and Mouton is additionally included.
Anderson and king (1993): Concluded that as for the administration of change forms in
associations, there is a solid requirement for pioneers who are more change focused. These
pioneers put an incentive on the Development of a reasonable vision and motivate supporters
to seek after the vision. Along these lines they give a solid persuasive power to change in
devotees. He additionally xvi reasoned that other than partake authority style, an unmistakable
vision or mission is well on the way to cultivate advancement.
Bass (1985): Proposed a more extensive vision of change administration, which was to super
supporters to deliver changes past desires. In particular, change pioneers are seen as who have
controls on Employees with individual contemplations, motivations, mentally stimulation, and
self-awareness.
Bass and Avoid, (2004): They credited Malaise aflame authority to the pioneers who abstain
from madding when major issues emerge, this could likewise be portrayed as no administration.
Buchanan, (1974): Defines duty as “faithfulness, recognizable proof, and contribution with
some proper protest”. In an authoritative setting, such devotion includes sentiments of

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connection, which creates as people share esteems in the same way as different individuals
from the gathering.
Lind and Stevens, 2004: Assert that change initiative style is viewed as progressively fitting
as it considers pioneers to rally individuals behind plainly characterized objectives.
Being an effective leader is a challenge for many new managers, but effective for successful
employees and rewards for special results. Understanding the principles of strategic thinking,
harmony, communication and motivation provides a platform for developing leadership skills
and styles that are effective in personal and leadership situation.
2.2 Objectives of the investigation

Primary objective:
 To know the impact of leadership qualities on employee motivation
Secondary objective:
 To study the employee behaviour towards the leader in the organization.
 To know what are the factors that are affecting the qualities of a leader.
 To inculcate the required qualities to motivate employees towards organizational
development
2.3 Scope of the study:

This examination was directed in Bangalore particularly IT sector. The directed population for
the examination was the affirmed (not on post-trial supervision), full time representatives from
help capacities and operation, who are presented to the board studies and looks into of
comparable sorts.
2.4 limitation of the study:

 The respondents are not very much keen to disclose personal information and decision
making process.
 Respondents are also to a limited number.
 The study is focused only on employee motivation.
 There is time constant, time is limited.
 Suggestions are based on the data going to be collected.

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2.5 Research design- sampling frame work:
Sampling Design;
It is the type of selecting a sample of respondents out of the available samples for the research,
as there are various sampling designs available for the research, for this project I have chosen
simple random design for the selection of respondents from the available samples.
Sample Size;
A limited subset of population, selected from it with the objective of investigating its properties
called a sample. A sample is a representative part of the population. A sample of 60 respondents
total has been randomly selected. The response to various elements under each questions were
totalled for the purpose of various statistical testing.
2.6 Data collection tools:
Source of data
The information for the investigation fill in as the base for examination, without examination
of genuine information on specific induction can’t be drawn on the inquiry in the examination,
without a significant information it is not workable for a scientist to get the correct discoveries
of an investigation, with the end goal of present examination from the two sources have
accumulated an information to be specific primary information and secondary information.
Primary information:
The primary information are those information which have been collected by the researcher for
the first time, thought the primary data is considered as the fresh data.
Primary data are original data collected for the purpose of a particular study. In the present
study. Primary data have been collected by personal interview method with the help of
questionnaire.
Collection of data through questionnaire:-

In this method a questionnaire is sent to the employee concerned with request to answer the
questions and return the questionnaire. A questionnaire consists of a number of questions

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printed or typed in a definite order on a form or set of forms. The questionnaire is mailed to
respondent who are expected to read and understand the question .The and write down the reply
in the space meant for the purpose in questionnaire itself. The respondent to have answer the
questions on their own. The research methodology on on-line banking is based on the survey.
Objective type questions have been designed in survey. Some responses has been collected
from people. Like (employee, professor).
Secondary Information:
The secondary information contains an information which have been as of now gathered and
consented for reason by alternate analysts, this is the information which is promptly accessible
material and as of now deciphered factual proclamations and reports whose information might
be utilized for his/her investigation.
Some of the major sources from which secondary data have been collected
• Newspaper and Articles

