Democratic Leadership Style and Follower Performance

Democratic Leadership hyphen and coadjutor PerformanceThis explore sought to contribute data ab disclose the relationship among Democratic principalership musical mode and Followers Performance. Drawing on a sample of employees wreaking in a Dairy Product Industry, we tested relationships amid Democratic Leadership Style and Followers Performance. On the basis of causation and bivariate data analysis it was show that at that place was a strong positive association between the Democratic Leadership Style and attendants Performance.This report consists on Seven Chapters. In the startle Chapter we introduced the topic, in second chapter we review the Literature, where different studies pay back different empirical results most of them have ensure positive relation ship between the variables. In third and fourth chapters, on the basis of theoretical frame crop we operationalzed the variables. In chapter five and six we create research design and analyze the data. In the f arthermost chapter we draw conclusion on the basis of Data analysis.Chapter 1 IntroductionSince the early 1930s, leading has remained a ubiquitous topic of exploration in the sphere of bow of management, despite a modest decline in the 1970s (Hunt, 1999). The popularity of this topic was restored with the advent of concepts such as charismatic leadership, visionary leadership and transformational leadership. All of these advances accent that some leaders can inspire following to pursue collective values and aspirations as well as sacrifice egocentric needs and goals. These theories too reveal that leaders can invoke and regulate emotions rather than rely on rational processes to motivate different individuals.Over the last decades, the relationship between leaders behavior and subordinates perceived stress has gained increasing attention from the scientific community. The kind of leadership demeanor influences how subordinates cope with stress. The leadership domain has rec ently centre on the so-called new leadership paradigm such as transformational leadership . sackal leaders emphasize superiorer(prenominal) motive development, and arouse assistants penury and positive emotions by means of creating and representing an inspiring vision of the future. In contrast, transactional leadership apologises the relationship between leader and follower as an exchange system of unclouded transactions. In turn, the leader rewards or disciplines the follower with regard to his/her functioning. date several studies have foc utilise on the relationship between these leadership styles and follower slaying the relationship between the leaders behavior and subordinates work related stress has mainly been neglected. The present engage addresses this gap and explores the relationships between the leaders behavior and subordinates work related stress has mainly been neglected.Objective-The objective of the study argonTo measure the impact of democratic leaders hip in dairy products companiesTo Measure the efficiency of doance of follower of democratic leader..To find that democratic leadership is more effective or not on the follower performance.Significance of Study-This study was made for the following purpose.It pass on supporter the managers to meliorate the performance of their followers or police squad members if they use democratic leadership style.It will help the workers to improve their performance if they exchange their ideas with their leaders.Chapter 02 Review of LiteratureIn this study, highly democratic leadership is comp ard with both command democratic and less democratic leadership styles. The moderate democratic leadership style is iodin that focuses on the task at hand. It emphasizes such behaviors as maintaining receiveds and meeting deadlines. slight democratic leadership involves exhibiting concern for the public assistance of the other members of the group by expressing appreciation for good work, stress ing the importance of job satisfaction, maintaining and strengthening the self esteem of subordinates by treating them as equals, and making special efforts to help subordinates feel at ease (Bass, 1990). Leaders who display Highly democratic leadership behaviors have been described as providing followers with clear visions of the future, expressing high expectations for follower performance, and displaying confidence in their followers ability to accomplish challenging tasks (House 1988). Leadership research has consistently found a strong positive relationship between Highly democratic leadership behaviors and follower performance (Bass, 1990) (House, 1988). Specifically, by articulating compelling vision of the future, communicating high expectations with respect to followers performance, and displaying confidence in followers ability to meet these expectations, highly democratic leaders have been found to positively influence follower performance. These findings have been suppor ted in a class of settings and using various research methodologies including laboratory experiments (howell Frost, 1989), field research (e.g., Smith 1982 Avolio, Waldman, and Einstein 1988 Hater and Bass 1988 Howell and Avolio 1993), and archival studies (e.g., House, Spangler, and Woycke 1991). Howell and Frost (1989), for example, found that individuals working under an spot player trained to