what makes a good boss final report

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What makes a Good Boss???

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First Year PGDM (A) & MMS (A)

Organisational Behaviour

What makes a Good Boss

MMS (A) PGDM (A)

Ashwin Srinivasan (04) Rajesh Amle (06)

Purva Chaudhari (07) Sriram Iyer (12)

Benson Varghese (19) Pankaj Verma (16)

Jitesh Pillay (22) Palash Agarwal (18)

Pranali Poojary (24) Bharat Jaiswal (21)

Ramesh Gopalakrishnan (28) Neha Salvi (27)

Sarita Sapaliga (29) Ranjeet Pawar (34)

Shariq Shaikh (30) Ravi Singh (36)

Nikhil Shanbhag (31) Abdul Puranwala (38)

Sharang Krishnan (32) Meena Babal (39)

Dhananjay Joshi (43) Sampada Naik (42)

Ushma kapadia (44) Snehrag Raghavan (46)

Laxmi Pai (50) Shripath Morudkar (47)

Renuka Sharma (51) Reema Sathyan (50)

Shruti Ketkar (52)

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Acknowledgement

A research project done over a period of four months (approximately) requires a lot of support and helpfrom people not being related to the study. We as a group were fortunate enough to have received

generous support and help from many. We therefore thank Mr. Amit Nadkarni (Manager JP Morgan

Chase) and Mrs. Manisha Rajashekhar (Manager Jardine Lloyd Thompson) for their valuable inputs. We

also thank Prof. Sandeep Bhanot for helping us out with statistical tools which eventually is the crux of

our analysis, hence his kind support shaped our project for good and we, as a group cannot be gratified at

this gesture of his. We thank him once again.

We thank all the employees of various companies for their valuable inputs without which the project

would not have been complete.

Last but not the least; we thank Prof. Nitin Vazirani for giving us the opportunity to explore this topic,

which we believe would be very useful in future. We thank him for giving this challenging project

through which we could learn how to work in a team. We thank him for guiding us step by step, thank

him for sharing his vision about the project and correcting us where required. We thank him for his

constant motivation and helping us improvise on our work. We look up to you Sir. Thanks for the

support.

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Executive Summary

No report or book on its own is going to make anyone a better boss. Becoming a better boss, like any

skill, is a matter of good practice and good feedback. What we are trying to offer in this report is what

people want from their boss with the help of primary as well as secondary research and also well justified

it with the collection of statistical tools.

Primary Research Secondary Research Statistical tools

Questionnaire(online and offline) Research Papers Chi Square test , Anova test

Interviews-Face to Face Articles Mean and Median

Telephonic Interviews Books on leadership and boss Karl Pearsons Correlation

Objective of the report covers the qualities of a good boss and also focuses on the most significant part

that is what makes a good boss a good leader. A fairly detailed analysis and comparison is made on

what makes a good leader and what are the common attributes that a good boss and a good leader have. A

good leader acts strategically, they craft out a vision and refer constantly to their vision, in their

communications and when giving feedback. They are firstly a good boss and they are focused on their

people, surrounding themselves with good people which eventually make them a good leader.

The conclusion and recommendations made is on the basis of the research and statistical tools used,

though we have covered the qualities that a good boss should have it is not universal fact, since what

makes a good boss being a subjective title, we would like to infer that it depends on the individual to

choose what makes a good boss according to him/her.

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Table of Contents

SERIAL

NUMBERTOPIC PAGE NUMBER

1 INTRODUCTION 6

2 RESEARCH METHODOLOGY 9

3 OBJECTIVE OF STUDY 11

4 LITERATURE REVIEW 12

5 PARAMETERS 17

6 ANALYSIS 22

7 CASE STUDY 52

8 CONCLUSION 53

9 RECOMMENDATIONS 54

10 INFERENCE 54

11 EMPLOYEE QUESTIONNAIRE 55

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12 BIBLIOGRAPHY 58

Introduction

A changing economy and changing attitudes about workhave resulted in some new reasons rising to the top of the

list of why employees leave. Employees are growing unhappier by the minute.

Nearly one in three (32%) of workers is considering leaving his/her job, according to a recent MercerStudyof 2,400 U.S. workers. Thats a sharp increase from the 23% that said theyd leave their jobs in2005.

It's been said many times before that people leave people, not their jobs. A recent Florida State Universitystudy backs up this claim. Find out why 40% of employees feel they work for "bad bosses" and howthese feeling impact organizations.

Careful selection of employees and managers can have a huge impact on youremployee retention effortsand employee turnover costs at your organization.