• Various websites
• Business line
• Different marketing journals
Where on the other hand, secondary data is the data which have been already collected by
someone else and which is already passed through the statistical process.
This techniques for accumulation primary and secondary information contrast. Essential
information are to be initially gathered, while if there should arise an occurrence of optional
information in the idea of information has been accumulated with the end goal of the
investigation utilizing all the above techniques. Optional information has been accumulated
from different distributed sources.
Nature of Research;
Descriptive research, also known as statistical research, describes data and characteristics about
the population or occurrence being studied. Expressive research answers the questions who,
what, where, when and how.

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Although the data description is factual, accurate and systematic, the research cannot describe
what caused a situation. Thus, descriptive research cannot be used to create a causal
relationship, where one variable affects another. In other words, vivid research can be said to
have a low requirement for internal validity.
Questionnaire;
A well-defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system. A
defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.
Nature of Questions Asked.
The questionnaire consists of open ended, rating and ranking questions.
Variables of the Study;
The direct variable of the study is the employee features of teamwork.
Indirect variables are the actual work, interpersonal relations, career development opportunities
and performance appraisal system.
Presentation of Data:
The data are presented through charts and tables.

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IT SECTOR:
The Information Technology industry has gained a brand image as knowledge economy due to
its development from software exporter to providing IT services to IT enabled services (BPO
segment).The sector has been consistently contributing to India’s GDP from 4.5% in the FY
2005 to 7.5% in the FY 2012.
According to NASSCOM, the IT – BPO sector in India has aggregated revenues of US $ 100
billion in FY 2012, where export comprises of US $ 69.1 billion and US $ 31.7 billion
respectively growing by over 9 %.
The cities that account nearly 90% of this sectors exports are Bangalore, Chennai, Hyderabad,
Delhi, Mumbai and Kolkata.
IT industry has registered a notable growth because of the rich and varied expansion into
verticals, well –differentiated service offerings and increasing growth penetration.
The phenomenal success of this industry is attributable to favourable government policies, rich
and burgeoning demand conditions, healthy growth of the related industries and competitive
environment prevalent in the industry. The interplay of these forces has put the industry on the
global map.
Industry Segmentation
IT industry can be broadly classified into three sectors:
 Software
 IT Services
 IT enabled Services (ITES)- BPO
Growth of the Industry:

The Indian IT industry has been growing at a rapid pace by offering aide range of products and
services. It is moving slowly and steadily from the exports of lower end services to providing
higher end services.
Information Technology Services:
India is an expert in providing customized IT services to the clients. These services have always
dominated the Indian IT industry. It was accounting for more than 60% in the overall revenue

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of the industry. The segment is growing at 26% compounded annual growth rate since FY
2000.
The IT services segment is divided into the following categories;

 Project – oriented services
 IT outsourcing services
 Training and support services
 Financial services
 Healthcare services
The following companies have been chosen for the study with special reference to corporate
governance practices.
 Infosys Ltd.
 Tata Consultancy Services Ltd.
 HCL Technologies Ltd.
Infosys Ltd:
Infosys Ltd. continues to be a benchmark in the aspect of corporate governance for its highly
transparent disclosure practices. It believes that the success of the company depends on sound
governance. It aims to attain the performance rules with integrity and honesty. For Infosys Ltd.,
Corporate Governance is a reflection of its culture, policies, and the relationship it shares with
the shareholders and the commitment it has to ethical values. It aims to consistently intensify
its efforts to enhance long term- shareholder value and respect minority rights in all the business
decisions. The Board exercises its responsibilities in the widest sense of the term.
Tata consultancy services Ltd:

TCS Ltd is listed on NSE and BSE and one of the major top five companies. TCS Ltd. offers
wide range of IT services, business process outsourcing services, engineering and industrial
services, global consulting and asset leveraged solutions.
Corporate Governance practices at TCS Ltd. speaks volume about strong, fair and transparent
ethical values. As the practices are aligned with the ten principles stipulated in the UN Global

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Compact, TCS Ltd. is a signatory. This awards conferred to those companies in which
sustainability is present and it has become a key aspect for measuring business excellence at
the Board level A council has been set up to oversee the implementation of the strategy.
HCL Technologies Ltd:

The HCL technologies Ltd is a global technology company. It is primarily engaged in providing
a range of services from software to infrastructure. The company leverages an extensive
offshore infrastructure and it has a global network of offices in various countries and
professionals to deliver solutions across select verticals including Financial Services,
Aerospace, defence and Retail Automotive, Hi-tech, Telecom, Government, Media and Travel,
Entertainment, Energy and utilities, Life Sciences, Transportation and Logistics and
Healthcare.

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4.1 The table shows that about how many years have you been in your
current position?
SL PARTICULAR NUMBER OF PERCENTAGE

NO RESPONDENTS
1 At least 1 year but less than 3 27 45%

years
2 At least 3 but less than 5 years 7 11.67%
3 At least 5 but less than 10 4 6.67%

years
4 Less than 1 year 22 36.66%
Total 60 100
Analysis:
The above data in the table showing that most of the respondents has an experience in the
current position for about 1 to 3 years in the organization for the current position, the total no
of respondents are 60 out of which 27 are in the same position for a year but less 3, 7
respondents are above 3years but less than 5 years. 4 respondents are above 5years but less than
10years. 22 respondents are below a year.

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4.1 The graph shows that about how many years have you been in your
current position?
36.66%
45%
6.67%
11.67%
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Interpretation:
The above graph shows majority of respondents which is 45 of them working in current position
from 1-3 years and the least no of respondents are who are working in the same position are
above 5 but less than 10 years. Employees work in the same position in the organization can be
because of lack of the employee’s recognition and work environment.

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4.2 Table shows that how satisfied are you with your department leadership.
SL NO PARTICULAR NUMBER OF PERCENTAGE

RESPONDENT
1 Extremely satisfied 17 28.33%
2 Not at all satisfied 1 1.67%
3 Not so satisfied 1 1.67%
4 Somewhat satisfied 17 28.33%
5 Very satisfied 24 40%
TOTAL 60 100
Analysis:
The above table shows that how satisfied are the employees are in the department are. Among
the 60 respondents, 24 respondents are very satisfied, 17 respondents are extremely satisfied,
17 respondents are somewhat satisfied, and rest are not at all satisfied about the department
leadership.

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4.2 Graph shows that how satisfied are you with your department leadership.
Sales
28.33%
40%
1.67%
1.67%
28.33%
1st Qtr. 2ND Qtr. 3rd. Qtr. 4Th Qtr. 5Th Qtr.
Interpretation:
The above graph shows that the majority of the employees are very satisfied with the leadership
skills in the department, and minority of the employees are not at all satisfied with the
department leadership. Most of the organization follows the company’s norms and rules and
has a better department leadership.

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4.3 Table shows that how well your supervisor does motivates you best work.
SL NO NUMBER OF
PARTICULAR PERCENTAGE
RESPONDENTS
1 Extremely well 19 31.67%
2 Very well 31 51.67%
3 Somewhat well 1 1.67%
4 Not so well 8 13.33%
5 Not at all well 1 1.67%
TOTAL 60 100
Analysis:
The above table shows that how the supervisors in the organization motivates the employees
for their work done. Among 60 respondents, 31 respondents agrees that the supervisors are very
well, 19 respondents say that they are extremely well. 8 respondents say that they are not so
well, and rest are not ok with their supervisors’ recognition for the best work.