display Highly democratic leadership behaviors had higher qualitative and quantitative task performance, higher task satisfaction, and lower role conflict and ambiguity in comparison to individuals working under less democratic leaders they also had higher quantitative task performance, greater task satisfaction, and less role conflict than individuals working under moderate democratic leaders. More recently, in an experiment using 282 undergraduates carrying out a simulated production assignment, Kirkpatrick and Locke (1996) found a positive relationship between Highly democratic beh aviors and performance, task satisfaction, and attitude toward the leader. Both Howell and Frosts and Kirkpatricks studies found that individuals working under Highly democratic leaders account that the task was more interesting, engaging, and satisfying than individuals working under less democratic leaders this was so in spite of the fact that all individuals per organize the identical task.The to a higher place findings have been supported by the findings of studies conducted in the field. For example, in a study of 30 Highly democratic and 30 nonHighly democratic leaders from a great variety of organizations, Smith (1982) found that Highly democratic leaders could be distinguished from less democratic leaders based on their followers higher performances and higher trains of self-assurance. Based on these reports of higher selfassurance for followers of Highly democratic leaders, Smith postulated that Highly democratic leaders may make up away their effects on followers by enhancing their self-efficacy beliefs. While the above empirical evidence supports the relationship between Highly democratic leadership behaviors and follower performance, the effect of those behaviors on follower performance over m and the role of self-efficacy as a mediator of the relationship between leadership style and performance remain largely unknown empirically. For this reason, I draw on Shamir, House, and Arthur (1993) and Bandura (1997) for a theoretical explanation of the motivational effect of Highly democratic leadership behaviors and how they might enhance follower selfefficacy and lead to greater sustained effort and performance over time. According to Bandura (1997, p. 101), People who atomic number 18 persuaded verbally that they possess the capabilities to master addicted tasks are likely to razz greater effort and sustain it than if they harbor self-doubts and dwell on personal deficiencies when difficulties arise. Drawing on Bandura (1986), Shamir et al. (1993) direct that Highly democratic leaders expression of high expectations for follower performance and their ability to persuade followers that they can meet those expectations motivate followers to produce and sustain greater effort via the mediation of self-efficacy. Further, they propose that, by articulating acompelling vision, Highly democratic leaders produce in followers a level of personal commitment whose behavioral manifestations produce a self reinforcing cycle that sustains itself over time. This motivational influence of Highly democratic leadership behaviors produces a positive deviation amplifying loop or performance improvement spiral (Lindsley, Brass, and Thomas 1995). Thus, while empirical evidence has demonstrated the link between Highly democratic leadership and performance, theoretical work points both to the sustainability of follower effort and performance over time and to the mediating role of self-efficacy.Chapter 03 Theoretical FrameworkInterest in lea dership increased during the early part of the ordinal century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as evental factors and skill levels. While many different leadership theories have emerged, most can be classified as one of eight major founts1. keen Man TheoriesGreat Man theories assume that the capacity for leadership is inherent that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term Great Man was used because, at the time, leadership was thought of primarily as a male quality, particularly in terms of military leadership.2. Trait TheoriesSimilar in some ways to Great Man theories, trait theory assumes that sight inherit genuine qualities and traits that make them better worthy to leadership. Trait theories often identify particular personality or behavio ral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain passel who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.3. Contingency TheoriesContingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.4. Situational TheoriesSituational theories propose that leaders pick the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decisiveness-making.5. Behavioral TheoriesBehavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on psychological qualities or internal states. According to this theory, the great unwashed canlearnto become leaders through teaching and observation.6. Participative TheoriesParticipative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and connected to the concludinge-making process. In participative theories, however, the leader retains the just to allow the input of others.Assumptions of Participative theoryInvolvement in decision-making improves the reading of the issues involved by those who must carry out the decisions.People are more committed to actions where they have involved in the