LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:

CASE STUDY OF SHREE RENUKA SUGARs .LTD.

CHAPTER - I

INTRODUCTION

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1.1 INTRODUCTION:

Leadership is a mutual social power system in which leaders and superiors affect one another
to accomplish corporate objectives. Leadership is a vital leadership function that requires the
potential to inspire a set of people towards a common objective. Leadership centers onto the
growth, expectations and capacity building of followers. Leadership has a direct cause-effect
relationship on organizations and their performance. Leaders determine values, culture,
tolerance for change, and motivation for employees. A style of leadership is the method that
managers use to practice their leadership role. It is seen as a specific behavior employed by a
leader in a company to empower staff to achieve the organization's set of goals leadership
style is the manner in which a director or boss wants to behave with his or her staff or
colleagues and the manner in which they exercise the leadership role. It indicates that style or
conduct of leadership has an effect on job satisfaction and the willingness and purpose of an
employee to quit an organization or not. It is worth noting that the right leadership style
practiced in a given point in time, regardless of low pay,, could still inspire an employee to
offer his / her best in the company. The global sourcing market in India continues to grow at
a higher pace compared to the IT-BPM industry. India is the leading sourcing destination
across the world, accounting for approximately 55% market share of the US$ 200-250 billion
global services sourcing business in 2019-20. India's rankings improved four places to 46th
position in the 2021 edition of the Global Innovation Index (GII). The IT industry accounted
for 8% of India's GDP in 2020. According to STPI (Software Technology Park of India),
software exports by the IT companies connected to it, stood at Rs. 1.20 lakh crore (US$ 16.29
billion) in the first quarter of FY22.
The role of leadership in an organization is crucial in terms of creating a vision, mission,
determination and establishment of objectives, designing strategies, policies, and methods to
achieve the organizational objectives effectively and efficiently along with directing and
coordinating the efforts and organizational activities. Unfortunately, some companies do not
take account of the leadership style adopted by their managers. Based on this premise, our
project aims to explore the relationship between leadership style and organizational
performance in Shakal Company.

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1.2 NEEDS OF THIS STUDY:

O The reason behind choosing these leadership styles is the fact that they are the most
practiced leadership styles throughout the globe, and if any new ideology is developed
through the research.
O It can improve these leadership styles further and bring further success to organizations.
O Therefore, the survey was designed to focus on these three leadership styles. only this
research is to determine the impact of autocratic leadership style, democratic leadership style,
and participative leadership style on the organizational performance"

1.3 LITERATURE REVIEW

Leadership can be defined in different ways that it is hard to come up with a single working
definition. Leadership is not just a person or group of people in a high position, it is a very
important factor for any organization or group. Leadership is a process in which leader is
indulged in various activities to achieve any goal. Leadership is a communication process of
leader and individuals. It also for Italian restaurants refers to the behavior/ attitude of a leader
to collect and direct the individuals towards any goal. So, the success of a company or
individual depends mostly on the extent and quality of leadership.

Leadership has been a topic of study for social scientists for much of the twentieth century,
yet there has been no consensually agreed-upon definition of it (Jyoti & Bhau, 2015; Sofi &
Devanadhen, 2015; Xu & Wang, 2008; Bass, 1990). Many authors have studied this
phenomenon, and some have argued that there is no conscious definition of what leadership
is, no dominant paradigm for studying it, and little agreement regarding the best strategies for
developing and exercising it (Bennis, 2007; Hackman & Wageman, 2007; Vroom & Jago,
2007). However, Ngodo (2008) views leadership as a form of direction in which a person can
give to a group of people he steers affairs in such a way that will influence the behavior of
another individual, or group. Ngodo (2008) perceives leadership to be a reciprocal process of
social influence, in which leaders and subordinates influence each other in order to achieve
organizational goals. Sun (2002) defines leadership as the process of influencing people so
that they make an effort by their own will and enthusiasm towards obtaining the group’s
goals.

Leadership is a critical management skill, involving the ability to encourage a group of

people towards a common goal. Leadership focuses on the development of followers, their
needs and building their capacity (Klein et al., 2013). It is imperative for managers occupying

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leadership positions to focus on the development of value system of employees, their

motivational level and moralities with the development of their skills (Uchenwamgbe, 2013;
Ismail et al., 2009). This approach will essentially help followers achieve their goals as they
work in the organizational setting. As posited by Khan et al. (2014), followers will be
encouraged to be expressive and adaptive to new and improved practices and changes in the
environment.
Michael (2010)
leadership has a direct cause-effect relationship upon organizations and their success.
Leaders determine values, culture, change tolerance and employee motivation. They shape
institutional strategies including their execution and effectiveness. It should be stressed that
leaders can be found at any level of an institution and are not exclusive to management.
Successful leaders do, however, have one thing in common. They influence those around
them in order to reap maximum benefit from the organization’s resources, including its most
vital and expensive human resources/capital. This success can only be achieved and probably
sustained in organizations where appropriate leadership style or styles are employed at a
given time. Leadership is also a process which involves the use of non-coercive influence to
shape a group or organizational goals, motivate behaviour towards achieving the goals as
well as define the group’s culture

(Northouse, 2009)
.
Despite the variations in the definitions, there are at least three important implications of
these definitions. Firstly, leadership is a process engaged in by certain individuals (leaders). It
is an ongoing activity in an organization. Secondly, it involves other people in the form of
subordinates or employees who by their willingness are influenced by the leader. Therefore,
the subordinates formalize the leader’s authority by making leadership process possible.
Thirdly, the aim of leadership is the accomplishment of a goal and objectives. A seemingly
endless variety of definitions have been developed, and there is a common thread which runs
through all the definitions and that is the concept of influence. Leaders therefore influence
others to help accomplish group and organizational objectives. However, it should be noted
that the use of appropriate leadership style at a given time is a conduit for organizational
success.

Leadership style is the most dominant factors that impact employees’ attitudes and
behaviours including organizational commitment. Leadership can be defined as the capacity
to impact a group of employees’ decision, behaviour, recognition of the goal, and work with

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confidence and zeal (Adair, 2002). Leader is required to develop the future vision, to
motivate the organizational members, and to achieve the visions and to improve the
performance (Adair, 2002). According to Adair (2002) leadership is the ability to encourage
others to seek out and defined objectives enthusiastically. It is the human factor which binds
a group together and to improve their performance and to direct them towards goals
(Koudri,1999). Also it was suggested that leadership is to deal and cope with change, focus
on the long-term and the big picture, not always keep to save him/herself to take risks, and
concentrating on people and their values, not just only the bottom-line

Since leadership is one of the key issues that organization faces and attributes to its success
and failures, a vast majority of literature , in the past, have focus on examining the impact of
leadership and its effects on employee performance or organizational performance. The
similar significant number of studies also has done over in Malaysia. The table below shows
some of the key researches done on Malaysian context in examining the impact of leadership
and its impact on employee performance.

Leadership style is viewed as a combination of different characteristics, traits and behaviors

that are used by leaders for interacting with their subordinates. (Mitonga-Monga & Coetzee,
2012). Mitonga-Monga and Coetzee (2012) consider leadership as the pattern associated with
managerial behavior, which is designed to integrate the organizational or personal interest
and effects for achieving particular objectives.

Harris et al (2007) also postulated that leadership style can be defined as the kind of
relationship that is used by an individual so as to make people work together for a common
goal or objective. According to modern leadership styles, leadership styles can be categorized
as follows: (1) transformational leadership style, (2) transactional leadership style, (3)
culture-based leadership, (4) charismatic leadership, and (5) visionary leadership (Harris, et
al., 2007).

The basic structure of an organization is comprised of petencies different departments in

which the employees work as the basic units with different capacities. In this structure, the
main responsibility of the leadership is to strengthen the moral values and working capacity
of its workforce that ultimately leads to increase in output graph of the organization (Avolio
& Bass, 2004). The employees, in the presence of inspiring leadership, may not feel isolated
from the central authority which keeps them intact and resultantly they work with integrity

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and utmost commitment. At macroscopic level, leadership is both a research area and a
practical skill (King, Johnson & Vugt, 2009). On the part of the researchers, the current
research highlights different leadership styles in the different circumstances in various
spheres of life. On the part of individual level, it encompasses the abilities, leading capacity,
skills, and experience of a person or group of persons (Tahir, Abdullah, Ali & Daud, 2014).
While exercising the authority, the leadership seeks the participation of the employees with
all their dedication and sense of ownership through the power of mobilization, motivation and
communication in the organization (Chandra & Priyono, 2016).

The present study tries to examine to what extent the relationship of the leadership styles and
employees' performance is affected by the transformational and transactional leadership and
which style successfully impacted upon the employees' level of performance. At the same
time, it analyzed the impact of transactional leadership in relationship with employees'
performance. The transactional leader, following his/her style by implementing rules and
regulations, institutes writ of authority, assigns and focuses upon certain goals and directs the
employees to achieve the pre-determined tasks (Avolio & Bass, 2004). In using the
transactional style, the leader focuses on contingent reward and on management by exception.
Research indicates that when contingent reinforcement is used, followers believe that
accomplishing objectives will result in their receiving desired rewards. Using management by
exception, the leader does not play any substantial role unless objectives are not being
accomplished (Orji et al.).