The reasons that employers score poorly are varied and many:

39% of workers said their supervisor failed to keep promises

37% indicated their supervisor failed to give credit when due

31% said their supervisor gave them the "silent treatment" during the past year

27% report their supervisor made negative comments about them to other employees or managers

24% indicated their boss invaded their privacy

23% said their supervisor blamed other to cover up personal mistakes or minimize embarrassment

So what does this all boil down to? The effects of having bad bosses in an organization can bedevastating. High turnover, poor employee morale, employee theft, diminished customer service,

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substandard employee performance, lower production, and an organizational culture of fear and mistrustcan all be blamed in part on poor bosses and managers.

The costs of having poor managers and bosses can be incredible. Consider the cost of employee turnover,which is different for all industries and positions, but has been roughly estimated at $15,000 - $17,000

per employee in low to moderately skilled positions. Having a manager who drives potentially valuableemployees from your organization can have a huge impact on your bottom line, and your customers.

Many employees would be willing to supply additional time and effort when asked of them, and mightonly require minimal compensation if they are happy with their job and work environment. While thoseemployees who are dissatisfied with their current job conditions are likely to refuse outright, or demandcostly compensation for their efforts.

The ramifications are immense. Managers and Bosses should be the captains of your organizational team.They should be great motivators, innovators, and leaders, who inspire the team members they superviseto achieve great things. These managers understand how to treat employees fairly and with respect, andmore importantly understand why it is important to do so. Managers who do this in turn breed newleaders for the organization who will follow the example set forth by their predecessors.

Poor managers on the other hand lead by fear, mistrust, and deceit. Employees who cannot adapt to this

environment are likely to defect, and with good reason. Those who do stay are often unhappy with theirwork environment, or worse adapt to and reinforce thisself-perpetuating culture. Some of these employeeswill eventually move on to management positionsthemselves and continue the cycle of poor managersand less than stellar results.

It is clear to see that the stakes couldn't be higher whenit comes to selecting who will manage the employeesof your organization. Hiring a bad manager can havedevastating effects on your company and can put theorganization in a serious rut which can be nearly

impossible to get out of. While having a greatmanagement team can ensure the future succession ofnew successful managers and the overall health andlongevity of your organization.

Is a supervisor really that important? After all, isn't ajob just about completing tasks in a designated periodof time? It may seem logical to suggest that adults should be able to handle work situations without a lotof interpersonal drama. However, anyone who has ever worked for an organization knows thatrelationships can be very important. For many individuals, interactions with people in the office are justas important as the work itself. Therefore, here are a few reasons a good boss is so important.

Control over lifeThe supervisor may not have direct control over every aspect in the lives of their employees, but it cansure feel like it at times. After all, the boss can have direct influence over general compensation, raises,

job duties, work environment, and career advancement. When employees have a boss that desires thebest for his or her staff, each if these elements may contribute to a person's happiness. However, whenthe supervisor is less than concerned with making employees happy, a person may find themselves over-worked, underpaid, and stuck in a "dead-end" job. If this is a daily reality, people may find work to bevery stressful. This stress may be a direct result of a poor manager.

A real person

Another reason that a good boss is so important is that a quality manager may be more likely to treat

employees like people, rather than just expendable resources. The good boss understands that peoplehave other concerns in their lives besides work, such as home and family. While people still have to do

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quality work and meet their obligations, it is always nice for people to know that their boss will allow theemployee to address personal concerns should they arise.

Daily conflict

There are people that enjoy a bit of banter every once in a while, but most individuals do not enjoy ageneral atmosphere of conflict and tension in the workplace. This is especially true for relations with thesupervisor. When people do not get along with the boss, they may dread going to work on a daily basis.Ongoing conflict with the supervisor may cause people to worry about their future, which can lead toanxiety and stress. A good boss can still hold their employees accountable for their work, but the qualitysupervisor is typically looking to bring out the best in people rather than using employees as scapegoatsfor organizational mistakes.

A path to success

Finally, a good boss can be very important for the long-term growth of the employee. Not all employeeswill be able to

experience advanced vocational development, but the quality supervisor is the person who looks for waysto help the employee grow. In some cases, this may mean allowing a good employee to move on to a

different organization. Supervisors do not typically like to lose quality employees, but the good bossrecognizes that the happiness of individuals may be fulfilled elsewhere. Some people can be generallytrained in supervision, but sometimes a quality manager is someone who just understands how to be agood boss. Some leadership qualities are simply innate.

So finally what qualities make a Good Boss?

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Research Methodology

The system of collecting data for research projects is known as research methodology. Some important

factors in research methodology include validity of research data, Ethics and the reliability of measures

most of your work is finished by the time you finish the analysis of your data.

Research design: Research design is the strategy, the plan, and the structure of conducting a research

project. The design is the structure of any scientific work. It gives direction and systematizes the research.

The method you choose will affect your results and how you conclude the findings. There are two types

of research design Descriptive and Exploratory.

a) Descriptive Study: The major purpose of descriptive research is the description of a person, situation,

institution or an event as it exists.

b) Exploratory Study: The information known on a particular subject matter is little.