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4.3 Graph shows that how well your supervisor does motivates you best
work.
Sales
1.67%
1.67% 13.33%
31.67%
51.67%
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qrt
Interpretation:
The above graph shows that the majority of the employees in the organization say that their
supervisors are extremely well in the recognition of best work in the department, and the
minority of the employees say that they are not that good to motivate the best work in the
organization, this happens because the supervisors wants their employees to achieve their
targets in the department.

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4.4 Table shows that how motivated are you at work.
SL No PARTICULAR NUMBER OF PERCENTAGE

RESPONDENTS
1 Highly motivated 19 31.67%
2 Motivated 38 63.33%
3 Demotivated 2 3.33%
4 Highly demotivated 1 1.67%
TOTAL 60 100
Analysis:
The above data shows that how motivated the employees are at work, among 60 respondents,
38 respondents are motivated, 19 respondents are highly motivated, 2 respondents are
demotivated and the rest are highly demotivated in the organization.

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4.4 Graph shows that how motivated are you at work.
3.33%
63.33% 31.33%
1.67%
Interpretation:
The above graph shows that majority of the employees in the organization are motivated and
minority of the employees are highly demotivated at work, because the organization has good
managers who motivates their employees to perform better in the organization to achieve the
organizations goals.

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4.5 Table shows that does the level of motivation affects your performance.
SL NO PRATICULAR NUMBER OF PERCENTAGE

RESPONDENTS
1 Yes 37 61.67%
2 No 10 16.67
3 Maybe 13 21.66%
TOTAL 60 100
Analysis:
The above data shows that if motivation affect the performance of the employees in the
organization. Out of 60 respondents, 37 agrees say yes. 13 respondents are in a dilemma saying
may be and 10 respondents say no to the above statement.

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4.5 Graph shows that does the level of motivation affects your performance.
70.00%
60.00%
50.00%
40.00%
30.00% 61.67%
20.00%
10.00% 21.66%
16.67%
0.00%
Category 1 Category 2 Category 3
Series 1
Interpretation:
The above graph shows that the majority of the employees agrees to the above statement, and
minority of the employees say that they do not agree, because motivation plays a vital role in
the organization for all the employees for them to perform better and achieve their goal.

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4.6 Table shows that have you ever thinking of quitting your job.

RESPONDENTS
1 Yes 13 21.67%
2 No 29 48.33%
3 Maybe 18 30%
TOTAL 60 100
Analysis:
The above table shows that if the employees in the organization are thinking about quitting the
job, among 60 respondents 29 respondents say no, 18 say may be and 13 respondents say yes
to the above statement.

Sector-Bangalore”
4.6 Graph shows that have you ever thinking of quitting your job.
60.00%
50.00%
40.00%
30.00%
48.33%
20.00%
30%
10.00% 21.67%
0.00%
Category 1 Category 2 Category 3
Series 1
Interpretation:
The above graph shows that the majority of respondents do not agree with the above statement,
and minority of the employees say no to the above statement. Most of the employees do not
quit job that easily in the organization. Lack of motivation, recognition does makes them.

Sector-Bangalore”
4.7 Table shows that my manager listens to team members point of views
before taking the decisions.

RESPONDETS
1 Strongly agree 14 23.33%
2 Agree 35 58.33%
3 Neutral 9 15%
4 Disagree 2 3.34%
TOTAL 60 100
Analysis:
The above data shows that if managers would listen to their team members before taking
decisions, among 60 respondents, 35 respondents agree to the above statement, 14 respondents
strongly agree, 9 respondents are neutral and rest 2 disagree on the above statement.

Sector-Bangalore”
4.7 Graph shows that my manager listens to team members point of views
before taking the decisions.
23.33%
Agree
58.33%
15% Disagree
Neutral
strongly agree
3.34%
Interpretation:
The above graph shows that majority of the respondents agree that mangers listens to their team
members before taking the decisions in the organization, minority of the employees disagree
on the above statement because the managers in the organization has to listen to their team
members as they are involved in every aspect of the project.