Eileen Y. Chou (2013) explains in his paper about the leadership that, there's a tendency to
assume that, leaders to be encouraging, magnanimous, and optimistic. But in the last decade,
across borders and sectors, there have been an increasing number of leaders better known for
a style that more vitriolic, punitive, and negative. The subsequent research into how positive
or negative rhetoric effects of the perception of someone's leadership shows that although
people may think they want our leaders to be cheerleaders, and instinctively tend to empower
naysayers instead.
Dalai Lama (2014) shares his observations in an article on leadership and describes how our
"strong focus on material development and accumulating wealth has led us to neglect our
basic human need for kindness and care". He offers leaders three recommendations. First, to
be mindful: "When we're under the sway of anger or attachment, we're limited in our ability
to take a full and realistic view of the situation". Also, to be selfless: "Once you have a
genuine 39 sense of concern for others, there's no room for cheating, bullying, or
exploitation; instead of being honest, truthful, and transparent in their conduct."

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➤ Juliet Bourke, Andrea Espedido (2015) says in his article that companies increasingly rely
on diverse, multidisciplinary teams that combine the collective capabilities of women and
men, people of different cultural heritage. and younger and older workers. But simply
throwing a mix of people together doesn't guarantee high performance; it requires inclusive
leadership. leadership that assures that all team members feel they are treated respectfully and
fairly, are valued and sense that they belong, and are confident and inspired. Research
involving 3,500 ratings by employees of 450 leaders found that inclusive leaders share six
behaviors and those leaders often overestimates how inclusive they really are. These are the
behaviors: visible commitment, humility, awareness of bias, curiosity about others, cultural
intelligence, and effective collaboration.

Scott D. Anthony, Bernard C. Kümmerli (2016) depicted about leadership. in his paper that
teams are often misaligned on strategy, even though they don't seem to be on the surface. The
problem is that in team meetings, people tend to publicly agree with the company's direction
(agreed-upon strategy say digital transformation the seeming agreement turns into active
resistance. Few are willing to spare the needed resources. One solution is anonymous real-
time particularly if the boss is present). But when it comes time to allocate resources to a new
digital polling. By having team membersvotein real-time, differences of opinion are readily
revealed. This then can lead to focused discussion and consensus building.

Jennifer Porter, (2017) has explored in his article that of Great leaders are great learners.
Their never-ending pursuit of information pushes them to constantly improve and sets them
apart from the rest. Feedback serves acrucial role in this process, but getting and learning
from it isn't always easy .If you want to get the 40 feedback that is necessary to improve your
leadership, there are a few steps you can take. First, build and maintain apsychologically safe
environment. Sharing feedback is often interpersonally risky. To increase the likelihood of
your colleagues taking that risk with you. show them that their honesty is valued.

Rasmus Hougaard, Jacqueline Carter, Vince Brewerton (2018) explores in his study that,
about human beings, are all driven by basic needs for meaning, happiness, human
connectedness, and a desire to contribute positively to others. And leaders that truly
understand these needs, and lead in a way that enables these 42 intrinsic motivations, have
the keys to enable strong loyalty, engagement, and performance. As leaders, one must be
humans before managers. This includes being personal, or asking oneself a simple question

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before making decisions If anyone's child or parent or good friend worked here, would they
appreciate this; being self-aware, so anyone can better able to understand and empathize with
the people you lead; being selfless; and, most of all, being compassionate

Doris kearnsgoodwin (2018), in her most recent book, Leadership in Turbulent Times,
Goodwin examines the careers of Abraham Lincoln, Theodore Roosevelt, Franklin
Roosevelt, and Lyndon Johnson, illustrating how their skills and strengths enabled them to
lead the United States through periods of great upheaval. In this article she looks at Lincoln's
pivotal decision to issue the Emancipation Proclamation-which required the support of his
cabinet, the army, and the American people. Possessed of a powerful emotional intelligence,
he was able to mediate among factions and sustain the spirits of his countrymen. Among the
powerful lessons Lincoln's leadership embodied: Acknowledge when failed policies demand
a change in direction. Anticipate contending viewpoints. Set an example. Refuse to let past
resentments fester. Protect colleagues from blame. Establish trust.

➤ Eric garton (2019) depicts in his survey that less than half of respondents say they agree or
strongly agree that their leaders are inspiring. Even fewer feel that their leaders foster
engagement or commitment and model the culture and values of the corporation. But real
breakthroughs in performance. come from employees who feel inspired by their leaders and
their organizations. A new study to uncover what makes a leader inspirational reveals some
surprising results: there are many different attributes, 33 in all, that inspire people, but you
need only one of these to double your chance of being an inspirational leader; inspirational
leaders have behavioral "spikes" that are relevant to how the company creates value; and
leaders who both inspire people and generate results disrupt established behaviors in their
organizations.

Scott D. Anthony, Evan I. Schwartz (2020) study reveals that companies that claim to be
transforming seem to be everywhere. But stories of successful change efforts are
exceptionally rare. A study of S&P 500 and Global 500 firms reveals that those leading the
most successful transformations creating new offerings and business models to push into
new-growth markets share five common characteristics and strategies: Transformational
CEOs tend to be "insider outsiders;".

Rasmushougaard, Jacqueline carter (2021) paper explains that to truly engage other human
beings and create meaningful connections, people need to silence our inner voices and be

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fully present and being more mindful can help. This requires discipline to stay on task not
letting them is affected by nagging challenges or distracted by mental chatter. And it requires
skill to have the mental ability to stay laser focused and present.

1.4 OBJECTIVES
The major objective of this study was to determine the impact of leadership style in
organization performance, the study was undertaken:
1. To find out if effective leadership will lead to the attainment of the organizational goal.
2. Determine how leadership style will motivate employee.
3. To analyse the impact of leadership on organization growth and development .
4. To ascertain how leader are improving work place effectiveness.
5. To determine why most leaders are incompetent in their skills.

1.5 RESEARCH METHODOLOGY

This study employs a mixed –methods approach, utilizing both primary and secondary data to
achieve a comprehensive understanding of the research topic
DATA COLLECTION:
o PRIMARY DATA: primary data was collected through structured questionnaires
administered during physical visit to respondents working in the relevant industry.
The questionnaire was designed to gather quantitative data on demographic, job roles,
and perceptions related to the industry. Respondents were approached in their
workplace setting to enhance participation and ensure clarity in responses. A total of
60 completed questionnaires were collected, providing insight into the demographics
and engagement levels of the workforce

o SECONDARY DATA: secondary data was gathered from annual reports of the
industry. These reports provided essential background information, including industry
trends, financial performance, and key challenges faced by organization. This data
was analyzed to contextualize the finding from the primary research and to compare
them with established benchmarks and historical trends within the industry.
o SAMPLE SIZE: 60

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1.6 LIMITATION OF STUDY

The following limitation are inherited in the study
 The sample of 60 respondents may not represent the entire workforce.
 Selection bias may arise from choosing respondents during physical visits.
 Response bias could occur, leading to socially desirable answers.
 Reliance on self-reported data may introduce inaccuracies.

CONCLUSION:
Hey all seem to stress that success demand that a leader adopts the style of leadership
appropriate to the organization at a given situation. A style that will suits the situation and
welcome by most of the members of the organization is assumed to be the best.

Finally, it has been recognized in the world that "leadership" supplement the machines of
organizational set up; it provides the variable software for puling entire establishment along.

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1.7 CHAPTER SCHEME:

The work is dividend into the five chapters those chapters are arranged sequential order and
they are as follows.

Chapter -1: Introduction

This chapter covers the introduction, review of literature, needs for the study, objectives
of the study, methodology, limitation of the study.

Chapter -2 Company profile:

The second chapter is the profile of which include history of the company,
information of the company vision, mission, goals, business segments, manufacturing
facilities, research and development, sustainability initiaves, financial performance,
leadership and management team, awards and recognition oh the company.

Chapter -3 Theoretical framework

The third chapter deals with introduction of concepts meaning, definition, importance,
objectives, types of leader, good quality of leader, types of leadership styles, impact of
leadership style.

Chapter- 4 Data Analysis and Interpretation:

The forth chapter is concerting of the analysis and interpretation of data relating to the
various data collected regarding the leadership styles.

Chapter- 5 Findings suggestions and conclusion

The final chapter is conclusion which is oriented to words the findings and suggestions
of the study.

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CHAPTER- II

COMPANY PROFILE

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2.1 OVERVIEW OF SHREE RENUKA SUGARS LIMITED

Shree Renuka Sugars Limited is a leading Indian

agribusiness and renewable energy company with a
diverse portfolio focused on the sugar, ethanol, and power
sectors. Headquartered in Mumbai, the company is a major
player in the country's sugar industry, with a significant
presence across the value chain from sugarcane farming
and procurement to sugar manufacturing and refining.
Established in 1995, Shree Renuka Sugars has grown to become one of the largest sugar
producers in India, with a strong reputation for innovation, efficiency, and sustainability. The
company operates modern, state-of-the-art manufacturing facilities across several states,
leveraging advanced technologies and processes to ensure a consistent supply of high-quality
sugar and other products to its customers. Its manufacturing facility of the Company is in
Munoli, Athani&Havalgah, Karnataka and operate three leased facilities at Ajara&Arag in
Maharashtra and at Aland in Karnataka. It has largest sugar refining capacity in India of 4000
Tons per Day (TPD).

The Company is principally engaged in manufacturing and refining of sugar, ethyl alcohol,
ethanol, generation and sale of power. An 11.2 MW cogeneration plant of the company was
commissioned in the year 2000 for producing electricity from the Bagasse. SRSL had
installed a distillery in the year 2002 with a capacity of 60 KL at our Munoli unit for
manufacture and production of Ethanol.
During the year 2003, the company added an additional turbine and boiler, increased its co-
generation capacity of power from 11.2 MW to 20.5 MW. Also SRSL had installed a sugar
refinery in the identical year of 2003 at Munoli unit with a capacity of 250 TPD.
The Company incorporated and registered Renuka Commodities DMCC as a subsidiary
Maharashtra company during the year 2004 in the Free Trade Zone in Dubai, United Arab
Emirates to carry on the business of wholesale trading of sugar in the International market.