relevant decision-making.People are less competitive and more collaborative when they are working on joi nt goals.When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision.Several people deciding together make better decisions than one person alone.Style of leader in participative theoryA Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is at bottom the managers whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. The question of how much influence others are given thus may vary on the managers preferences and beliefs, and a whole spectrum of participation is possible, as in the confuse below.Highly DemocraticAutocratic decision by leaderLeader proposes decision, listens to feedback, then decidesTeam proposes decision, leader has final decisionJoint decision with team as equalsFull delegation of decision to teamThere are many varieties on this spectrum, including stages where the leader sells the idea to the team. Another variant is for the leader to describe the what of objectives or goals and let the team or individuals decide the how of the process by which the how will be achieved (this is often called watchfulness by Objectives).The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager.7. Management TheoriesManagement theories (also known as Transactional theories) focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. managerial theories are often used in business when employees are successful, they are rewarded when they fail, they are reprimanded or punished.8. Relationship TheoriesRelations hip theories (also known as Transformational theories) focus upon the connections formed between leaders and followers.Transformational leadersmotivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.The theory which support to our topic is Participative Theory. The theory support our hypothesis that higher the democratic leadership style higher will be the followers performance.Chapter 04 surmise and Operationalization of variablesResearch QuestionIs there any association between democratic leadership style and follower performance?HypothesisH1 There is Positive association between democratic leadership style and follower performance.Ho There is no association between democratic leadership style and follower performance.Theoretical Definition of Varia blesDemocratic Leadership StyleLeadership is the art of motivating a group of people to act towards achieving a common goal.Follower PerformanceTheresultsofactivitiesof anorganizationorinvestmentover a givenperiodoftime.Operational Definition of VariablesDemocratic Leadership StyleDemocratic Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more viscid and coherent through its competency, intimacy, passion and integrity.Follower PerformanceThe carrying of an act into execution productively and qualitatively by coordinating with peers by the commitment of employees..Styles of leadership- despotic (autocratic)I want both of you to. . .This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers.It is useful when-when you have all the information to solve the problem,you are short on time, andYour employee s are well motivated.Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style calledbossing people around. It has no place in a leaders range.Participative (democratic)Lets work together to solve this. . .This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. utilise this style is not a sign of weakness rather it is a sign of strength that your employees will respect.This is normally used when-You have part of the information, and your employees have other parts.Note that a leader is not expected to know everything this is why you employknowledgeableandskillfulemployees. Using this style is of mutual benefit it allows them to become part of the team and allows you to mak e better decisions.Dimension of democratic leadership StyleThe major dimensions of leadership are separate into four chambersCompetence libertyPassion virtueCompetenceCompetence includes personal traits and technical skills. Competence can be divided as knowledge of the topic at hand, intelligence, expertise, skill, or good judgment.There are four elements of competence which are as follows- skilful Skills Are needed to understand activities, operational processes products and services, technology, and legal requirements.Cognitive Skills Are necessary to analyze problems, develop creative solutions, identify patterns and trends, understand complex relationships, and develop effective mental models. social Skills Such as listening, persuasiveness, social sensitivity are needed to influence people, avoid unwanted influence, develop reconciling relationships, establish and maintain networks, understand individuals, further teamwork, and resolve conflict constructively.Personality Tr aits Seam less important that technical skills. Nevertheless, individual needs, core values, and temperament are clearly relevant to effective leadership. affaireIntimacy refers to the leaders ability to build and maintain relationships. All too often we expect people to buy into the position of leadership and be trustworthy to the title rather than to the person that fills the position. The first thing a leader must declare is not authority because of rights, but authority because of relationships.Effective Management Social skills help to understand the feelings of others and the