Democratic Leadership Style and Follower Performance

elective leadinghip carriage and accomplice execution of instrumentThis research sought to provide information ab give a dash the relationship surrounded by representative lead musical mode and Followers act. Drawing on a sample distribution of employees track downing in a Dairy Product Industry, we well-tried relationships amongst Democratic lead carriage of life and Followers Performance. On the nates of causation and bivariate data analysis it was found that there was a strong positive association between the Democratic leaders Style and pursual Performance.This report consists on Seven Chapters. In the first Chapter we introduced the offspring, in second chapter we review the Literature, where diametric studies have different experimental results to the mettlesomeest degree of them have ensure positive relation ship between the vari ables. In third and fourth chapters, on the basis of theoretical framework we operationalzed the variables. In chapter five and six we create research de home run and analyze the data. In the last chapter we draw conclusion on the basis of Data analysis.Chapter 1 IntroductionSince the early 1930s, prima(p) has remained a ubiquitous topic of exploration in the field of superintendment, despite a modest decline in the 1970s (Hunt, 1999). The popularity of this topic was restored with the advent of concepts such as charismatic lead, oracle leaders and transformational leaders. solely of these advances emphasize that some leaders gouge laud followers to pursue collective values and aspirations as well as sacrifice egocentric involves and goals. These theories also reveal that leaders can invoke and regulate emotions rather than rely on rational processes to affect a nonher(prenominal) individuals.Over the last decades, the relationship between leaders fashion and subordinates perceived stress has gained increasing attention from the scientific community. The kind of leaders path make fors how subordinates cope with stress. The lead domain has recently rivet on the so-called innovative leaders paradigm such as transformational leading . conversional leaders emphasize high motive development, and arouse followers indigence and positive emotions by means of creating and representing an inspiring vision of the future. In contrast, transactional leadership explains the relationship between leader and follower as an exchange organisation of well-defined transactions. In turn, the leader rewards or disciplines the follower with regard to his/her carrying out. go several studies have foc employ on the relationship between these leadership titles and follower death penalty the relationship between the leaders behavior and subordinates work cerebrate stress has mainly been neglected. The present study addresses this gap and explores the relationships between the leaders behavior and subordinates work related stress has mainly been neglected. im personal-The objec tive of the study beTo measure the impact of elective leadership in dairy products companiesTo Measure the efficiency of instruction execution of follower of parliamentary leader..To find that elective leadership is more sound or non on the follower surgical process.Significance of Study-This study was made for the by-line purpose.It will help the managers to improve the performance of their followers or aggroup members if they use pop leadership style.It will help the workers to improve their performance if they exchange their ideas with their leaders.Chapter 02 Review of LiteratureIn this study, highly parliamentary leadership is comp atomic number 18d with two reserve republican and less representative leadership styles. The moderate elective leadership style is one and only(a) that focal pointes on the project at hand. It emphasizes such behaviors as maintaining standards and edgeing deadlines. Less democratic leadership involves exhibiting connect for the welf atomic number 18 of the other members of the group by expressing appreciation for dear work, stressing the importance of job satisfaction, maintaining and efficiencyening the self esteem of subordinates by treating them as equalizes, and make special attempts to help subordinates feel at ease (Bass, 1990). Leaders who disclose passing democratic leadership behaviors have been heard as providing followers with brighten visions of the future, expressing high expectations for follower performance, and displaying confidence in their followers aptitude to accomplish challenging projections (House 1988). leading research has consistently found a strong positive relationship between extremely democratic leadership behaviors and follower performance (Bass, 1990) (House, 1988). Specifically, by articulating compelling vision of the future, communicating high expectations with respect to followers performance, and displaying confidence in followers viency to meet these exp ectations, highly democratic leaders have been found to positively entrance follower performance. These findings have been back up in a multifariousness of settings and use various research methodologies including laboratory experiments (howell Frost, 1989), field research (e.g., Smith 1982 Avolio, Waldman, and genius 1988 Hater and Bass 1988 Howell and Avolio 1993), and archival studies (e.g., House, Spangler, and Woycke 1991). Howell and Frost (1989), for example, found that individuals working chthonic an fraud trained to display extremely democratic leadership behaviors had higher qualitative and quantitative task performance, higher task satisfaction, and