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Munavalli, Tq: Saundatti,Dist: Belagaum.

2.2 VISION AND MISSION

VISION: To emerge as a globally renowned leader in the sugar industry by leveraging

innovation, sustainable practices, and operational excellence. They aim to consistently deliver
superior value to their stake holders , including customers, employees, shareholders, and the
communities they serve. Their vision encompasses setting industry benchmarks through
technological advancements, fostering a culture of continuous improvement, and adhering to
the highest standards of ethics and corporate governance. Through these efforts, they strive to
contribute positively to the environment, society, and economy, thereby reinforcing their
position as a trusted and responsible global player in the sugar sector.

MISSION:Shree Renuka Sugars Limited is to uphold leadership in the sugar industry

through a commitment to operational excellence, customer satisfaction, innovation,

sustainability, ethical conduct, employee development, and stakeholder value creation. They
aim to achieve and maintain the highest standards of efficiency, productivity, and quality in
sugar manufacturing while exceeding customer expectations with superior products and
service. Innovation drives our continuous improvement in technology and processes, ensuring
we remain at the forefront of the industry. Sustainability is core to our business, guiding our
efforts to minimize environmental impact and benefit communities. They conduct all
operations with integrity, transparency, and respect for ethical standards. Their employees are
central to our success, and we prioritize their development, safety, and well-being.
Ultimately, they aim to generate sustainable value for our shareholders and stakeholders,
contributing positively to society and reinforcing our position as a trusted global leader in the
sugars ector.

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2.3 HISTORY
o Humble Beginning (1995)
Shree Renuka Sugars Limited was founded in 1995 by visionary entrepreneur
NarendraMurkumbi. Starting with a single sugar mill in Belgaum, Karnataka, the company
quickly established itself as a rising force in India's sugar industry. Driven by a commitment
to innovation and operational excellence, Shree Renuka Sugars steadily expanded its
footprint, acquiring additional mills and diversifying into related sectors like ethanol
production and power generation.
o Rapid Expansion (1995 - 2010)
In the following decade, Shree Renuka Sugars underwent a rapid transformation, becoming
one of the largest sugar producers in India. Through a series of strategic acquisitions and
greenfield projects, the company grew its manufacturing capacity and integrated operations
across the value chain. This period saw the company establish a strong presence in major
sugarcane-producing states like Maharashtra, Karnataka, Uttar Pradesh, and Gujarat.
o Global Ambitions (2010 - Present)
Building on its domestic success, Shree Renuka Sugars embarked on an ambitious global
expansion strategy in the late 2000s. The company acquired sugar mills and refineries in
Brazil, strengthening its position in the world's largest sugar-producing region. This
international foray allowed Shree Renuka Sugars to leverage economies of scale, diversify its
revenue streams, and contribute to its status as a leading player in the global sugar and
ethanol markets.

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SHREE RENUKA SUGARS LIMITED BOARD OF DIRECTORS

[Link] CHATURVEDI Mr. VIJENDRA SINGH Mr. RAVI GUPTA

EXECUTIVE CHAIRMAN EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR
& DEPUTY CEO

Mr. NARENDRA M Mrs. PRIYANKA MALIK Mr. KUOK KHOON HANG

VICE CHAIRMAN INDEPENDENT NON-EXECUTIVE
DIRECTOR DIRECTOR

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BUSINESS SEGMENT:
Shree Renuka Sugars Limited operates a diversified business model, leveraging its expertise
across the sugar value chain and related sectors. The company's core business

Segments include:
1. Sugar Manufacturing and Refining

As one of the largest sugar producers in India, Shree Renuka Sugars operates state-of-the-art
sugar mills and refineries across several key sugarcane growing states. The company utilizes
advanced technologies and efficient processes to manufacture a wide range of high-quality
sugar products, catering to a diverse customer base that includes industrial, commercial, and
retail consumers.
2. Ethanol Production

Recognizing the importance of renewable energy, Shree Renuka Sugars has invested
significantly in establishing ethanol production facilities. These facilities leverage the
company's sugarcane resources to produce ethanol, a clean-burning biofuel that is blended
with gasoline to reduce dependence on fossil fuels and promote environmental sustainability.

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3. Power Generation

The company's sugar mills are equipped with cogeneration plants that utilize bagasse, a
byproduct of the sugar manufacturing process, to generate clean, renewable power. This
power is not only used to meet the company's own energy needs but is also sold to the state
electricity grids, contributing to India's overall energy mix and supporting the nation's
transition towards a more sustainable energy future.

MANUFACTURING FACILITIES

Shree Renuka Sugars Limited operates a network of state-of-the-art manufacturing facilities

across several key sugarcane-producing states in India. These modern, integrated facilities
leverage advanced technologies and efficient processes to ensure the consistent production of
high-quality sugar, ethanol, and power.
The company's manufacturing footprint includes over 10 sugar mills and refineries, equipped
with the latest machinery and equipment to optimize yield, enhance productivity, and
maintain stringent quality standards. Each facility is designed to handle the entire sugar
production lifecycle, from sugarcane crushing and juice extraction to sugar crystallization,
drying, and packaging.
In addition to the core sugar manufacturing operations, Shree Renuka Sugars' facilities house
integrated ethanol distilleries that convert molasses, a by product of the sugar process, into
clean-burning biofuel. These on-site ethanol plants not only contribute to the company's
diversified revenue streams but also support India's broader efforts to promote sustainable
energy solutions.

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SUGARCANE FARMING AND PROCURMENT

At the heart of Shree Renuka Sugars' operations lies its deep-rooted connection to the
agricultural community. As a leading player in India's sugar industry, the company places
great emphasis on fostering strong relationships with local sugarcane farmers and ensuring a
reliable, high-quality supply of this essential raw material.
Shree Renuka Sugars' comprehensive sugarcane farming and procurement practices have
been instrumental in the company's success and its ability to maintain a consistent supply of
sugar to its customers.
The company works closely with thousands of smallholder sugarcane farmers across its
operational regions, providing them with extensive support and resources. Shree Renuka
Sugars' dedicated agricultural extension services offer farmers access to cutting-edge
agronomic practices, advanced farming techniques, and innovative technologies to enhance
crop yields and improve overall productivity. This includes the distribution of high-yielding
sugarcane varieties, the implementation of precision farming methods, and the promotion of
sustainable water management practices to ensure the long-term viability of the sugarcane
ecosystem.
In addition to technical assistance, Shree Renuka Sugars also plays a vital role in ensuring
fair and timely payments to its farmer partners. This commitment to fair and equitable
practices has fostered a deep sense of trust and loyalty among the farming community, who
view Shree Renuka Sugars as a reliable and supportive partner in their agricultural
endeavour. This seamless integration of farming, logistics, and production allows Shree
Renuka Sugars to maintain a consistent supply of high quality sugarcane, ensuring the
uninterrupted operation of its mills and the consistent production of its range of sugar and
related products.

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RESEARCH AND DEVELOPMENT

PIONEERING ENHANCING DIVERSIFYING

INNOVATION PRODUCTIVITY PRODUCT PORTFOLIO

At the heart of Shree Renuka Shree Renuka Sugars' R&D In addition to operational
Sugars' sustained success lies efforts are primarily focused improvements, Shree Renuka
its unwavering commitment on enhancing the productivity Sugars' R&D team is also
to research and development. and sustainability of its dedicated to diversifying the
The company has established operations. company's product portfolio.
a state-of-the-art R&D center Through extensive field By leveraging its deep
that brings together a trials, process optimizations, understanding of the sugar
talented team of scientists, and the adoption of Industry and related industries, the
engineers, and agronomists, 4.0 technologies, the team is exploring the
dedicated to developing company's researchers are development of value added
cutting-edge technologies working to maximize the products, such as specialty
and processes that drive yield and extraction rates of sugars, high purity ethanol
innovation across the sugar, sugar, ethanol, and power for pharmaceutical
ethanol, and power sectors. from the sugarcane applications, and bio based
From pioneering new feedstock. chemicals derived from
sugarcane varieties to This includes developing sugarcane waste streams.
optimizing production advanced process control This diversification strategy
efficiency and exploring systems, implementing not only enhances the
renewable energy solutions, precision farming techniques, company's revenue streams
the R&D team is constantly and exploring innovative but also positions Shree
pushing the boundaries of cogeneration technologies to Renuka Sugars as a leader in
what is possible in the optimize energy efficiency the growing bio economy.
industry. and reduce the company's
environmental footprint

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SUSTAINABILITY INITIATIVES

Circular Economy
Shree Renuka Sugars is committed to implementing a circular economy approach across its
operations. The company works to minimize waste by repurposing and recycling by products
from the sugar manufacturing process, such as bagasse and molasses, to generate renewable
energy and develop value-added products like ethanol and high purity chemicals.
Water Stewardship
Recognizing the critical importance of water resources, Shree Renuka Sugars has
implemented robust water management strategies at its facilities. This includes advanced
water treatment and recycling systems, precision irrigation techniques for sugarcane
cultivation, and the adoption of cutting-edge technologies to minimize freshwater withdrawal
and enhance water use efficiency.
Renewable Energy
Shree Renuka Sugars is at the forefront of the renewable energy transition in India, with a
strong focus on leveraging its sugar production by products to generate clean, sustainable
power. The company's state of-the-art cogeneration plants utilize bagasse, a fibrous residue
from the sugarcane crushing process, to produce electricity that is fed into the regional power
grids, contributing to the nation's renewable energy mix.
Carbon Mitigation
Shree Renuka Sugars has implemented comprehensive carbon management strategies to
reduce its environmental impact and contribute to the global fight against climate change.
This includes investments in energy-efficient technologies, the adoption of sustainable
agricultural practices, and the exploration of innovative carbon capture and sequestration
solutions to minimize the company's overall carbon footprint.