Our study on what makes a Good boss? is a descriptive study which tells us about different qualities of

a good boss.

Scope of the study: Scope of study is a general outline of what the study will cover. The scope of the

study refers to the parameters in with the study will be operating in. Our study was spread across different

sectors to get a general idea about how different boss function.

Collection of the data: Data collection is a term used to describe a process of preparing and collecting

data, the purpose of data collection is to obtain information to keep on record, to make decisions about

important issues, to pass information on to others. The purpose of data collection is to obtain information

to keep on record, to make decisions about important issues, to pass information on to others. Primarily,

data are collected to provide information regarding a specific topic .In our research study Secondary data

i.e. . . Research papers were referred to obtain objective for the study and primary data was collected by

survey method for further analysis. Primary data was collected by online questionnaire using Google docs

for ease of analysing the data. Analysis was done using Excel and SPSS software.

Project report: Project report is prepared for future references. Preparation of the report marks the end

of the project study.

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10

Research Design

Scope of the

study

Collection of the

data

Primary Secondar

Survey

Questonnaire

Literature

Review

Target 500

Respondents

Online-Google

docs

Objective of the

study

Achieved 375 Respondents

Analysis- SPSS software

Inferences and

Recommendations

Conclusion

Project Report

End of Project


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Objective of the Study

1. What makes a good boss a good leader?

A good leader acts strategically, they craft out a vision and refer constantly to their vision, in their

communications and when giving feedback. They are firstly a good boss and they are focused on

their people, surrounding themselves with good people which eventually make them a good

leader.

2. What are the qualities that an employee looks for in a boss?

Employees are the biggest asset of any organization. It is they who make an organization what itis. It is their efforts that propel organizations to achieve greatness. Hence, it is critical tounderstand what expectations employees have from their bosses, and which qualities they believemake a good boss. These qualities would serve as a useful feedback for bosses to who are

struggling with declining employee morale or high turnover in their department.

3. To correlate the effect of bosses on employee motivation and performance.

Modern OB motivation theories like the Expectancy Model clearly emphasize the critical role ofbosses in recognizing performance and rewarding employees with what they seek to motivatethem. Without any recognition or rewards, the employees will feel frustrated with their boss andtheir work and their performance will slowly dip. This is not productive for a modern organizationwhich operates in an increasingly competitive scenario and expects to harness its human resourcesto the fullest. Hence, another key objective of this survey is to establish a relationship between

boss behavior and employee motivation and performance.

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Literature Review

What makes a Good Boss?

Recognizing some key characteristics can help you find a boss who is right for you Cynthia Carter Haddock, Ph.D.

Cynthia Carter Haddock, PhD is professor and chair in the department of health policy and

management at the University of Kansas School of medicine, Kansas City. .

She believes that recognizing some key characteristics can help an individual to find a right boss for

him/her. However defined, a "boss" by nature is given or somehow obtains at least some degree of

control of and - yes - responsibility for others, for better or worse. Its connotations have become sodiverse that the term's meaning is almost entirely determined by the person who invokes it.

No matter how progressive and enlightened the organizations human resource policies and no matter

how cutting edge the organizations strategy, it is the boss who is the face of the organization to its

subordinates. In the business world, however, everyone agrees that having a "good boss" is highly

preferable to having a "bad boss.

But what is a good boss exactly???

While personal preference will determine in part how to regard the boss. Following are some

characteristics that one should look for in a boss. These characteristics can be a useful guide for

understanding and improving the relationship with ones current boss as well as in evaluating potentialboss as one move in new positions.

Technically Competent: The boss should have the skills necessary to do his/her own work while

also directing and evaluating the subordinates work.

Integrity: the boss should be the person of integrity; its actions should match its words. Should be

able to earn trust of the subordinates, peers.

Emotional intelligent: A bosss emotional intelligence is often the key to good relationships with

subordinates.

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FIVE MAIN CHARACTERISTICS OF EMOTIONAL INTELLIGENCE

1) Self Awareness

2) Self Regulation

3) Motivation

4) Empathy

5) Social Skills

Intellectually energetic and curious: Good boss are lifelong learners. They see every situation

as a learning opportunity and every person as someone from whom they can learn

A Skilled mentor: While bosses may not mentor each and every one of their subordinates, they

should fulfill at least some mentoring needs within the organization

Responsible and accountable: A good boss listens broadly and intently to others opinions and

informations before making decisions.

So what a good boss can do???Improve the quality of life, facilitate the performance, encourage one to take on more challenging

tasks and greater levels of responsibility.

How do you find a good boss???

With the right research and evaluation, however one can improve the chances of finding the boss

who will support and also develop ones supervisory skills.