lower role engagement and ambiguity in comparison to individuals working under less democratic leaders they also had higher quantitative task performance, greater task satisfaction, and less role conflict than individuals working under moderate democratic leaders. More recently, in an experiment using 282 undergradua tes carrying out a sour outturn assignment, Kirkpatrick and Locke (1996) found a positive relationship between Highly democratic behaviors and performance, task satisfaction, and attitude toward the leader. Both Howell and Frosts and Kirkpatricks studies found that individuals working under Highly democratic leaders reported that the task was more interesting, engaging, and solid than individuals working under less democratic leaders this was so in spite of the fact that all individuals performed the identical task.The above findings have been supported by the findings of studies conducted in the field. For example, in a study of 30 Highly democratic and 30 nonHighly democratic leaders from a wide variety of giving medications, Smith (1982) found that Highly democratic leaders could be deluxe from less democratic leaders based on their followers higher performances and higher levels of self-assurance. Based on these reports of higher selfassurance for followers of Highly democr atic leaders, Smith postulated that Highly democratic leaders may pay back their effectuate on followers by enhancing their self-efficacy beliefs. While the above empirical present supports the relationship between Highly democratic leadership behaviors and follower performance, the effect of those behaviors on follower performance oer judgment of conviction and the role of self-efficacy as a mediator of the relationship between leadership style and performance remain largely unexplored empirically. For this reason, I draw on Shamir, House, and Arthur (1993) and Bandura (1997) for a theoretical explanation of the motivational effect of Highly democratic leadership behaviors and how they might enhance follower selfefficacy and lead to greater sustained safari and performance over time. According to Bandura (1997, p. 101), People who ar persuaded verbally that they bear the capabilities to master given tasks argon likely to mobilize greater effort and sustain it than if they h arbor self-doubts and dwell on personal deficiencies when difficulties arise. Drawing on Bandura (1986), Shamir et al. (1993) picture that Highly democratic leaders expression of high expectations for follower performance and their big businessman to persuade followers that they can meet those expectations trigger off followers to produce and sustain greater effort via the mediation of self-efficacy. Further, they propose that, by articulating acompelling vision, Highly democratic leaders produce in followers a level of personal commitment whose behavioural manifestations produce a self reinforcing cycle that sustains itself over time. This motivational influence of Highly democratic leadership behaviors produces a positive deviation amplifying entwine or performance improvement spiral (Lindsley, Brass, and Thomas 1995). Thus, while empirical evidence has demonstrated the link between Highly democratic leadership and performance, theoretical work points both to the sustainabilit y of follower effort and performance over time and to the mediating role of self-efficacy.Chapter 03 Theoretical FrameworkInterest in leadership increased during the early agency of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels. While umpteen different leadership theories have emerged, most can be classified as one of eight major types1. Great homophile TheoriesGreat Man theories assume that the capacity for leadership is inherent that great leaders atomic number 18 born, not made. These theories a great deal portray great leaders as heroic, mythologic and destined to rise to leadership when needed. The term Great Man was used because, at the time, leadership was thought of primarily as a mannish quality, especially in terms of military leadership.2. Trait TheoriesSimilar in some ways to Great Man theories, trait possibleness assumes that plurality inherit certain qualities and traits that make them better suited to leadership. Trait theories often range particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain wad who possess those qualities alone are not leaders? This question is one of the difficulties in using trait theories to explain leadership.3. Contingency TheoriesContingency theories of leadership focus on particular variables related to the environment that might project which particular style of leadership is outflank suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.4. Situational TheoriesSituational theories propose that leaders consume the best course of action based upon situational variables. Dif ferent styles of leadership may be more appropriate for certain types of decision-making.5. Behavioral TheoriesBehavioral theories of leadership are based upon the belief that great leaders are made, not born. grow in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, peck can goldbrickto become leaders through teaching and observation.6. Participative TheoriesParticipative leadership theories suggest that the nonsuch leadership style is one that takes the input of others into account. These leaders encourage date and contrisolelyions from group members and help group members feel more relevant and connected to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.Assumptions of Participative theory link in decision-making improves the understanding of