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FINANCIAL PERFORMANCE
Social Responsibility
Shree Renuka Sugars Ltd. is committed to giving back to the communities where it operates.
The company has various social responsibility initiatives that focus on education, healthcare,
and the environment. The organization’s social responsibility efforts have a positive impact
on the communities it serves and enhance employee engagement and pride in the
organization.
Health and Wellness Programs
Shree Renuka Sugars Ltd. places a high value on the health and wellness of its employees.
The company offers various wellness programs, such as yoga and meditation classes, health
check-ups, and fitness programs.
Employee Assistance Program (EAP):Their EAP provides confidential counseling and support
services to our employees and their families to help them deal with personal and work-related issues.
Wellness Program:
Their wellness program focuses on promoting healthy lifestyles and preventing illnesses. They offer
regular health check-ups, fitness activities, and nutrition counseling to our employees.
The organization also promotes a healthy work-life balance, encouraging employees to take time off
to recharge and spend time with their families.

LEADERSHIP AND MANAGEMENT TEAM

Narendra Murkumbi, Founder and Managing Director
Narendra Murkumbi is the visionary founder and driving force behind Shree Renuka Sugars'
remarkable success. As the Managing Director, he has spearheaded the company's strategic
vision and guided its transformation into one of the largest and most innovative sugar
producers in India. With over three decades of industry experience, Murkumbi's deep
understanding of the sugar and renewable energy sectors, coupled with his entrepreneurial
acumen, has been instrumental in establishing Shree Renuka Sugars as a leader in the
agribusiness landscape.
Experienced Executive Team
Shree Renuka Sugars' success is underpinned by experienced executive team that brings
together diverse expertise across the sugar, ethanol, and power sectors. The company's senior
leadership comprises industry veterans with proven track records in operational excellence,
financial management, and strategic decision-making.

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Experienced Board of Directors

Shree Renuka Sugars' Board of Directors is composed of seasoned industry experts and
respected business leaders who provide strategic guidance and oversight to the company. The
board's diverse backgrounds, ranging from finance and agribusiness to renewable energy and
sustainability, enable them to offer invaluable insights and steward Shree Renuka Sugars'
long-term growth and performance.

MILESTONES
Expansion and Growth:
2002: Commenced operations at the company's first sugar refinery in India, marking a
significant expansion into value-added sugar products.
2005: Acquired the Brazilian sugar and ethanol company Equipav S.A., establishing a
foothold in the Brazilian sugar market, one of the largest globally.
2008: Expanded ethanol production capacity in Brazil, enhancing the company's presence in
renewable energy sectors.
2010: Completed the acquisition of a controlling stake in Group Equipav, solidifying its
position as a major player in the Brazilian sugar and ethanol industry.
Sustainability Initiatives: Implemented sustainable agriculture practices and environmental
stewardship programs across its operations in India and Brazil.
Received certifications and awards for sustainable practices and corporate social
responsibility efforts.
Technological Advancements: Invested in technology and innovation to enhance
operational efficiencies and product quality in sugar production and refining.
Continued research and development in renewable energy technologies, focusing on ethanol
production and energy cogeneration.
Global Recognition and Expansion:
Established a global presence with operations spanning across India, Brazil, and other
international markets.
Consolidated its position as one of the largest integrated sugar producers globally, with a
diversified portfolio including raw and refined sugar, ethanol, and renewable energy
products.

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AWARDS AND RECOGNITION

Industry Accolades
Shree Renuka Sugars' unwavering commitment to excellence and innovation has earned the
company widespread recognition within the sugar and renewable energy industries. The
company has been the recipient of numerous prestigious awards, including the "Best Sugar
Producer of the Year" and the "Most Innovative Biofuel Producer" honors, which celebrate
its industry-leading performance, cutting-edge technologies, and sustainable practices.
Community Impact

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Shree Renuka Sugars' positive impact extends beyond its operational excellence, as the
company has also been honored for its outstanding contributions to the communities in which
it operates. The company has received the "Corporate Social Responsibility (CSR) Award"
for its impactful initiatives in areas such as education, healthcare, and rural development.
These recognitions highlight Shree Renuka Sugars' commitment to creating shared value and
uplifting the lives of the people it serves.
Industry Leadership

Shree Renuka Sugars' visionary leadership and strategic foresight have also been widely
acknowledged. The company's founder and Managing Director, Narendra Murkumbi, has
been recognized as the "Entrepreneur of the Year" and the "Industry Leader of the Year" for
his transformative impact on the sugar and renewable energy sectors. These accolades
underscore Shree Renuka Sugars' position as a trailblazer, driven by its ability to anticipate
and adapt to industry trends, while setting new benchmarks for operational excellence and
sustainable growth.

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CHAPTER - III
THEROTICAL FRAME WORK

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INTRODUCTION
The role of leadership in an organization is crucial in terms of creating a vision, mission,
determination and establishment of objectives, designing strategies, policies, and methods to
achieve the organizational objectives effectively and efficiently along with directing and
coordinating the efforts and organizational activities. Unfortunately, some companies do not
take account of the leadership style adopted by their managers. Based on this premise, our
project aims to explore the relationship between leadership style and organizational
performance in Shakal Company for Italian restaurants.

Leadership definition
Leadership is the process of influencing and guiding individuals or groups toward
achieving a common goal. It involves setting a vision, motivating others, and fostering an
environment that encourages collaboration and growth. Effective leadership combines
communication, empathy, decision-making, and the ability to inspire trust and respect.

IMPORTANCE OF LEADERSHIP STYLES

The importance of leadership style lies in its significant impact on organizational
performance. Here are some reasons why leadership style matters:

1. Employee Engagement:
Leadership style affects employee motivation, job satisfaction, and engagement,
which in turn impact productivity and performance.

2. Innovation and Creativity:

Leadership style influences the level of innovation and creativity in an organization,
with some styles encouraging experimentation and risk-taking.
3. Collaboration and Teamwork:
Leadership style affects how teams work together, communicate, and collaborate,
impacting overall performance.
4. Adaptability to Change:
Leadership style influences an organization's ability to adapt to change, with some
styles more effective in navigating uncertainty.
5. Employee Retention:
Leadership style impacts employee turnover rates, with positive styles leading to
increased retention.
6. Customer Satisfaction:
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Leadership style can impact customer satisfaction, as leaders who prioritize customer
needs and empower employees tend to deliver better customer experiences.
7. Financial Performance:
Leadership style has been linked to financial performance, with effective leaders
contributing to increased revenue and profitability.
8. Culture and Values:
Leadership style shapes organizational culture and values, influencing the work
environment and overall performance.
9. Talent Development:
Leadership style affects how leaders develop and grow talent within the organization.
[Link] and Brand:
Leadership style can impact an organization's reputation and brand, influencing
stakeholder perceptions and loyalty.

OBJECTIVES OF LEADERSHIP STYLES

The primary objectives of leadership style include:
1. Influencing and Motivating:
Inspiring and motivating followers to achieve goals and objectives.
2. Building Trust:
Establishing trust and credibility with team members, stakeholders, and customers.
[Link] Communication:
Clearly communicating vision, goals, and expectations to ensure understanding and
alignment.
4. Empowering and Developing:
Empowering team members to take ownership, make decisions, and develop new skills.
[Link] Results:
Achieving desired outcomes, results, and performance through effective leadership
6. Building and Maintaining Relationships:
Fostering strong relationships with team members, stakeholders, and partners.

7. Adapting to Change:
Embracing and navigating change, uncertainty, and ambiguity.

8. Promoting Innovation and Creativity:

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Encouraging innovation, creativity, and calculated risk-taking.

9. Fostering a Positive Culture:
Creating a positive, inclusive, and productive work culture.
9. Developing Future Leaders:
Identifying, developing, and mentoring future leaders to ensure succession and continuity.

By achieving these objectives, effective leaders can drive success, achieve desired outcomes, and
make a positive impact on their organization and stakeholder

TYPES OF LEADER
There are several types of leaders, each with distinct styles and approaches. Here are some
common types:
Autocratic Leader: Makes decisions unilaterally, without much input from team members.
Effective in crisis situations but may stifle creative
Democratic Leader: Encourages participation and input from team members. This style
fosters collaboration and morale but can be slow in decision-making
Transformational Leader: Inspires and motivates followers to achieve their full potential.
Focuses on vision and change, often leading to high levels of engagement
Transactional Leader: Focuses on structure, rewards, and penalties. Effective in managing
routine tasks and achieving short-term goals.
Servant Leader: Prioritizes the needs of the team above their own. This leader fosters a
supportive environment and emphasizes personal growth.
Charismatic Leader: Uses charm and persuasiveness to inspire others. This style can
generate enthusiasm but may rely too heavily on the leader's personality
Laissez-Faire Leader: Takes a hands-off approach, allowing team members to make
decisions. Effective with highly skilled teams but can lead to lack of direction
situational Leader: Adapts their style based on the circumstances and the needs of the team.
This flexibility can be very effective in diverse environments
Visionary Leader: Focuses on long-term goals and communicates a clear vision for the
future. This style can inspire innovation and forward-thinking.
Coaching Leader: Emphasizes personal development and growth of team members through
guidance and support. Builds strong relationships and fosters a learning environment.
Each style has its strengths and weaknesses, and effective leaders often blend elements from
multiple styles depending on the situation.

