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REVIEW REPORT 1 : RAJARAM M : 1211MBA0340 : +91-9944535244 : SET -11 : rajaram.deal@gma l.!"m : #ES $ N% :1 # $ # % #

SPECIALIZATION OPTED : GENERAL MANAGEMENT

TITLE O' THE PRO(ECT )on*+ne re,+-!ere./: A ST&'# %N LEA'ERS()* ST#LES %+ T(E TEAMS )N ,)T -%M*AN)ES. I0 ompany proje !1 Perm+--+on *e!!er -23m+!!e.: 4ES # No 0or S!a!2- $ !o & T+!*e: S+,na!2re o0 !5e 62+.e: 6"IDE NAME: AR&M&GAM L In-!+!2!+on: -%LLEGE %+ ENG)NEER)NG/ G&)N'# REMAR7S )3y Proje ! Mon+!or+n, Comm+!!ee/ RECOMMENDED # NOT RECOMMENDED TO PROCEED WITH THE PRO(ECT Pro3*em L+!era!2re Me!5o.o*o,y: Total:70 De0+n+!+on: 18 Re9+e:: %8 %8 Marks

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A ST"D4 ON ;LEADERSHIP ST4LES O' THE TEAMS IN IT COMPANIES< '+r-! re9+e: repor!
)S01m 22ed 13 Rajaram M/ R"ll N"4 1211MBA0340 Reg N"4 562121000647

NEED 'OR THE ST"D4

Leadership style concepts are valuable in identifying strengths and weaknesses of current and future leaders, and leadership style inventories and assessments are available. They can also be used to identify what kind of leader is needed for a particular organi ation at a particular time and assist in choosing someone who has the desired leadership approach. !inally, they can be useful in increasing a leader"s self-awareness of his or her own leadership preferences and approaches for the purpose of self-development and organi ation development as well.

REVIEW O' LITERAT"RE

#Leadership is a development of a clear and complete system of e$pectations in order to identify evoke and use the strengths of all resources in the organi ation the most important of which is people.% - .atten/ 0-D- 1Tou$h",inded 2eade!shi34 Ne5 Yo!67 A8ACO8 9':&: 3- %5;

&Leadership is the capacity to translate vision into reality.% - <a!!en .ennis

&Leadership is less about your needs, and more about the needs of the people and the organi ation you are leading. Leadership styles are not something to be tried on like so many suits, to see which fits. 'ather, they should be adapted to the particular demands of the situation, the particular re(uirements of the people involved and the particular challenges facing the organi ation% - Danie# =o#e,an 1>!i,a# 2eade!shi34

&Leadership is the process of influencing the activities of an individual or a group towards the achievement of a goal in a given situation. Leadership manifests ability, creativity, innovation and initiative, and imbibes confidence, cooperation, and willingness of people to work and build employees% - morale.

Leadership involves building an organi ation that can work to achieve the goal and establish measures that guarantee that the organi ation is moving in the right direction. The (ualities that are re(uired to accomplish" this task are not essentially technical or product - knowledge

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PRIMAR4 OB(ECTIVE
To understand what kind of relationship e$ists between team leader and team members

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SECONDAR4 OB(ECTIVES
). To measure team members perception about their team leader *. To suggest strategies to enhance team performance through proper leadership.

&

METHODOLO64

SA8>2E STRUCTURE7

!or the purpose of this study sample will be collected from employees. Totally )+ teams involved on those study. Team si e varies from , to )+ members on the team.
DATA CO22ECTION7 SA8>2E 8ETHOD7 Non">!o?a?i#it con*enience ,ethod SA8>2E SI@E7 '00 DATA CO22ECTION7 >!i,a! Too#s7 Auestionnai!e Statistica# too#s7 IIIChi"sBua!e >e!centa$e ,ethod

>

WOR7 DONE SO 'AR

). Topics chosen. *. Ob-ectives .repared /. 'eview of literature is being studied.

WOR7 TO BE DONE
). 0ata collection and 1onduction of .ilot study.

*. 2nalysis of data /. 3nterpretation and binding of the collected data4s.

LIMITATIONS
1. 0ifficulty in meeting employees for data collection. 2. Time constraints 3. 3ndifferent attitude of employees 4. !ear to e$pose the (ualities of the current leader.

EBPECTED DELIVERABLES

The present leadership style followed is not appropriate. 3t doesn4t meet the needs of the employees and organi ation. They may like to have a democratic type of leadership.

RE'ERENCES
). Erben and 5uneser, 5ul and 2yse 67ovember *++89. #The 'elationship :etween
.aternalistic Leadership and Organi ational 1ommitement:3nvestigating the 'ole of 1limate 'egarding ethics#. Journal of Business Ethics &2 6;9: <,,=<>8. 'etrieved )*?)?*+)*.

*. :atten, @.0. ATough-minded Leadership4 7ew Bork: 2C21OC 6)<8< p. /,9 /. :ass, :. C., D :ass, '. 6*++89. The :ass Eandbook of Leadership: Theory, 'esearch,
and Canagerial 2pplications. 7ew Bork: !ree .ress.

4. Lewin, F., Lippit, '. and Ghite, '.F. 6)</<9. .atterns of aggressive behavior in
e$perimentally created social climates. @ournal of Hocial .sychology, )+, *I)-/+)

ONLINE RE'ERENCES:
). :usiness 0ictionary. 6n.d9. authoritarian leadership. 'etrieved Carch )*, *+)*, from http:??www.businessdictionary.com?definition?authoritarian-leadership.html

2. Ghat makes a leader @27,*++; from hbr.org?*++;?+)?what-makes-a-leader

/. 'eferring many articles from www.hbr.org?

8S)GNAT&RE %+ ST&'ENT7

8S)GNAT&RE %+ G&)'E7