the issues involved by those who must carry out the decisions.People ar e more committed to actions where they have involved in the relevant decision-making.People are less competitive and more collaborative when they are working on joint goals.When battalion make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision.several(prenominal) people deciding together make better decisions than one person alone.Style of leader in participative theoryA Participative Leader, rather than victorious autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers whim to give or deny incorporate to his or her subordinates, most participative activity is within the immediate aggroup. The question of how untold influence others are given thus may vary on the managers preferences and beliefs, and a whole spectrum of appointment is possible, as in the table below.Highly Demo craticAutocratic decision by leaderLeader proposes decision, listens to feedback, then decides police squad proposes decision, leader has net decisionJoint decision with team up up as equalsFull delegation of decision to teamThere are many varieties on this spectrum, including stages where the leader sells the idea to the team. Another variant is for the leader to describe the what of objectives or goals and let the team or individuals decide the how of the process by which the how will be achieved (this is often called prudence by Objectives).The level of participation may also depend on the type of decision organism made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager.7. Management TheoriesManagement theories (also sack outn as Transactional theories) focus on the role of supervision, organization and group performance. These theories base leadership on a system of rules of rewards and punishments. managerial theories are often used in business when employees are successful, they are rewarded when they fail, they are reprimanded or punished.8. Relationship TheoriesRelationship theories (also known as Transformational theories) focus upon the connections formed between leaders and followers.Transformational leadersmotivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also extremity each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.The theory which support to our topic is Participative Theory. The theory support our hypothesis that higher the democratic leadership style higher will be the followers performance.Chapter 04 dead reckoning and Operationalization of variablesResearch QuestionIs there any association between democratic leadership style and follower performance?HypothesisH1 There is convinced(p) association between democratic leadership style and follower performance.Ho There is no association between democratic leadership style and follower performance.Theoretical Definition of VariablesDemocratic Leadership StyleLeadership is the art of motivating a group of people to act towards achieving a common goal.Follower PerformanceTheresultsofactivitiesof anorganizationorinvestmentover a givenperiodoftime.Operational Definition of VariablesDemocratic Leadership StyleDemocratic Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent through its competency, intimacy, passion and integrity.Follower PerformanceThe carrying of an act into execution productively and qualitatively by coordinating with peers by the commitment of employees..Styles of leadership-Authoritarian (autocratic)I want both of you to. . .This style is used w hen leaders tell their employees what they want done and how they want it accomplished, without acquire the advice of their followers.It is useful when-when you have all the information to solve the problem,you are misfortunate on time, andYour employees are well motivated.Some people tend to hazard of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style calledbossing people around. It has no place in a leaders range.Participative (democratic)Lets work together to solve this. . .This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness rather it is a sign of strength that your employees will respect.This is usually used when-You have part of the informati on, and your employees have other parts.Note that a leader is not expected to know e real matter this is why you employ cozyandskillfulemployees. Using this style is of mutual benefit it allows them to become part of the team and allows you to make better decisions.Dimension of democratic leadership StyleThe major dimensions of leadership are divided into four chamberscompetency involvement fretfulness oneCompetenceCompetence includes personal traits and technical foul skills. Competence can be divided as knowledge of the topic at hand, intelligence, expertise, skill, or good judgment.There are four ingredients of competence which are as follows-Technical Skills Are needed to understand activities, operational processes products and services, technology, and legitimate requirements.cognitive Skills Are necessary to analyze problems, develop creative solutions, identify patterns and trends, understand complex relationships, and develop effective mental models.Interpersonal Skill s such(prenominal) as listening, persuasiveness, social sensitivity are needed to influence people, overturn unwanted influence, develop cooperative relationships, establish and maintain networks, understand individuals, urge teamwork, and resolve conflict shapingly.Personality Traits Seam less important that technical skills. Nevertheless, individual needs, core values, and temperament are clearly relevant to effective leadership.IntimacyIntimacy refers to the leaders ability to