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QUALITIES OF A GOOD LEADER

Leadership can be defined in different ways that it is hard to come up with a single working
definition. Leadership is not just a person or group of people in a high position, it is a very
important factor for any organization or group. Leadership is a process in which leader is
indulged in various activities to achieve any goal. Leadership is a communication process of
leader and individuals. It also refers to the behavior/ attitude of a leader to collect and direct
the individuals towards any goal. So, the success of a company or individual depends mostly
on the extent and quality of leadership.

Dedication:Organizational effectiveness is a function of how committed a leader is to the

goals and objectives of that organization. Dedication is measured on the basis of work done
as well as its efficiency. It is therefore a function of self-sacrifice and an air of complete
commitment.

Communication:In the time past it was common among business executives to make plans
and discussions and keep it to themselves Nowadays management as revealed by Peter
Drucker(1968) shows that effective managerial leadership considers communication as
management by objective (MBO). This involves giving subordinates an access to experience
decision making by communicating them to top management priorities. It will enable
subordinates to do what the situation demand and the responsibility of the decision, unclear
communication and goal could lead to ineffectual tasks.

Human Relations: This is otherwise called interpersonal relationship. A leader should be

strong in his human relations attitude, especially when his job is done through the
subordinates. Developing and understanding the appropriate human relations skills will earn
the leader healthy respect. Ojo F. (1998) believes that based on the human relations theory,
jobs should be designed and work scheduled to ensure that jobs provide workers with
meaningful work sense of responsibility as well as opportunity to participate in decisions
affecting their job.

Crises Manager: A leader should be able to settle disputes or differences among his
employees as well as issues which impairs employees output. Effective Decision: The ability
of a manager to plan strategically depends on his effective decision making. Effective
decision making in a contemporary management involves defensive .

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Endurance: A good leader should have empathy for his subordinates and ensure that he
understand their problems and help to provide solution to them. Hence they are emotionally
mature so that they are not easily discouraged by defeat or overwhelmed by success. They
have a high tolerance for frustration. Administrative Skills: A leader must possess the ability
of managing the various resources (human, material and financial) of an organization in an
efficient and effective manner to avoid redundancy or wastage.

Decision making: This is a very significant attribute of leadership. In an attempt to solve

organizational problems. In order to make sound and effective decision, the leader should
possess a good knowledge of problem solving techniques.

Expert Opinion: A leader of a formal organization should have exerted knowledge of what
the organization aims to achieve. This is one important source of his power as a leader. It is
only when a leader is an expert that he can give quality and progressive decisions.

Types Leadership styles:

Leadership style can be defined as the kind of relationship used by an individual to make people work
together for a common goal. According to modern leadership styles, leadership styles can be
categorized as follows:

 Transformational leadership style:

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Transformational leadership style focuses on developing the followers and considering their
needs. The managers that focus on transformational leadership focus particularly on
developing the overall value system of the employees, development of moralities, skills, and
their motivation level. The transformational leadership acts as a strong bridge between the
followers and leaders, to develop clear understanding associated with the motivational level,
values, and interest.
 Charismatic leadership style:

Charismatic leadership is considered one of the most successful leadership styles, where the
charismatic leaders develop a vision and the followers are asked to follow and execute it. The
charismatic leadership invites innovation and creativity and is considered motivational for the
employees. The Charismatic leaders tend to have a vision and are willing to take personal
risks to achieve that vision, sensitive to follower needs, and exhibit extraordinary behaviors.
Charismatic leaders are more successful when the follower's task has an ideological
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component or the environment includes a high level of stress and uncertainty. Although the
charismatic leadership is considered one of the best leadership styles, like everything in life it
has a dark side as many charismatic leaders have allowed their personal goals to override the
goals of the organization, they are all too successful at convincing their followers to execute a
vision that is not constructive for the organization.

 Authoritarian leadership style:

Authoritarian leaders are classic and bossy in nature. The Authoritarian leaders want their
subordinates to work according to them. They are less creative and only promote one-sided
conversation. This severely affects the motivation and satisfaction level of the employees.
The Authoritarian leadership style is however, known to be effective in the short term.
Authoritarian leadership restricts the workplace socialization and communication which is
cordial for effective organizational performance. The Authoritarian leadership also leads to
organizational conflicts which negatively affect the overall performance. This sort of leader
assumes that the employees are lazy, have very little want to hold out responsibility and like
to be directed. The authoritarian leaders continuously tell the followers what to try.
Moreover, as a way to couple and supervise them closely, his vogue is predicated on the idea
that his power comes from the position he holds. So, Authoritarian leadership could be a
Theory X (According to McGregor theory X and Y)

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 Democratic leadership style:

The leadership in which the decision- making is decentralized and is shared by all the
subordinates. the democratic leadership is also known to motivate the employees to perform
better, as their views and opinions are valued. In this type of leadership style, praises and
criticism are given objectively and a sense of responsibility is also developed among the
employees, it also provides opportunities to the employees to express and implement their
creative ideas and take part in the decision-making process. This leadership style also
prepares future leaders and helps the organization in the long run. It also can be considered a
Theory Y. Recently most of scholars have focused on charismatic leadership and
transformational leadership and their effects on organizational effectiveness. They emphasize
the importance of leaders' relationships with followers. Key behaviors of
charismatic/transformational leaders include expressing a vision, making sense of missions,
showing determination, and communicating high performance expectations.

IMPACT OF LEADERSHIP STYLE:

Team Morale and Motivation: Transformational and Democratic leaders often boost
morale by fostering an inclusive environment, whereas Autocratic leaders may lead to
resentment and lower motivation due to lack of input
Decision-Making: Transactional leaders may make quick decisions that focus on
efficiency, while Democratic leaders involve the team, which can result in more
comprehensive solutions but slower processes.

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Creativity and Innovation: Laissez-Faire and Transformational leaders encourage

creativity by providing freedom and inspiration, whereas Autocratic leaders may stifle
innovation due to rigid control.
Communication: Visionary leaders often excel in clear, inspiring communication that
aligns the team with organizational goals, while Autocratic leaders may communicate top-
down, limiting open dialogue.
Conflict Resolution: Collaborative leaders address conflicts constructively, while those
with a more authoritarian approach may avoid or suppress dissent, leading to unresolved
issues.
Organizational Culture: Leadership style heavily influences culture. Supportive leaders
create a culture of trust and collaboration, while dictatorial styles can foster a toxic or
competitive environment.

Change Management: Transformational leaders are typically more effective in driving

change, as they can inspire and motivate teams to embrace new directions, while
Transactional leaders may focus more on maintaining the status quo.
Talent Retention: Supportive leadership styles contribute to higher retention rates, as
employees feel valued and understood, whereas a lack of support can lead to higher turnover.
Performance Outcomes: The alignment of leadership style with team needs and
organizational goals can lead to better performance outcomes, with adaptable leaders often
achieving higher results.
Overall, a leader's style shapes the dynamics within the team and the organization as a
whole, influencing everything from day-to-day operations to long-term success. Adapting
leadership approaches to fit the context and the individuals involved can enhance
effectiveness and foster a positive organizational environment.

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Conclusion:
From the proceeding discourse, it is an apparent that leadership can be improved through
learning and practice. Leadership is an important subject for leaders and manger because of
the critical role leader play in as group organizational; effectiveness and motivational skill are
critical component of leading. There are three types of leadership it distinguish leader from
no leader or effective, Leader from ineffective leaders..
Behavioral approach to leadership these approach focuses on leadership function and styles
distinguish between a task oriented authoritarian or imitating structure on the one hand an
employee. centered, democratic, or participative style and contingency approach to leadership
which concern on the important of situation in the study of leadership and emphasized that
the success and failure of leadership a determine by chapter also analysis the style democratic
style and par faire style. And also discuss about the continue of leadership behavior in
company. 30/51Finally, this chapter also introduces the concept of performance, which is
ability to achieve or score a contain event.

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CHAPTER – IV

DATA ANALYSIS AND

INTERPRETATION

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Table 4.1Table representing age of the respondents

AGE NO OF RESPONDENTS PERCENTAGE

18-30 14 23.33

31-40 17 28.33

41-50 22 36.66

51-60 7 11.68

Above 60 0 0

Total 60 100

Source: questionnaires

Chart 4.1 Chart representing age of the response

40
35
30
25
20
15
10
5
0
18-30 31-40 41-50 51-60 Above 60

INTERPRETATION:
The data indicates that 60 respondents work in the sugar industry, with engagement highest
among middle-aged adults, particularly those aged 41-50 (36.67%). The 31-40 age group
follows at 28.33%, while the 18-30 group represents 23.33%. However, only 11.67% are in
the 51-60 age range, and there are no respondents over 60, highlighting a gap in interest
among older workers.