Sector-Bangalore”
4.8 Table shows the manager meet with staff regularly to discuss their needs.

RESPONDENTS
2 Agree 24 40%
3 Neutral 15 25%
4 Disagree 11 18.33%
5 Strongly disagree 3 5%
TOTAL 60 100
Analysis:
The above table shows that if managers meet his team members to discuss their needs, out of
60 respondents, 24 respondents agree, 15 respondents are neutral, 11 disagree, 7 respondents
strongly agree and rest strongly disagree on the above statement.

Sector-Bangalore”
4.8 Graph shows the manager meet with staff regularly to discuss their
needs.
Chart Title
45.00%
40.00%
35.00%
30.00%
25.00%
20.00% 40%
15.00%
25%
10.00% 18.33%
5.00% 11.67%
5%
0.00%
Category 1 Category 2 Category 3 Category 4 Category 5
Series 1 Column1 Column2
Interpretation:
The above graph shows that majority of the employees agree that managers meet their team
members to discuss their needs, and minority of the employees strongly disagree on the above
statement. The manager has to meet their team members to check on their need for efficiency
of work from them.

Sector-Bangalore”
4.9 Table shows that most workers want frequent and supportive
communication from their leaders.
SL NO PARTICULAR NUMBER OF PERCETAGE

RESPONDENTS
2 Agree 22 36.67%
3 Neutral 13 21.67%
4 Disagree 6 10%
5 Strongly disagree 2 3.33%
TOTAL 60 100
Analysis:
The above table shows that most of the workers want frequent and supportive communication
from their leaders, and out of 60 employees 22 of them agree, 17 respondents strongly agree,
13 of them are neutral, 6 respondents disagree and the rest strongly disagree on the above
statement.

Sector-Bangalore”
4.9 Graph shows that most workers want frequent and supportive
communication from their leaders.
Series 1
40.00%
35.00%
30.00%
25.00%
20.00%
36.67%
15.00% 28.33%
10.00% 21.67%
5.00% 10%
3.33%
0.00%
Series 1
Interpretation:
The above graph shows that the majority of the employees agrees that they want frequent and
supportive communication from their leaders, minority of the workers strongly disagree. The
employees in the organization wants frequent and supportive communication from their leaders
as it helps them to perform better in their projects.

Sector-Bangalore”
4.10 Table shows that fair to say that most employees in the general
population are lazy?

RESPONDENTS
1 Strongly agree 3 5%
2 Agree 26 43.33%
3 Neutral 17 28.33%
4 Disagree 10 16.67%
TOTAL 60 100
Analysis:
The table shows that how fair is it to say that most of the employees are generally lazy in the
organization, among 60 respondents 26 of them agree on the above statement, 17 respondents
are neutral, 10 respondents disagree, and 4 strongly disagree and the rest strongly agree on the
above statement.

Sector-Bangalore”
4.10 Graph shows fair to say that most employees in the general population
are lazy?
Sales
6.67% 5%
16.67%
43.33%
28.33%
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Interpretation:
The graph shows that majority of the employees agree that it is fair to say that most of the
population are lazy , and minority of the employees say that they strongly disagree on the above
statement. This also helps the employees to improvise doing their work in the organization.

Sector-Bangalore”
4.11 Table shows Most of Employees believe this is an excellent place to

work?

RESPONDENTS
1 Strongly agree 9 15%
2 Agree 32 53.33%
3 Neutral 13 21.67%
4 Disagree 4 6..67%
TOTAL 60 100
Analysis:
The above table shows that most of the employees believe that the place where they work is an
excellent place. Among 60 respondents, 32 of them agree, 13 respondents are neutral, 9
respondents strongly agree, 4 disagree and 2 strongly disagree on the above statement.