build and maintain relationships. All too often we expect people to buy into the position of leadership and be loyal to the title rather than to the person that fills the position. The first thing a leader must declare is not authority because of rights, but authority because of relationships.Effective Management Social skills help to understand the feelings of others and the ability to communicate clearly and persuasively.Cooperative Relationships Skills such as empathy, social insight, charm, tact, and treat are essential to developing and maintaining cooperative relationships with subordinates, superiors, peers, and outsiders.Influencing Empathy and social insight is the ability to understand motives, values, and emotions. Understand what people want and what motivates them is necessary for effective influencing strategies. closure Conflict Being able to listen to people with problems, personal complaints, or criticism is necessary for resolving conflicts in a constructive manner.PassionYour passion for something is an indication of what you find worthy in and of itself. Its a pool cue to what you find intrinsically rewarding. Passion refers to the drive to make a ploughshare and to create something meaningful and valuable a sense of worth. Its some clock referred to as enthusiasm, hope, or aspirations. ardor Originally meant inspiration or possession by a divine afflatus or by the presence of a God. now the word simply means intense enjoyment, interest or approval. accept An emotional belief in a positive solution related to events and circumstances within ones personal life. Hope implies a certain nub of perseverance such as believing that a positive outcome is possible even when there is some evidence to the contrary.Aspirations Providing a climate where people feel free and motivated to cultivate and implement constructive ideas is the challenge of talented leaders. wholenessMost people can manage when things go well, but true leadership is how we cope with people when times are tough. Integrity is what drives us regardless of our situation or position. withal many leaders are ready to assert their rights but not assume their responsibilities. They are looking to the organization to make people amenable to follow. They look for a new title, another position, sometimes a new job. They never come to realize that they lack authority because they lack integrity. Integrity means that a persons behavior is consistent with espouse values, and the pe rson is honest, ethical, and trustworthy. money plant and Trust If people anywhere are to willingly follow somebody whether it be into the battle or into the boardroom, the front end office or the front lines they first want to assure themselves that the person is worthy of their trust.Courage The strength to lead in these difficult circumstances, meaning that courageous leaders are strong and unlikely to quit. This kind of courage displays itself in an organization when a leader is willing to admit his mistake, when she is willing to stand up for her beliefs, or when he must challenge others.Self-Discipline People have to know themselves and understand their environments in order to adapt and learn. The most basic delineate moment demands that leaders resolve the issue of self-discipline. The higher leaders ascend up the corporate ladder the greater their burden of responsibility and their need to reevaluate themselves and their whole self.Dimensions of Follower Performance-Qu ality of Work complemental the work accurately, neat, well organized through effective.Documentation- Fulfilling the documentation requirements and having kosher record of files.Safety instinct-Acting with proper safety habits, maintains equipment, corrects unsafe conditions.Coordination control of others- Guiding and assisting to acquire skills and achieve performance goals and results.Communication Skills- Articulate in expressing facts, ideas and thoughts with clarity both orally and in writing.Public Contact function Skills Honesty , tact, courtesy, awareness of and sesitiviy to customer and co-worker need.Commitment Towards organizationattendance (punctuality)- punctual to work , meetings and from breads does not abuse leave time.Initiatives- Self-motivated and makes effort to compete work with minimal supervision.Customer Satisfaction- Giving full time and paying full attention toward customer in order to adjoin the customers to make them loyal.ProductivityComplete the as signed task effectively and efficiently. qualification and effectiveness- Achieving the assigned targets with the given timeframe.Overall Cost Programs- Delegating the task to junior in order to save time keeping in mind the cost of the task.Budget- Completion of the tasks within defined budget.Claims whatever Amount, stock or compensation toward third party called lack for adjustment.Dimensions, Elements and Statements of Questions contribution 01 Leadership StyleDimensionsElementsStatement of QuestionsCompetenceTechnical SkillsI of all time update my technical knowledge of my organization through peers and my own experience.Cognitive skillsI walk the talk, I model the behavior I want from my team.Interpersonal SkillsI feel happy to know that my module is clear active companys goal.Personality TraitsI dont scream or lose temper.IntimacyEffective ManagementI avoid making judgment of untimely evaluation of ideas or suggestion.Co-operative RelationshipI set down performance stand ard for each aspect of my staff job.InfluencingI provide my staff with opportunities to refresh the skills.Resolving conflictI check staffs work