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Table 4.2 table representing gender of the respondent

PARTICULAR NO OF RESPONDENT PERCENTAGE

Male 52 86.66

Female 08 13.34

Total 60 100

Source: questionnaires

Chart 4.2 chart representing gender

0% 0%

13%

Percentage Male
Female
87%

INTERPRETATION:
The data shows that out of 60 respondents, 52 are male (86.67%) and 8 are female (13.33%).
This indicates a significant gender imbalance, with a predominance of male respondents in
the industry surveyed. The high representation of males suggests that initiatives or programs
may need to consider strategies to engage more female participants and promote inclusivity
within the industry.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.3 table representing designation

DESIGNATION NO OF RESPONDENT PERCENTAGE

Manager 04 6.66

Assignment Manager 00 00

Department leader 06 10

Employee 50 83.34

Total 60 100

Source: questionnaires:

Chart 4.3 chart representing designation

0%
7%
10%

Manager
Percentage Assignment Manager
Department leader

83% Employee

INTERPRETATION:
The data in the table reveals a workforce primarily composed of employees, with 50 out of 60
respondents (83.33%). Managerial roles are limited, with only 4 respondents (6.67%)
identified as managers, indicating a potentially flatter organizational structure. Notably, there
are no assistant managers (0%), suggesting that this role may not be necessary or could be
absorbed by other positions. Additionally, 6 respondents (10%) are department leaders,
reflecting a modest level of oversight. Overall, the findings highlight a significant emphasis
on operational roles, which may impact decision-making and employee support within the
organization.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.4 table representing education of the respondent

EDUCATION NO OF RESPONDENT PERCENTAGE

SSLC 16 26.66

PUC 18 30

Degree 20 33.33

PG 06 10

Other 00 00

Total 60 100

Source : questionnaires
Chart 4.4 chart representing education

10%
27%

SSLC
Percentage 33% PUC
Degree
PG
30%

INTERPRETATION:
The table shows the distribution of respondents by education level among a total of
60 participants. The largest group consists of degree holders, with 20 respondents (33.33%),
indicating a strong educational foundation within the workforce. This is followed closely by
those with a Pre-University Certificate (PUC), totaling 18 respondents (30%). SSLC holders
represent 16 respondents (26.67%), while individuals with a postgraduate (PG) qualification
account for 6 respondents (10%). Notably, there are no respondents (0%) in the "Others"
category. Overall, the data highlights a workforce predominantly educated at the degree level
or above, which may contribute positively to the organization’s capabilities and performance.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.5 table representing experience of the respondents

EXPERIENCE NO OF RESPONDENT PERCENTAGE

0-5 11 18.33

5-10 20 33.33

10-15 12 20

15 above 17 28.34

Total 60 100

Source: questionnaires

Chart 4.5 chart representing experience

18%
29%
0-5
Percentage 10-May
15-Oct
33%
20%
15 above

INTERPRETATION:
From the above table shows that the experience of response level among a total of 60 of
participants 18.33% of 0-5 year, 33.33% of 5-10 years, 20% of 10-15 years, 28.34% of 15
years above of the respondents. Majority 33.33% of the respondents are 5-10 years
experience.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.6 table representing subordinates under supervisor

SUBORDINATES NO OF RESPONDENT PERCENTAGE

0-10 03 30

10-30 02 20

30-50 01 10

50 ABOVE 04 40

TOTAL 10 100

Source: Questionnaires

Chart 4.6 chart representing subordinates under supervisor

30%
40%
0-10
Percentage 30-Oct
30-50
50 above
20%
10%

INTERPRETATION:
From the above table shows that the subordinates respondent, 40% supervise 50 or more
subordinates, necessitating structured and directive approaches. In contrast, 30% manage 0-
10 subordinates, allowing for more personalized and transformational leadership styles.
Those with 10-30 (20%) and 30-50 (10%) subordinates may adopt a blend of supportive and
task-oriented strategies. This variance in team size influences communication and cohesion,
crucial for effective performance. Ultimately, supervisors must adapt their leadership styles
to align with their teams' dynamics to enhance overall organizational effectiveness.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.7 table representing organization goal:

Organization goal No of Respondent Percentage
Employee welfare 00 00
Social responsibility 05 50
Quality of services 01 10
Innovation 04 40
Total 10 100
Source: Questionnaires

Chart 4.7 chart representing organization goal

Percentage
0%

Employee welfare
40% Social responsibility
50%
Quality of services
Innovation
10%

INTERPRETATION: from the above table shows that the organization goal on
respondent feedback. Notably, 50% prioritize social responsibility, indicating a strong
commitment to community and ethical practices. Innovation follows closely with 40%,
suggesting a focus on developing new ideas and approaches. Only 10% emphasize the
quality of services, reflecting a lesser concern for traditional performance metrics.
Interestingly, employee welfare there is no respondent highlighting a potential area for
improvement in organizational priorities. Overall, these results suggest that the organization
is primarily driven by social impact and innovation rather than employee-centric goals.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.8 table representing performance of motivational factors

MOTIVATIONAL FACTORS NO OF RESPONDENT PERCENTAGE

Rewards and appreciation 09 90

Recognition 01 10
Challenging 00 00
Total 10 100
Source: Questionnaires

Chart 4.8 chart representing performance of motivation factors

Percentage
0% 0%

10%

Rewards and appreciation

Recognition
Challenging
90%

INTERPRETATION:
It shows that 90% of respondents view rewards and appreciation as the key motivational
factors, highlighting their importance in the organization. In contrast, only 10% emphasized
recognition, suggesting it may not significantly influence motivation. Notably, no respondents
selected challenging tasks, indicating a lack of interest in this area. Overall, the findings suggest that
focusing on rewards and appreciation could be essential for enhancing employee motivation and
engagement.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.9 table representing understanding attitude:

Particular Always Often Occasionally Very rarely Total

You treat workers under 05 05 00 00 10

me as equal
Provide overtime work it 00 00 06 04 10
necessary
Criticize poor workers 00 06 00 04 10
Expenses appreciation 04 04 01 01 10
Under any one of the 06 04 00 00 10
workers does a good job
Source: Questionnaires

Chart 4.9 chart representing understanding attitude:

7

4 always
Often
3
occasionally
2
Very rarely
1

0
You treat workers Provide overtime Criticize poor Expenses
inder me as equal work it necessary workers appreciation

INTERPRETATION:
The data shows that 50% consistently treat their workers as equals, reflecting a commitment to
fairness. In contrast, 60% rarely provide overtime, suggesting a reluctance to ask employees for
extra effort. Regarding criticism, 60% often criticize poor performance, indicating a more negative
approach to handling underperformance. However, 80% regularly express appreciation for good
work, highlighting a positive aspect of their management style. Overall, the findings suggest a mix of
equitable treatment and critical feedback, with a strong emphasis on recognizing employee
contributions.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.10 Table representing immediate subordinate

Almost no 1-3 3-6 Above
Promoters Total
time month month year
The period which the job require 01 02 05 02 10
detailed technical knowledge
The period to which the job require 00 06 03 01 10
knowledge close contact with people
The period to which the job require 02 06 02 00 10
knowledge of human nature
The period to which job require 01 03 04 02 10
responsibility
Source: Questionnaires

Chart 4.10 Chart representing immediate subordinate:

7
6
5
4
3
2
1 Almost no time
0
1-3 month
The period which The period to which The period to which The period to which
the job require the job require the job require job require 3-6 month
detailed technical knowledge close knowledge of responsibility
knowledge contact with people human nature

INTERPRETATION:
From the above table shows that the most respondents (50%) indicated a requirement of 3-6
months, suggesting that this expertise develops over time. In terms of close contact with
people, 60% felt it requires 1-3 months, indicating a relatively quick adaptation period.
Regarding knowledge of human nature, responses were mixed, with 60% again choosing 1-
3 months, while no one felt it took over a year. Lastly, for responsibility, the distribution
suggests that 40% believe it takes 3-6 months to acquire. Overall, the data highlights varying
timelines for acquiring essential job-related skills, with a notable emphasis on interpersonal
knowledge.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.11 Table representing of rank the following in order of importance:

Particular 1 2 3 4 5 Total
To improve the quality 04 01 03 00 02 10
of decision
To increase satisfaction 05 03 01 01 00 10
To improve 01 05 04 00 00 10
communication
To train subordinates 00 01 01 07 01 10
To increase 00 00 01 02 07 10
commitment for
implementation
Source: Questionnaires

Chart 4.11 Chart representing for rank the following in order of importance:
8
7
6
5 1
2
4
3
3
4
2
5
1
0
To improve the quality To increase To improve To train subordinates
of decision satisfaction communication

INTERPRETATION:

From the above table that the data highlights the various priorities for improving workplace
effectiveness. "To improve the quality of decision" and "to increase satisfaction" both
received significant attention, indicating a strong focus on enhancing decision-making and
employee morale. In contrast, "to improve communication" had a lower emphasis, suggesting
it might not be seen as urgent. Additionally, while "to train subordinates" showed varied
interest, there was a clear push for increasing commitment to implementation, with the
majority of respondents rating it highly. Overall, the results suggest a well-rounded approach
to organizational improvement, emphasizing both quality and commitment.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.12 table representing leadership style:

LEADERSHIP STYLE NO OF RESPONDENT PERCENTAGE
Democratic 32 64
Autocratic 07 14
Transformation 08 16
Transaction 03 06
Total 50 100
Source: Questionnaires

Chart 4.12 chart representing leadership styles:

Percentage

6%

16%
Democratic
Autocratic

14% Transformation
64% Transaction

INTERPRETATION:
From the above table shows that the leadership style of response, 64% of democratic, 14% of
autocratic, 16% of transformation, and 6% of transaction of employee respondent. And total
majority (64% ) of respondents are follow the democratic style.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
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Table 4.13 table representing leader provide feedback on your performance:

FEEDBACKS NO OF RESPONDENT PERCENTAGES
Regularly 26 52
Occasionally 14 28
Rarely 08 16
Not rarely 02 04
Total 50 100
Source: Questionnaires

Chart 4.13 chart representing leader provide feedback on your performance:

Percentages

4%

16%

Regularly
Occasionally
52% Rarely
Not rarely
28%

INTERPRETATION:
The above shows that the majority of respondents, 52%, receive regular performance feedback from
their leaders, highlighting a strong communication culture. Meanwhile, 28% receive feedback
occasionally, suggesting room for improvement in engagement. Only a small percentage—16% rarely
and 4% never—receive feedback, indicating that most individuals are at least somewhat connected to
performance discussions. Overall, the results suggest a generally positive trend in feedback practices
within the organization.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.14 table representing leader level of empty and emotion intelligence:
LEVELS NO OF RESPONDENT PERCENTAGE
High 23 46
Medium 20 40
Low 07 14
Total 50 100
Source: Questionnaires

Chart 4.14 chart representing leader level of empty and emotion intelligence:

Percentage
0%

14%

High
46%
Medium
Low
40%

INTERPRETATION:
The above table shows that the leader level respondents, 46%, perceive their leaders as having a high
level of emotional intelligence, which is promising for effective leadership. Additionally, 40% rate
their leaders at a medium level, indicating a substantial portion still recognizes some competency.
However, only 14% view their leaders as having low emotional intelligence, suggesting that while
there is a strong foundation, there is also potential for further development. Overall, the findings
reflect a positive outlook on leadership emotional intelligence within the organization.