Sector-Bangalore”
4.11 Graph shows Most of Employees believe this is an excellent place to

work?
Chart Title
60%
50%
40%
30%
53.33%
20%
10% 21.67%
15%
6.67%
0% 3.33%
Series 1 Column1 Column2
Interpretation:
The above graph shows that majority of the respondents have agreed that designation of their
job and environment of the working place in the company is excellent to work and gain the
knowledge and minority of the employees strongly disagree on the above statement as it is a
good environment for the employees and helps them, motivate them to perform better.

Sector-Bangalore”
4.12 Table shows that my manager promotes an atmosphere of work?

RESPONDENTS0
1 Strongly Agree 6 10%
2 Agree 35 58.33%
3 Neutral 11 18.33%
4 Disagree 7 11.67%
5 Strongly Disagree 1 1.67%
TOTAL 60 100
Analysis:
The above table shows that the manager promotes an atmosphere of work, among 60
respondents 35 of the respondents agree on the above statement, 11 respondents are neutral, 7
disagree, 6 strongly agree and rest strongly disagree on the above statement.

Sector-Bangalore”
4.12 Graph shows that my manager promotes an atmosphere of work?
Sales
1.67%
10%
11.67%
18.33%
58.33%
Interpretation:
The above graph shows that majority of the respondents agree that manager promotes an
atmosphere to work, and minority of the respondents strongly disagree on the above statement.
Managers are the role models to the team members and motivate them to work.

Sector-Bangalore”
4.13 My manager gives me with insightful suggestion on what i can do to

improve?
SL NO PARTICULAR NUMBER OF PEERCENTSGE

RESPONDENTS
1 Strongly Agree 8 13.33%

2 Agree 30 50%
3 Neutral 12 20%
4 Disagree 8 13.33%
5 Strongly Disagree 2 3.34%
TOTAL 60 100
Analysis:
The above data shows that if manager gives insightful suggestions on what can the employees
improve upon. Among 60 respondents, 30 respondents agree on the above statement, 12
respondents are neutral, 8 respondents strongly agree, 8 of them disagree and rest 2 strongly
disagree on the above statement.

Sector-Bangalore”
4.13 Graph shows that my manager gives me with insightful suggestion on

what i can do to improve?
Sales
3.34%
13.33%
13.33%
20%
50%
Interpretation:
The above graph shows that majority of the respondents agree that their managers gives
insightful suggestions on what they can improve, and minority of the respondents strongly
disagree on the above statement. Manager is the one who helps the employees to improve their
skills in their work.

Sector-Bangalore”
4.14 The table shows that how proud are of your volunteer work?

RESPONDENTS
1 Extremely Proud 18 30%
2 Very Proud 34 56.67%
3 Somewhat Proud 7 11.67%
4 No So Proud 1 1.67%
TOTAL 60 100
Analysis:
The above data shows that how proud are the employees to work voluntarily in the organization.
34 respondents are very proud, 18 respondents are extremely proud, 7 are somewhat proud and
rest are not so proud to work voluntarily.

Sector-Bangalore”
4.14 The graph shows that how proud are of your volunteer work?
11.67%
30%
56.67%
1.67%
1st Qtr. 2nd Qtr. 3rd. Qtr. 4th Qtr.
Interpretation:
From the above graph majority of the respondents say that they are very proud to work
voluntarily, and minority of the respondents are not so proud to work. Working voluntarily
makes the employees improve on their skills and also motivate the others.

Sector-Bangalore”
5.1 Summary of findings:
The findings of the study are follows:
1) The graph shows that the respondents are their position 1 to less than 3 years.
2) The respondents are very satisfied with the department leadership.
3) The supervisor motivates their employees very well.
4) The employees are motivated towards the work.
5) Motivation affects their performance of the employees.
6) The employees are not ready to quit their job or work.
7) The manager listen their employees ideas before taking any decisions.
8) Respondents agreed that the manager meet their staff regularly to discuss their needs.
9) Most of the respondents agreed that they want frequent supportive communication
from their leader or manager.
10) Most of the employees were lazy to do their work in the organization.
11) The respondents agreed that it is the most excellent place to do their work.
12) The manager promoted good environment to the employees to work effectively.
13) The manager gives suggestions to the employees when the employees were going
wrong.
14) The respondents are very proud to their volunteer job of the company.