How To be a Good Boss

Aghadiuno, Mabel

Hospital Doctor; Feb 24, 2005

Dr. Mabel Aghadiuno (Crydon primary care trust) publish article on Feb 24, 2005 after extensive

research in medical field.

Suggested following qualities for Good boss who is Good leader

Communication

Trustworthy

Attention & respect

Consideration for other

Inspiration

Motivation

Team building

Vision

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Leadership

Being a Good Boss. James Adonis

James Adonis is one of Australia's most well-known management thinkers, International expert on

employee engagement and also the Co-founder and Managing Director of Team Leaders - a company

dedicated to developing the very best frontline managers.

What makes a good boss???

Leadership management, a training company who asked 3000 employees to list ideal characteristics in a

boss. Following are the top 10 ideal characteristics that an employee would like to see in their bosses.

1) Trustworthy and open in approach- Employee want their boss to be someone who displays

integrity, motivates others, and is competent-the right capabilities, skills, results and track record.

2) Clear Communication- Employees feel that communication should be the exchange of

understanding- which is best served when employees are actually engaged in a two wayconversation rather than as victims of a monologue.

3) Space to do the work- back off but be there which means employees wants their space to do

the work but at the same time they also want their boss to support them.

4) Respects inputs into decisions- Employees like to be consulted when matters of significance

occur in the workplace; this will make them more receptive to change and less likely to resist it.

5) Regular and honest feedback- Employees feel that the annual performance appraisal isnt

enough, immediate feedback provided in a friendly manner is much better.

6) Fair and even handed- Employees want their boss to be fair and the one who makes reasonable

demands and also who is not biased in doing the work.

7) Providing adequate resources- Employees want their boss to provide them with the resources

which are required to perform a particular task. Resources may include simple things as

stationary, training material and client information.

8) Coaching and Development- Employees wanted to work with the boss who can coach them as

well as develop them, pertaining to some specific skill or knowledge required in performing atask.

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9) Recognition- Employees wanted to be recognised by their bosses for the extra efforts they have

put or the results they were able to bring.

10)Delegating Challenging work- Employees wanted their boss to trust them for doing the

challenging work and giving them the space to work on it, followed by the feedback from their

boss.

Linked in Summary

What does a good boss do right that makes him a true leader?

Here is a discussion that we found online with regards to good boss. The objective of this discussion is to

find some behavioural level of understanding to analyse good leaders, good boss and good

managers and perhaps build a constructive guide for leadership development {as a key to build

sustainable organizational development}

Linkedin is a business related social networking site launched in 2003, mainly used in professional

networking. The site is to allow registered users to maintain a list of contact details of people with whom

they have some level of relationship, called Connections. It can then be used to find jobs, people and

business opportunities recommended by someone in one's contact network. Employers can list jobs and

search for potential candidates. Job seekers can review the profile of hiring managers and discover which

of their existing contacts can introduce them.

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Leader or Just a Boss?

by George Ambler on February 21, 2010

Many people confuse leadership with positional authority and power. It is believed that a person inauthority or someone with a title is a leader. The reality is that most people are in authority because oftheirpotential to lead, however leadership only occurs when the person makes a decision to exerciseleadership.

There is no correlation between position and the act of leadership. Just having a title does notmake you aleader, leaderships is about influence. Title only buys you the time needed to exercise leadership, and inthis time your influence as a leader either increases or diminishes. There is a huge difference between

being a boss and being a leader.

The boss drives group members; the leader coaches them.The boss depends upon authority; the leader on good will.The boss inspires fear; the leader inspires enthusiasm.The boss says I; the leader says we.

The boss assigns the task, the leader sets the pace.The boss says, Get there on time; the leader gets there ahead of time.The boss fixes the blame for the breakdown; the leader fixes the breakdown.The boss knows how it is done; the leader shows how.The boss makes work drudgery; the leader makes it a game.The boss says, Go; the leader says, Lets go.

People follow the boss because they have to, that is if they want to keep their jobs they do what the bossasks. People follow leaders because they choose to. They follow leaders because of who they are andwhere they are going.

Parameters

There were in all 15 parameters which were considered for our report. We received the top 5 on the basisof the following question posed in our questionnaire:

Q. Choose the BEST 5 of the following qualities you want most in your boss.

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Top 5 parameters as per the questionnaire followed by the other parameters covered in the report:

1. Communication: Communication in a business organization provides the critical link between

core functions.

Q. My boss communicates all work instructions to me.

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2. Motivation: The processes that account for an individuals intensity, direction, and persistence of

effort toward attaining a goal.

Q. My boss recognizes my performance.

3. Trustworthiness: The personal state or quality of being trustworthy or reliable. Commonly

regarded as a virtue.

Q. My boss is honest & trustworthy.

4.Team Building: Philosophy of job design in which employees are viewed as members ofinterdependent teams instead of as individual workers.