P.G. DEPARTMENT OF COMMERCE,

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Table 4.15 table representing leader’s communication style:

COMMUNICATION STYLE NO OF RESPONDENT PERCENTAGE
Clear and direct 21 42
Collaboration and open 18 36
Reserved and formal 11 22
Total 50 100
Source: Questionnaires

Chart 4.15 chart representing leaders communication style:

Percentage
0%

22%

42% Clear and direct

Collaboration and open
Reserved and formal

36%

INTERPRETATION:
The above data shows that 42% of respondents appreciate a clear and direct communication style
from their leaders, indicating a preference for straightforwardness in interactions. Meanwhile, 36%
value collaboration and openness, suggesting a desire for a more inclusive approach. Only 22% report
a reserved and formal communication style, which may limit engagement. Overall, these results
highlight a strong inclination toward direct and collaborative communication within the leadership
framework.

P.G. DEPARTMENT OF COMMERCE,

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CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.16 table representing leader recognize and rewards your achievement:
FEEDBACK NO OF RESPONDENT PERCENTAGE
Regularly 28 56
Occasionally 18 36
Rarely 04 08
Total 50 100
Source: Questionnaires

Chart 4.16 chart representing leader recognize and reward your achievement:
60

50

40

30
Percentage

20

10

0
Regularly Occasionally Rarely

INTERPRETATION:
The data reveals that a significant 56% of respondents feel that their leaders regularly recognize and
reward their achievements, which fosters a motivating environment. Additionally, 36% receive
recognition occasionally, indicating that while many are acknowledged, there is potential for more
consistent reinforcement. Only 8% report rarely receiving recognition, suggesting that most
individuals feel valued for their contributions. This emphasis on recognition is likely to enhance
employee morale and engagement. Overall, the findings reflect a positive trend in how leaders
acknowledge achievements within the organization.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.17 table representing leader style impact your growth and development:
PARTICULAR NO OF RESPONDENT PERCENTAGE
Very unlikely 03 06
Unlikely 05 10
Likely 38 76
Very likely 04 08
Total 50 100
Source: Questionnaires

Chart 4.17 chart leader style impact on growth and level development:

Percentage

8% 6%
10%
Very unlikely
Unlikely
Likely
Very likely

76%

INTERPRETATION:
The data indicates that a substantial 76% of respondents believe that their leaders' styles are likely to
impact their growth and development positively. In contrast, only 16% feel that this influence is
unlikely or very unlikely, suggesting minimal concern about negative effects. Additionally, 8% are
very likely to feel supported in their growth, highlighting a strong sense of confidence in leadership.
Overall, these results suggest that most employees perceive their leaders as significant contributors to
their professional development.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
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Table 4.18 table representing you like go see in your leader approach
PARTICULAR NO OF RESPONDENT PERCENTAGE
More friendly 13 26
Work oriented 15 30
Faithfull 19 38
Vissonary 03 06
Total 50 100
Source: Questionnaires

Chart 4.18 charts representing like your leader approach:

Percentage

6%
26%
More friendly
Work oriented
38%
Faithfull
Vissonary
30%

INTERPRETATION:
The data shows that 38% of respondents appreciate a leader who is faithful, indicating a
strong desire for trustworthiness in leadership. Following this, 30% prefer a work-oriented
approach, suggesting that a focus on productivity is also valued. Additionally, 26% lean
towards a more friendly demeanor, emphasizing the importance of approachability. Only 6%
favor a visionary style, which indicates that while forward-thinking is appreciated, it may not
be the top priority for most respondents. Overall, the findings highlight a preference for trust
and practicality in leadership approaches.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.19 table representing leader style aligns with the organization value & culture:
EXTENT OF CONCERN NO OF RESPONDENT PERCENTAGE
Very concerned 13 26
Un concerned 09 18
Concerned 23 46
Very concerned 05 10
Total 50 100
Source: Questionnaires

Chart 4.19 chart representing style with organization value and culture:

Percentage

10%
26% Very concerned
Un concerned
Concerned
46% 18% Very concerned

INTERPRETATION:
The data indicates that 46% of respondents feel concerned about whether their leaders' styles align
with the organization's values and culture, reflecting a significant level of awareness regarding this
alignment. Additionally, 26% are very concerned, suggesting that a notable portion of employees
places high importance on this issue. Conversely, 18% are unconcerned, while only 10% express very
little concern. Overall, the results highlight a strong focus among employees on the alignment of
leadership styles with organizational values, which is crucial for fostering a cohesive work
environment.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.20 table representing leader style on impact on self confidence:

PARTICULAR NO OF RESPONDENT PERCENTAGE
Accepting challenges 27 54
Enhance communication skill 04 08
Under estimation tasks 10 20
Making tough decision 09 18
Total 50 100
Source: Questionnaires

Chart 4.20 chart representing leader styles on impact on self confidence:

Percentage
60

50

40

30

20 Percentage

10

0
Accepting Enhance Under estimation Making tough
challenges communication tasks decision
skill

INTERPRETATION:
From the above data shows that the leader impact on self confidence 54% of respondents
believe that their leaders' styles significantly boost their self-confidence by encouraging them
to accept challenges. This indicates a strong positive influence on their willingness to take
risks. In contrast, only 8% feel that enhancing communication skills contributes to their self-
confidence, suggesting a lesser focus on this aspect. Additionally, 20% feel that
underestimating tasks affects their confidence negatively, while 18% view the ability to make
tough decisions as impactful, though less so than accepting challenges. Overall, these
findings emphasize the critical role of challenge acceptance in fostering self-confidence
among employees.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
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Table 4.21 table leader style on impact on responsibility:

PARTICULAR NO OF RESPONDENT PERCENTAGE
Accepting new opportunities 28 56
Assigning burden of work 09 18
Achieving of integrating 09 18
targets
May lead to conflict 4 08
Total 50 100
Source: Questionnaires

Chart 4.21 chart representing leader styles on impact on responsibility:

Percentage

8% Accepting new
opportunities
18% Assigning burden of work

Achieving of integrating
56%
targets
18%
May lead to conflict

INTERPRETATION:
From the above table that the data reveals that 56% of respondents feel that their leaders' styles
positively impact their sense of responsibility by encouraging the acceptance of new opportunities.
This reflects a proactive approach to leadership that empowers employees. Conversely, 18% believe
that assigning burdens of work also plays a role in their sense of responsibility, though this could be
perceived negatively. Another 18% see the achievement of integrating targets as significant, while
only 8% express concern that these leadership styles may lead to conflict. Overall, the findings
highlight a strong association between leadership approaches and a heightened sense of responsibility
among employees.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.22 table representing leader style on impact on profitability on organization:

PARTICULAR NO OF RESPONDENT PERCENTAGE
Customer satisfaction 23 46
Increase in sale 16 32
Misuse of delighted 07 14
Liberal work policy 04 08
Total 50 100
Source: Questionnaires

Chart 4.22 chart representing leaser style on impact on profitability on organization:

Percentage

8%

14% Customer satisfaction

46% Increase in sale
Misuse of deligated
Liberal work policy
32%

INTERPRETATION:
From the above table that the data of leadership style impact of organization 46% of
respondents believe that their leaders' styles positively impact organizational profitability
primarily through enhanced customer satisfaction. This suggests that a focus on customer
needs is perceived as crucial for financial success. Additionally, 32% cite an increase in sales
as a significant factor, highlighting the importance of effective leadership in driving revenue.
However, 14% express concerns about the misuse of delegated responsibilities, indicating
potential risks in leadership practices. Lastly, only 8% view liberal work policies as
impactful, suggesting that traditional performance metrics may be more relevant. Overall, the
findings underscore the critical role of leadership in fostering both customer satisfaction and
sales growth for profitability.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.23 table representing leader styles & organization performance are related to
each other:
PARTICULAR NO OF RESPONDENT PERCENTAGE
Agree 33 66
Strongly agree 10 20
Disagree 07 14
Strongly disagree 00 00
Total 50 100
Source: Questionnaires

Chart 4.23 chart representing style and organization performance:

Percentage
0%

14%

Agree
Strongly agree
20%
Disagree

66% Strongly disagree

INTERPRETATAION:
From the above table that data shows that a significant 66% of respondents agree that leader styles are
related to organizational performance, highlighting a strong belief in the impact of effective
leadership. Additionally, 20% strongly agree, further emphasizing the importance of leadership in
driving performance outcomes. Conversely, 14% disagree, suggesting some skepticism about this
relationship, though no respondents strongly disagree. Overall, the findings indicate a predominant
perception that leadership styles play a crucial role in influencing the overall performance of the
organization.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Table 4.24 table representing leader style impact on your overall well being:
PARTICULAR NO OF RESPONDENT PERCENTAGE
Positively 37 74
Negatively 11 22
No impact 02 04
Total 50 100
Source: Questionnaires

Chart 4.24 chart representing leader style impact on overall being

Percentage
0%
4%

22%
Positively
Negatively
No impact
74%

INTERPRETATION :
From the above table that the leadership style impact on over all being reveals that 74% of
respondents feel that their leaders' styles positively impact their overall well-being, indicating a strong
connection between effective leadership and employee satisfaction. In contrast, 22% report a negative
impact, suggesting that some leadership styles may detract from well-being. Only 4% perceive no
impact at all, highlighting that most individuals are affected by their leaders in some way. Overall, the
findings underscore the significant role of leadership in enhancing employee well-being within the
organization.