Sector-Bangalore”
5.2 Conclusion:
For an association to advance, it is vital to comprehend the components that impact

authoritative conduct and representative mind. This investigation was worried about a portion
of the basic determinants of representative execution a) hole initiative style impacts
responsibility and b) how authority style impacts inspiration. The writing uncovered that the
two subjects were basic. Determinants of hierarchical achievement, independent of whether it
was open or private. The associations in the corporate part were additionally picked
appropriately. In light of the discoveries of the present investigation, the scientist built up the
accompanying ends:
1. The discoveries of this investigation showed that exchange authority styles decidedly
affected the dimension of Employee duty. Also, the discoveries demonstrated that the
Organizational duty of people was contrarily influenced by the discomfort reasonable
administration style.
2. The outcomes uncovered that most of the workers were observed to be focused on the
association.
3. Most of the workers watched their pioneers to show change and exchange
Characteristics, yet anticipate that their Heads will whom they answer to be more
change in nature and pursue unexpected reward and In addition the executives by
exemption dynamic while concerning exchange administration. The board by special
case latent was not acknowledged by the workers.

Sector-Bangalore”
5.3 SUGGESTION:
• The attitude of the leader must be in an effective manner.
• The leader should be encourage to their employees.
• The leader must have the quality of listening to their employees.
• The leader should work with a compassion.
• The leader must have to solve the conflict management.
• The leader expect the future risk and take remedies to it.
• The leader must be proactive.

• The leader has a clear vision.
• The leader should be strategic
• The leader should get the things done through with the employees.

A Study On Effects of Leadership Qualities On Motivation of Employees in IT Sector-Bangalore

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“A Study on effects of leadership qualities on motivation of employees in IT

1.2 The concept of leadership

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1.3 Background of the investigation

1.4 History of Leadership Qualities:

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1.5 Nature of Leadership Qualities:

 Process of influence: It is a process whose important ingredient is the influence

 Continuous process: It is a dynamic process involving ongoing interpersonal

 Related to situation: leadership is an always related to a particular situation at

 Function of stimulation: A Leadership is always function of motivation of people

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 Community of interests: There must be community of interested between the

1.6 Characteristic of Effective leadership Style:

1.7 Theories of leadership

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Contingency theory: In contingency theory of leadership, the success of the leader is a

1.8 Employee Motivation

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1.9 Process of Employee Motivation

Behaviour Tension Reduction

 Tension Reduction: Every individual in the organisation tends to develop certain

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1.10 Theories of Motivation:

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2.1 Review of literature:

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2.2 Objectives of the investigation

 To know the impact of leadership qualities on employee motivation

 To study the employee behaviour towards the leader in the organization.

2.3 Scope of the study:

2.4 limitation of the study:

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2.5 Research design- sampling frame work:

2.6 Data collection tools:

Collection of data through questionnaire:-

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• Newspaper and Articles

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Nature of Questions Asked.

The questionnaire consists of open ended, rating and ranking questions.

Variables of the Study;

The direct variable of the study is the employee features of teamwork.

The data are presented through charts and tables.

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 IT enabled Services (ITES)- BPO

Growth of the Industry:

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The IT services segment is divided into the following categories;

Tata consultancy services Ltd:

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HCL Technologies Ltd:

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SL PARTICULAR NUMBER OF PERCENTAGE

1 At least 1 year but less than 3 27 45%

2 At least 3 but less than 5 years 7 11.67%

3 At least 5 but less than 10 4 6.67%

4 Less than 1 year 22 36.66%

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1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

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SL NO PARTICULAR NUMBER OF PERCENTAGE