Q. My boss initiates activities that contribute to group morale.

5. Flexibility: Workplace flexibility is about when, where and how people work.

Q. My boss gives me the liberty to solve the problems in different ways.

6. Enthusiasm: Ardent and lively interest or eagerness with respect to work. Enthusiasm is also a

desirable leadership trait because it helps build good relationship skills with team members. A

leader can express enthusiasm both verbally (Great job) & non-verbally (making a high five

gesture).

7. Competency: A combination of knowledge, skills, behaviors, and attitudes that contribute to

personal effectiveness. The quality of being adequately or well qualified physically and

intellectually.

8. Coaching: The art of facilitating the performance, learning and development of another. Helping

you do your best. Unlocking a persons potential to maximize their own performance.

9. Emotional Stability: It refers to the ability to control emotions to the point that ones emotional

responses are appropriate to the occasion. It is an important leadership trait because group

members expect and need consistency in the way they are treated.

10.Ethics: Moral principles that govern a person's or group's behaviour. The moral correctness of

specified conduct.

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11.Creative/Innovative: The ability to produce normal and useful ideas. The terms creativity and

innovation are often used interchangeably, innovation refers to invent or begin to apply new ideas.

The role of a creative leader is to bring into existence ideas and things that did not exist previously

or that existed in a different form.

12.Dynamic: Characterized or distinguished by continuous change or vigorous activity, high

effectiveness, energy, orforce.

13.Visionary: The ability to create and articulate a realistic, credible, attractive vision of the future

for an organization or organizational unit that grows out of and improves upon the present.

14.Assertive: it refers to being forthright in expressing demands, opinions, feelings and attitudes.

Being assertive helps leaders perform many tasks and achieve goals. Among them are confronting

the group members about their mistakes, demanding higher performance, setting high expectations

and making legitimate demands on higher management.

15.Passionate: It is an experience so engrossing and enjoyable that the task becomes worth doing for

its own sake regardless of the external consequences. A dominant characteristic of effective

leaders is their passion for their work and to some extent for the people who help them accomplish

the work. The passion goes beyond enthusiasm and often expresses itself as an obsession for

achieving company goals.

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http://www.businessdictionary.com/definition/change.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/high.htmlhttp://www.businessdictionary.com/definition/effectiveness.htmlhttp://www.businessdictionary.com/definition/energy.htmlhttp://www.businessdictionary.com/definition/force.htmlhttp://www.businessdictionary.com/definition/change.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/high.htmlhttp://www.businessdictionary.com/definition/effectiveness.htmlhttp://www.businessdictionary.com/definition/energy.htmlhttp://www.businessdictionary.com/definition/force.html


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Analysis

CHI-SQUARE TEST

Chi-Square test for Gender Preference

GENDER OF PREFERRED BOSS

GENDER OFEMPLOYEES FEMALE MALE TOTAL

FEMALE 39 83 122

MALE 29 223 252

TOTAL 68 306 374

375 employees answered the questionnaire, out of which 122 were female employees and 252 were male

employees. From 122 female employees, 39 preferred a female boss as their boss and 83 preferred male

boss as their boss.

Hypothesis:

Null Hypothesis H0: There is no significant relation between gender of an employees and

gender of preferred boss.

Alternate Hypothesis H1: There is significant relation between gender of an employeesand gender of preferred boss.

In chi-square, there is an expected value (E) for each cell or observed value(O). The formula of finding

expected value is:

E= (row total of that cell * column total of same cell)/group total

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For example: E value of O=39

E= (122*68)/374

=22.1818

O E Chi-square value

39 22 13

83 100 3

29 46 6

223 206 1

Total = 23

Chi-square calculated is 23

Now we have to find out chi-square tabulated value.

Here =5% and degree of freedom= (no. of row-1)*(no. of Column-1)

= (2-1)*(2-1)

= 1

Using chi-square table,

Chi-square tab. = 3.84

Here, chi-square cal. is greater than chi-square tab.

Therefore,

We accept H1 and reject H0 and infer that there is significant relation between gender of an

employees and gender of preferred boss.

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RATING OF BOSSES

The top five qualities were considered i.e. Communication Skills, Motivation, Team Building,

Trustworthiness and Flexibility. The specific questions in the questionnaire were considered and the sum

total of the responses were taken.

1 - Strongly disagree

2 - Disagree

3 - Uncertain

4 - Agree

5 - Strongly Agree

The scale was chosen based on the leadership skills as

Scale Leadership skills

5-11 Low

12-18 Medium

19-25 High

Out of the 375 employees surveyed the pie chart given below shows the no. of people who rate their

bosses with respect to the leadership skills ratings for the top 5 parameters.