ability to communicate clearly and persuasively.Cooperative Relationships Skills such as empathy, social insight, charm, tact, and diplomacy are essential to developing and maintaining cooperative relationships with subordinates, superiors, peers, and outsiders.Influencing Empathy and social insight is the ability to understand motives, values, and emotions. Understand what people want and what motivates them is necessary for effective influencing strategies.Resolving Conflict Being able to listen to people with problems, personal complaints, or criticism is necessary for resolving conflicts in a constructive manner.PassionYour passion for something is an indication of what you find worthy in and of itself. Its a clue to what you find intrinsically rewarding. Passion refers to the drive to make a contribution and to create something meaningful and valuable a sense of worth. Its sometimes referred to as enthusiasm, hope, or aspirations.Enthusiasm Originally meant inspiration or possession by a divine afflatus or by the presence of a God. Today the pronounce simply means intense enjoyment, interest or approval.Hope An emotional belief in a positive outcome related to events and circumstances within ones personal life. Hope implies a certain amount of perseverance such as believing that a positive outcome is possible even when there is some evidence to the contrary.Aspirations Provi ding a climate where people feel free and motivated to cultivate and implement constructive ideas is the challenge of talented leaders.Integrity closely people can manage when things go well, but true leadership is how we cope with people when times are tough. Integrity is what drives us regardless of our situation or position. Too many leaders are ready to assert their rights but not assume their responsibilities. They are looking to the organization to make people responsible to follow. They look for a new title, another position, sometimes a new job. They never come to realize that they lack authority because they lack integrity. Integrity means that a persons behavior is consistent with espouse values, and the person is honest, ethical, and trustworthy.Honesty and Trust If people anywhere are to willingly follow someone whether it be into the battle or into the boardroom, the front office or the front lines they first want to assure themselves that the person is worthy of thei r trust.Courage The strength to lead in these difficult circumstances, meaning that courageous leaders are strong and unlikely to quit. This kind of courage displays itself in an organization when a leader is willing to nurse his mistake, when she is willing to stand up for her beliefs, or when he must challenge others.Self-Discipline People have to know themselves and understand their environments in order to hold and learn. The most basic defining moment demands that leaders resolve the issue of self-discipline. The higher leaders climb up the corporate ladder the greater their incubus of responsibility and their need to reevaluate themselves and their whole self.Dimensions of Follower Performance-Quality of WorkCompleting the work accurately, neat, well organized through effective.Documentation- Fulfilling the support requirements and having proper record of files. synthetic rubber Consciousness-Acting with proper safety habits, maintains equipment, corrects unsafe conditions .CoordinationSupervision of others- Guiding and assisting to acquire skills and achieve performance goals and results.Communication Skills- Articulate in expressing facts, ideas and thoughts with clarity both orally and in writing.Public Contact Service Skills Honesty , tact, courtesy, awareness of and sesitiviy to node and co-worker need.Commitment Towards organizationAttendance ( promptity)- punctual to work , meetings and from breads does not abuse leave time.Initiatives- Self-motivated and makes effort to compete work with minimal supervision.Customer Satisfaction- Giving full(a) time and paying full attention toward customer in order to satisfy the customers to make them loyal.ProductivityComplete the assigned task effectively and efficiently.Efficiency and effectiveness- Achieving the assigned targets with the given timeframe.Overall Cost Programs- Delegating the task to junior in order to save time noticeing in mind the cost of the task.Budget- design of the tasks within defined budget.Claims Any Amount, stock or compensation toward third party called lack for adjustment.Dimensions, Elements and Statements of QuestionsSection 01 Leadership StyleDimensionsElementsStatement of QuestionsCompetenceTechnical SkillsI always update my technical knowledge of my organization through peers and my own experience.Cognitive skillsI walk the talk, I model the behavior I want from my team.Interpersonal SkillsI feel happy to know that my supply is clear about companys goal.Personality TraitsI dont scream or lose temper.IntimacyEffective ManagementI avoid making judgment of premature evaluation of ideas or suggestion.Co-operative RelationshipI set down performance standard for each aspect of my staff job.InfluencingI provide my staff with opportunities to critique the skills.Resolving conflictI check staffs work on a rule-governed basis to assess their progress and learning.PassionEnthusiasmI admit when I do not the answer.HopeI provide my staff with opportunit ies to refresh therir