on a regular basis to assess their progress and learning.PassionEnthusiasmI admit when I do not the answer.HopeI provide my staff with opportunities to refresh therir skill.AspirationI am able to provide shun feedback in a balanced and constructive manner.IntegrityHonesty and TrustI keep confidential information very confidentially.CourageI share the credit and ccolades with those who contributed.Self DisciplineI am fair and treat all staff members with respect and equal coordination.Section 02 Follower PerformanceQuality of WorkDocumentationMy team recognizes documentation and the verified them before entering into new task.Safety ConsciousnessMy team members record and enter data consciously.CoordinationSupervisions of othersMy team adopts internal controls system voluntarily.Communication SkillsMy team tries to satisfy customers in the ir language.Public ContactMy team member takes active part in public awareness.Commitment punctuality and RegularityMy team members are in office exact tally to time schedule.InitiativeMy team members are self motivated and complete their work with in minimal supervision.Customer SatisfactionMy team members dont go for new customer until they satisfy the current one.ProductivityEfficiency and military capabilitymy team achieve Targets at their assigned time.Cost ProgrammesMy team members ceaselessly try to avoid to perform extra cost functions.BudgetMy team members never go beyond the budgeted expense.ClaimsMy team members are initiatively conscious about claim from others.Chapter 05 Research DesignThis research is explanatory in nature. In the research the quantitative techniques for data collection has been used. The data was collected in a survey by questionnaire from middle level employees in production department of dairy industry .Our target population is the employees of D airy Products Companies. We choose Haleeb Foods Ltd, Nestle Milk Pak Ltd and Shakarganj Milk Products. Our sample size is 1000 employees of work department of all three companies. We conducted the survey from 400 employees from Nestle, 400 employees from Haleeb and cc employees from Shakarganj Group.For this systematic random sampling techniques of probability method has been used.Data Transformation and PresentationWe have tried to measure the Level of Democratic Leadership Style and Follower Performance. It was operationalized with the help of dimensions and elements. We had constructed number of biddings on each element with 5 response categories using Likert Scale i.e Strongly agree, agree, undecided, disagree and potently disagree. We scratchd each of these items form 1 to 5 depending upon the degree of agreement with the statement. The statements was both positive as well as negative. For positive statement we had scotchd straight off away from 5 to 1 i.e Strongly agree, agree, undecided, disagree and strongly disagree. For the negative statement we have to reverse the get i.e 1 for strongly disagree, 2 for disagree, 3 for undecided, 4 for agree and 5 for strongly agree. Reason being that negative multiplied by a negative becomes positive i.e a negative statement and a person strongly disagree with it implies that he has a positive responsive so we give a score of 5.We have two variable i.e democratic leadership style and follower performance let us say there were 15 statement measuring for different elements and dimensions measuring level of leadership style and 10 statements measuring level of follower performance. when on each statements of commitment the answerer could get tokenish score of 1 and maximum score of 5, on 15 statements a respondent could get a minimum score of (15*1 = 15) and Maximum score of (15*5 = 75) and for follower performance minimum score of (10*1 = 10) and maximum score of (10*5 = 50). In this way the score index ranges from 15 to 75 for democratic leadership style and 10 to 50 for level of follower performance.By transforming the score from score index into scale, we had categorized score ranges below 35 is for less democratic, 35 to 55 for moderate democratic and above 55 for highly democratic for leadership style. And for followers performance it was categorized like score ranges below 20 is for un satisfactory performance, 20 to 35 satisfactory performances and above 35 is for outstanding performance.Univariate table for Democratic leadership style instrument panel1 Democratic leadership styleLeadership style absolute frequencyPercentHighly Democratic55055 unemotional Democratic30030Less Democratic15015 .Total1000100Table 1 consist on three column ie. Leadership Style, Frequency and function points of respondants. In leadership style, we have catorised it in three forms i.e Highly Democratic, Moderate democratic and Less Democratic. In Frequency column, there were 1000 persons sample out of w hich 550 are highly democratic, 300 are Moderate democratic and 150 shows the response of Less democratic.Univariate table for Follower PerformanceTable2 Follower PerformanceFollower PerformanceFrequencyPercentOutstanding57557.5 hunky-dory27027Unsatisfactoryone hundred fifty-five15.5Total1000100Table 2 consist on three column ie. Follower performance, Frequency and Percentage points of respondants. In Follower performance, we have catagorised it in three forms i.e Outstanding, satisfactory and unsatisfactory. In Frequency column, there were 1000 persons sample out of which 575 are giving outstanding performance, 270 are giving satisfactory performance and 155 are giving unsatisfactory performance.Bivariate tableTable 3 Democratic leadership style and Follower PerformanceFollowe