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Further the Chi-square tests for the relation between each parameter and the goodness of boss is

determined separately

Chi-Square test for finding out relation between good boss and Communication

Ratings of Bosses

Communication Skills

Low Average Good TOTAL

Strongly Agree andAgree

0 90 177 267

Strongly Disagree and

Disagree14 28 3 45

Uncertain2 43 17 62

TOTAL16 161 197 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Communication skills and

a Good boss

Alternate Hypothesis H1: There is significant relation between Communication skills

and a Good boss

In chi-square, there is an expected value (E) for each cell or observed value(O). The formula of

finding expected value is:


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For example: Expected value of O = 90

E = (267*161)/374

E = 114.93


0 11.42 11.42

90 114.93 5.41

177 140.63 9.4

14 1.92 75.73

28 19.37 3.84

3 23.7 18.08

2 2.65 0.16

43 26.68 9.96

17 32.65 7.5

Total = 141.5

Chi-square calculated = 141.5



= (3-1)*(3-1)

= 4




Therefore,

We reject H0 and accept H1 and infer that there is significant relation between Communication skills

and a Good boss

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Chi-Square test for finding out relation betweengood boss and Motivation

Ratings of Bosses

Motivation Skills


Strongly Agree and

Agree0 53 177 230

Strongly Disagree andDisagree

15 23 0 38

Uncertain1 85 20 106

TOTAL16 161 197 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Motivation skills and a

Good boss

Alternate Hypothesis H1: There is significant relation between Motivation skills and a

Good boss




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E = (230*161)/374

E = 99.01


0

9.83957219

3 9.839572

53

99.0106951

9 21.38137

177

121.149732

6 25.74708

15

1.62566844

9 110.0303

23

16.3582887

7 2.696635

0

20.0160427

8 20.01604

1

4.53475935

8 2.755278

85

45.6310160

4 33.9663

20 55.8342246 22.99829

Total = 249.4308




= (3-1)*(3-1)

= 4


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Therefore,

We reject H0 and accept H1 and infer that there is significant relation between Motivation skills and a

Good boss

Chi-Square test for finding out relation between good boss and Team building .

Ratings of Bosses

Team Building Skills


Strongly Agree and

Agree0 62 178 240


Disagree 13 26 0 39

Uncertain3 73 19 95

TOTAL16 161 197 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Team Building skills and a

Good boss

Alternate Hypothesis H1: There is significant relation between Team building skills and

a Good boss




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E = (240*161)/374

E = 103.31


0 10.27 10.27

62 103.32 16.52

178 126.42 21.05

13 1.67 76.96

26 16.79 5.05

0 20.54 20.54

3 4.06 0.28

73 40.90 25.20

19 50.04 19.25

Total = 195.13




= (3-1)*(3-1)

= 4




Therefore,

We reject H0 and accept H1 and infer that there is significant relation between Team Building skills and

a Good boss

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Chi-Square test for finding out relation between good boss and Trustworthiness

Ratings of Bosses

Trustworthiness Skills


Strongly Agree and

Agree0 55 180 240

Strongly Disagree andDisagree

13 43 1 57

Uncertain3 63 11 77

TOTAL16 161 197 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Trustworthiness skills and

a Good boss

Alternate Hypothesis H1: There is significant relation between Trustworthiness skills

and a Good boss




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E = (240*161)/374

E = 103.3


0 10.27 10.27

55 103.32 22.59

185 126.42 27.15

13 2.44 45.74

43 24.54 13.89

1 30.02 28.06

3 3.29 0.03

63 33.15 26.89

11 40.56 21.54

Total = 196.16




= (3-1)*(3-1)

= 4




Therefore,

We reject H0 and accept H1 and infer that there is significant relation between Trustworthiness skills

and a Good boss

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Chi-Square test for finding out relation between good boss and Flexibility

Ratings of Bosses

Flexibility Skills


Strongly Agree and

Agree

1 95 181 277


Disagree14 26 15 55

Uncertain1 40 1 62

TOTAL16 161 197 374

Hypothesis:

Null Hypothesis H0: There is no significant relation between Flexibility skills and a

Good boss

Alternate Hypothesis H1: There is significant relation between Flexibility skills and a

Good boss




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E = (277*161)/374

E = 119.24


1 11.85 9.93

95 119.24 4.93

181 145.91 8.44

14 2.35 57.65

26 23.68 0.23

15 28.97 6.74

1 2.40 0.81

40 24.11 10.48

1 29.50 27.53

Total = 126.74




= (3-1)*(3-1)

= 4




Therefore,

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We reject H0 and accept H1 and infer that there is significant relation between Flexibility skills and a

Good boss

Data Mining Analysis with IBM SPSS

IBM developed an innovative software called SPSS (Statistical Package for the Social Sciences) which iswidely used in the industry across many sectors for detailed statistical analysis. This software enablesusers to perform the following:

1. Survey authoring and deployment2. Data mining3. Text analytics4. Statistical analysis5. Collaboration and deployment

In our project, we performed data mining on our data using the cross-tabulation function in SPSS. Thisfunction allows us to cross-tabulate two (or more) sets of parameters. In our case, we used this built-inSPSS function to cross-tabulate two parameters that make good bosses as per our questionnaire andextracted meaningful data from these cross-tabs. We performed six cross-tabs on our data and coveredtwelve questions from our questionnaire for the data mining analysis.