skill.AspirationI am able to provide negative feedback in a balanced and constructive manner.IntegrityHonesty and TrustI keep confidential information very confidentially.CourageI share the credit and ccolades with those who contributed.Self DisciplineI am fair and treat all staff members with respect and equal coordination.Section 02 Follower PerformanceQuality of WorkDocumentationMy team completes documentation and the verified them before entering into new task.Safety ConsciousnessMy team members record and enter data consciously.CoordinationSupervisions of othersMy team adopts internal controls system voluntarily.Communication SkillsMy team tries to satisfy customers in their language.Public ContactMy team member takes active part in public awareness.CommitmentPunctuality and RegularityMy team members are in office exact according to time schedule.InitiativeMy team members are self motivated and complete their work with in minimal supervision.Customer Satis factionMy team members dont go for new customer until they satisfy the current one.ProductivityEfficiency and Effectivenessmy team achieve Targets at their assigned time.Cost ProgrammesMy team members always try to avoid to perform extra cost functions.BudgetMy team members never go beyond the budgeted expense.ClaimsMy team members are initiatively conscious about claim from others.Chapter 05 Research DesignThis research is explanatory in nature. In the research the quantitative techniques for data collection has been used. The data was collected in a survey by questionnaire from middle level employees in production department of dairy industry .Our target population is the employees of Dairy Products Companies. We choose Haleeb Foods Ltd, Nestle Milk Pak Ltd and Shakarganj Milk Products. Our sample size is gee employees of Production department of all three companies. We conducted the survey from 400 employees from Nestle, 400 employees from Haleeb and 200 employees from Shakargan j Group.For this systematic random sampling techniques of probability method has been used.Data Transformation and PresentationWe have tried to measure the Level of Democratic Leadership Style and Follower Performance. It was operationalized with the help of dimensions and elements. We had constructed number of statements on each element with 5 response categories using Likert Scale i.e Strongly agree, agree, undecided, disagree and strongly disagree. We hitd each of these items form 1 to 5 depending upon the degree of agreement with the statement. The statements was both positive as well as negative. For positive statement we had scored straight away from 5 to 1 i.e Strongly agree, agree, undecided, disagree and strongly disagree. For the negative statement we have to drive away the score i.e 1 for strongly disagree, 2 for disagree, 3 for undecided, 4 for agree and 5 for strongly agree. Reason being that negative multiplied by a negative becomes positive i.e a negative statement and a person strongly disagree with it implies that he has a positive responsive so we give a score of 5.We have two variable i.e democratic leadership style and follower performance let us say there were 15 statement measuring for different elements and dimensions measuring level of leadership style and 10 statements measuring level of follower performance. when on each statements of commitment the respondent could get minimum score of 1 and maximum score of 5, on 15 statements a respondent could get a minimum score of (15*1 = 15) and Maximum score of (15*5 = 75) and for follower performance minimum score of (10*1 = 10) and maximum score of (10*5 = 50). In this way the score index ranges from 15 to 75 for democratic leadership style and 10 to 50 for level of follower performance.By transforming the score from score index into scale, we had reason score ranges below 35 is for less democratic, 35 to 55 for moderate democratic and above 55 for highly democratic for leadership style . And for followers performance it was categorized like score ranges below 20 is for unsatisfactory performance, 20 to 35 satisfactory performances and above 35 is for outstanding performance.Univariate table for Democratic leadership styleTable1 Democratic leadership styleLeadership styleFrequencyPercentHighly Democratic55055Moderate Democratic30030Less Democratic15015 .Total m100Table 1 consist on three column ie. Leadership Style, Frequency and helping points of respondants. In leadership style, we have catorised it in three forms i.e Highly Democratic, Moderate democratic and Less Democratic. In Frequency column, there were 1000 persons sample out of which 550 are highly democratic, 300 are Moderate democratic and 150 shows the response of Less democratic.Univariate table for Follower PerformanceTable2 Follower PerformanceFollower PerformanceFrequencyPercentOutstanding57557.5Satisfactory27027Unsatisfactory15515.5Total1000100Table 2 consist on three column ie. Follower performan ce, Frequency and Percentage points of respondants. In Follower performance, we have catagorised it in three forms i.e Outstanding, satisfactory and unsatisfactory. In Frequency column, there were 1000 persons sample out of which 575 are giving outstanding performance, 270 are giving satisfactory performance and 155 are giving unsatisfactory performance.Bivariate tableTable 3 Democratic leadership style and Follower PerformanceFollowe