P.G. DEPARTMENT OF COMMERCE,

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LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

CHAPTER - V
FINDING, SUGGESTIONS AND CONCLUSION

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
CASE STUDY OF SHREE RENUKA SUGARs .LTD.

Finding :
 It is found that social responsibility is the organizational goal of the industry and there
is negligence of employee welfare.
 Leader under subordinates high number of supervisor.
 Study reveals that awards and rewards are the key performance boosters.
 It is observed that democratic leadership style is followed in the industry.
 It's found that majority of the employees get feedback on their performance by the
leader regularly.
 It's noticed that leader has moderate to high emotional intelligence.
 Its found that leaders communication style is more clear and direct.
 It's revealed that leader recognize the work of employees and provide appropriate
rewards regularly.
 Democratic Leader style likely impact the growth and development.
 Leaders likes to see as faithful in their approach.
 Democratic leadership style suited with organization culture and value .
 Leaders unlike of enhance communication skill in the industry.
 Leaders seek to accept new opportunities in the industry.
 Leader styles of very less of liberal policy on organization performance.
 Majority has the acceptance that leader style and organization performance are
related.
 Leaders positively impact. On overall well being.

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
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Suggestion :
 It is suggested that leaders need to be visionary along with being faith full.
 Leader should recognize the work of employees and motivate them with rewards quite
frequently.
 Leaders should give appropriate feedback regularly to influence efficiency
 The organization should consider the welfare of employees.
 There are various ways to adopt good leadership styles in a working environment .

P.G. DEPARTMENT OF COMMERCE,

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Conclusion :
This report mainly focused on the common three styles of leadership which are autocratic
leadership, democratic leadership as well as laissez faire style of leadership. The democratic
leadership deems best compared to the other two styles: as it will aid in enhancing the
performance of the employees and the organization as a whole. The autocratic is the least
effective as it might demotivate employees and reduce the productivity and performance of
the organization. This report showed the styles of leadership as well as the impacts on the
organization. It is crucial that managers that adopt the leadership style should contribute to
the well-being of the employees as well as provide opportunities and allow them to be
involved in. decision-making. In this context, leadership styles play a significant role in the
organizational performance and it is merely up to the managers to adopt the right one. To
have an impact on the organization through leadership development, these development
programs require to be upheld in organizations by ongoing, reflective practices with objective
setting and review that are connected to the leadership role and the organizational strategy
though literature reflects on lack of universal robust evaluation of leadership development
programs, especially those that fail to identify the effectiveness of long-term outcomes on the
investment made. In today's global scenario, the important aspect of a leadership style and
leadership development is to stimulate, motivate, empower and direct the follower's/group
members by being sympathetic to achieve the organizational objectives by being a visionary,
having big-picture thinking, flexible and who initiates change.

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Reference :
1)Articles
 Al khajeh, E.H. (2021). Impact of leadership styles on organizational performance.
 Retrieved on October 10, 2021
[Link] from
 Bhargawi, S. & Yaseen, A. (2021). Leadership styles and organizational performance.
Strategic Management Quarterly, 4, 87-117.
 Igbaekemen, G.O. & Odirvwri, J.E. (2021). Impact of leadership style on organization
performance:
 A critical literature review.
 Arabian Journal of Business and Management Review, 5(5), 1-7. Iqbal, N. Anwar, S.
& Haider, N. (2021).
 Effect of leadership style on employee performance. Arabian Journal of Business and
Management Review, 5(5), 1-6.
 Jyoti, J. & Bhau, S. (2020). Impact of transformational leadership on job
performance:
 Mediating role of leader member exchange and relational identification. SAGE Open,
5(4), 113.
 Khan, S., Asghar, M. & Zaheer, A. (2020). Influence of leadership style on employee
job satisfaction and firm financial performance:
 A study of banking sector in Islamabad, Pakistan. Actual Problem in Economics, 155,
374-384.
 Longe, O. J. (2020). Leadership style paradigm shift and organizational performance:
 A case of the Nigerian cement industry. African Research Review, 8(4), 68- 83.
 Nwokocha, I. & Iheriohanma, E. B. J. (2020). Nexus between leadership styles,
employee retention and performance in organizations. European Scientific Journal,
11, 186-209.
 Paul Ogunyomi & Nealia, S. B. (2019). Human resource management and
organization performance of small and medium enterprises (SMEs) in Nigeria.
 The International Journal of Human Resource Management. Puni, A., Ofei, S. B. &
Okoe, A. (2019).

P.G. DEPARTMENT OF COMMERCE,

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 LEADERSHIP STYLE AND THEIR IMPACT ON ORGANISATION PERFORMANCE:
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 The effect of leadership styles on firm performance in Ghana. International Journal of

Marketing Studies, 6, 177-185.
 Sadia, A. & Aman, A. (2019). Transformational leadership and organizational
performance: The mediating role of organizational innovation.
 SEISENSE Journal of Management, 1, 59-75. Saleem, H. (2019). The impact of
leadership styles on job satisfaction and mediating role of perceived organizational
politics. Procedia-Social and Behavioral Sciences, 172, 563-
 Sofi, M. A. & Devanadien, D. K. (2018). Impact of leadership styles on
organizational performance: An empirical assessment of banking sector in Jammu and
Kashmir. IOSR Journal of Business Management, 17(8), 31-45.
 Sougui, A.O., Bon, A. T. & Hassan, H. M. H. (2018). The impact of leadership styles
on employees' performance in telecom engineering companies. Australian Journal of
Basic and Applied

2) Textbooks:

a) THE LEADERSHIP CHALLENGE (James M. Kouzes)

b) THE LEADERSHIP STYLE (Ozgur demirtas)

3) Websites:

a) [Link] [Link]
b) [Link]

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ANNEXURE 1- QUESTIONNARE
1. Name :-

2. Gender :-
A. Male
B. Female

3. Age :-
A. 18-30
B. 31-40
C. 41-50
D. 51-60
E. 61 Above

4. Designation :-
A. Manager
B. Assignment Manager
C. Department leader
D. Employee

5. Education :-
A. SSLC
B. PUC
C. DEGREE
D. MSC PHD
E. P.G
F. OTHERS

6. Experience :-
A. 0-5
B. 5-10
C. 10-15
D. 15 Above

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Section – B (Leaders Response)

7. How many Subordinates are there your Supervisor?

A. 0-10
B. 10-30
C. 30-50
D. 50 above

8. What do you think as your most important Organization goal?

A. Employee welfare
B. Social responsibility
C. Quality of services
D. Innovation

9. What do you think as your most important performance of motivational factor?

A. Rewards and appreciation
B. Recognition
C. Challenging work

10. State your understanding attribute as leader:-

Particulars Always often Occasionally Very

rarely
You treat workers under me
as equal
Provide overtime work if
Necessary
Criticize poor workers
Expenses appreciation
Under any one of the workers
does a good job

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11. If you were promoted to another job today and your immediate subordinate were
to occupy your position how many times ; if any would he she need to acquire the
Necessary skill ?

Parameters Almost no 1-3 3-6 Months Above year

time Months
The period which the job require
detailed technical knowledge
The period to which the job
require close contact with peoples
The period to which the job
require Knowledge of human
nature
The period to which job require
responsibility

12. Please rank the following (1 to 5 ) in order of importance:-

Parameters Rank
To improve the quality of decision
To increase satisfaction
To improve communication
To train subordinates
To increase commitment for Implementation

13. Organization goal:-

A. Employee welfare
B. Social responsibility
C. Quality of services
D. Innovation

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Section – C (Employees Response)

1. How would you describe your leaders approach to decision making?

A. Democratic
B. Autocratic
C. Transformation
D. Transactions

2. How often does your leader provide feedback on your performance:-

A. Regularly
B. Occasionally
C. Rarely
D. Not Rarely

3. How would you rate your leaders Level of Emprthy and emotional intelligence
A. High
B. Medium
C. Low

4. How would you describe your leaders communication style

A. Clear and direct
B. Collaboration and open
C. Reserved and formal

5. How often does your leader recognize and rewards your achievements
A. Regularees
B. Occasionally
C. Rarely
6. How does your leaders style impact your growth and development?
A. Very unlikely
B. Unlikely
C. Likely
D. Very likely

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7. What changes would you like go see in your leaders approach?

A. More friendly
B. Work oriented
C. Faithfull
D. Vissonary

8. How does your leaders styles align with The organization value and culture?
A. Very concerned
B. Un concerned
C. Concerned
D. Very concerned

9. leader style on impact on self confidence:-

A. Accepting challenges
B. En hanace communication skill
C. Under estimation tasks
D. Making tough decision

10. leader style on impact on responsibility:-

A. Accepting new opportunities
B. Assigning burden of work
C. Achieving of integrated targets
D. May lead to conflict

11. leader style on impact on profitability on Organization:-

A. Customer satisfaction
B. Increase in sale
C. Misuse of deligated works
D. Liberal work policy

12. Whether leader style and Organization performance are related to each other

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A. Agree
B. Strongly agree
C. Disagree
D. Strongly disagree

13. How does your leaders style impact your over all well being
A. Positively
B. Negatively
C. No impact

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