The first crosstab is presented in Table 1 below. This table gives the data distribution for two parameters:

Do employees trust their boss?Trust can make or break any relationship. The boss-employee relationship is no different. An employeewho does not trust his boss will feel frustrated and demotivated at work. He is more likely to withholdideas or suggestions for fear of being scolded or ridiculed.

Are they comfortable sharing ideas with their boss?The comfort-level between a boss and an employee determines the mode and level of interaction thattakes place between them. An employee who has a very uneasy comfort-level with his boss would seek tolimit any interaction or avoid his boss altogether. This is not healthy for any organization.

Table 1. Crosstab for Trust vs. Comfort-Level in Sharing Ideas.

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As highlighted in red, the following statement was mined from the data distribution:

78 % Employees who trust their boss are more comfortable sharing their ideas with their boss.

This shows that a majority of employees who trust their boss express themselves more freely and arewilling to share their ideas and opinions to help their boss make informed decisions. This trust results in a

much better working environment for both bosses and employees, and helps make the organization anexcellent place to work; where leaders are trusted and ideas are innovation are encouraged.The second crosstab is presented in Table 2 below. This table gives the data distribution for two

parameters:

Do bosses provide work-life balance?One of the major HR issues these days is work-life balance; or lack thereof. Many employees acrossvarious sectors and countries are complaining that their bosses do not realize their need for work-life

balance and this impacts their job satisfaction. A lack of healthy work-life balance results in work relatedstress, affects the quality of personal relationships, and creates too much frustration with the boss, job,company, and life in general.

Do bossed emphasize results more than people?Bosses who are ambitious to rise in the corporate world are ready to take on challenging targets toimpress their seniors. In the bargain, they may neglect the needs of their team that would result indiscontentment and frustration for them. A result-oriented boss may come across as ruthless andcompetitive; someone who only cares about achieving those lofty targets; often at the expense of theemployees.

Table 2. Crosstab for Work-Life Balance vs. Emphasis on Results.


56% Employees agree that Bosses who emphasize on results are less considerate towardsemployees work-life balance.

This indicates that a majority of employees are in agreement that bosses who tend to be more result-oriented and task-driven tend to pay less attention to the work-life balance needs of their employees. Thisis a typical scenario in many MNCs where managers are hard pressed to achieve their targets and are leftwith no choice but to push their team harder and harder to accomplish the same. In the bargain,

employees feel that they have no life outside of work and hence, get frustrated with their boss anddemotivated with their job.

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The third crosstab is presented in Table 3 below. This table gives the data distribution for two parameters:

Are bosses open to discussions?Often times bosses do not like to be told that their ideas are not so great. Employees may have much

better ideas but they may be hesitant to disclose these ideas to their bosses because their bosses functionin an autocratic manner and do not expect or encourage any kind of participation or debate when takingdecisions. This results in un-optimal use of human resources in an organization.

Do bosses give liberty to solve problems?Most organizations thrive on problem solving as an integrated approach to meeting organizational goals.This should ideally involve input from both bosses and employees. Bosses usually drive the problemsolving process. However, employees are the major resource of any organization and they must begroomed and encouraged to think critically and innovate new approaches to solving problems.

Table 3. Crosstab for Open to Discussions vs. Liberty to Solve Problems.


77% of employees agree that bosses who are open to discussions give them liberty to solve problems

in their own way.

This highlights that a majority of employees believe that bosses who are open to discussions andencourage employees to put forth their point of view and think out-of-the-box and more likely to givethem the freedom to tackle various work-related problems in their own way. This means that employeesare allowed to figure out new approaches to problem-solving in addition to the standard approachfollowed by the boss or the organization. This is an important quality in igniting creativity and fuellinginnovation.

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The fourth crosstab is presented in Table 4 below. This table gives the data distribution for twoparameters:

Do bosses walk the talk?It is important for bosses to preach their subordinates and contractors as to what is expected from themand how they should ideally go about achieving those expectations. The boss must ensure that he doesnot deviate from the ideal path himself and set a positive example for all to emulate. Hence, it isimportant that the boss must follow what he preaches to others around him.

Do bosses follow ethics in getting work done?Ethics is an important element in any business. A good boss is expected to uphold the ethical standards ofhis organization and inculcate the same values in his subordinates. Hence, getting a task done is asimportant as getting it done without compromising on ethical values that can make or break a business.

Table 4. Crosstab for Walk the Talk vs. Ethics in Getting Work Done.


58% of the employees believe that Bosses who practice what they preach are ethical.

This shows that a majority of employees believe that bosses who actually follow what they tell others(employees, contractors etc.) are more likely to the ethical in their work. Business ethics is an importanttrait for a good boss and unethical bosses create trouble not only for themselves, but also for theirsubordinates, seniors, and the organization as a whole. Hence, it is very critical for bosses to be ethical intheir work and actually follow what they preach in business.

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The fifth crosstab is presented in Table 5 below. This table gives the data distribution for two parameters:

Do bosses communicate all work instructions clearly?Employees may get confused if work instructions are not clearly communicated to them by their boss. Agood boss ensures that employees know what exactly they are supposed to do; and how are they supposedto go about accomplishing their tasks. This increases overall efficiency in the organization and improvesemployee productivity as a result.

Do bosses give constructive feedback?Feedback is an important aspect of letting employees know the current status of their performance.Critical feedback might discourage or demotivate an employee. Only proper constructive feedback can goa long way in bringing out the best in human resources within an organization.

Table 5. Crosstab for Communication vs. Constructive Feedback.


81% employees agree that bosses who communicate effectively also provide constructive feedback.

Communication is one of the most critical parameters of being a good boss. A majority of employeesbelieve that bosses who communicate effectively are more likely to provide constructive feedback tothem. This makes sense because a boss who is effective at communication would always ensure thatemployees are aware of what exactly is expected out of them. He would also ensure that employees areaware of their current performance status and what is needed to be done to keep up or improve the same.

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The sixth crosstab is presented in Table 6 below. This table gives the data distribution for twoparameters:

Does the boss allocate time and resources for morale-building activities?Team building is an important element in building successful organizations. A good boss ensures thatteam building is enhanced through morale-building activities like picnics, outings, parties, and sports.Employees forge strong bonds during such events and activities and that helps them connect better withone another. This results in much better collective performance of employees.

Does the boss create a healthy work environment?Bosses should take steps to ensure that employees have a healthy work environment to work in. thisincludes safety, comfort, resolving work conflicts, and making sure that employees are comfortablecoming in to work everyday.

Table 6. Crosstab for Morale-Building Activities vs. Creating healthy Work Environment.


52% employees agree that they have a healthy work environment despite little morale activities.

A majority of employees believe that despite a lack of morale boosting activities (picnics, outings, sportsetc.), their bosses have succeeded in creating a very healthy and conducive work environment. This isvery important for any organization because an unhealthy work environment impacts employeesnegatively by demotivating them and results in higher turnover and increased work stress. Moraleactivities can only go so far to build a healthy team spirit. The main onus is on the boss to listen to hisemployees, resolve conflicts, be fair and just, allow for creativity and innovation, and encouragesubordinates to perform better; thereby creating a very friendly and conducive work environment.

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Karl Pearson of correlation coefficient

The correlation coefficient, denoted by r, is a measure of the relation between two variables. Thecorrelation coefficient takes on values ranging between +1 and -1, including the end point values

plus/minus 1.The following points are the accepted guidelines for interpreting the correlation coefficient:1. 0 indicates no relation between two variables.

2. +1 indicates a perfect positive relation: as one variable increases in its values, the other variable alsoincreases in its values.

3. -1 indicates a perfect negative linear relationship: as one variable increases in its values, the othervariable decreases in its values.

4. Values between 0 and 0.3 (0 and -0.3) indicate a low positive (negative) relation between twovariable.

5. Values between 0.3 and 0.7 (0.3 and -0.7) indicate a moderate positive (negative) relation between twovariables.

6. Values between 0.7 and 1.0 (-0.7 and -1.0) indicate a high positive (negative) relation between twovariables.

Below line shows the different relations

(negative) (positive)

-1 high -0.7 moderate -0.3 low 0 low 0.3 moderate 0.7 high 1

For the top 5 qualities we have taken the option of the respective questions filled by female and male

employees. Top 5 qualities are communication, motivation, team building, trustworthiness, flexibility.

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Communication:

40

Female(X) Male(Y)

Agree 74 146

Disagree 9 26

Strongly Agree 18 29

Strongly Disagree 7 4

Uncertain 15 47

r =xy/[(x.y)]

=0.97996711


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Question no 1 is based on communication quality. In above table, 74 female employees have filled agree

option, 9 female employees have filled disagree option, 18 female employees have filled strongly agree

option, 7 female employees have filled strongly disagree and 15 female employees have filled uncertain

option.

Karl Pearson of correlation (r) = xy/[(x.y)]

And here, r = 0.9799611

Since, correlation is +0.9799611, It can be inferred that there is a relatively high positive correlation

between the opinion of female and male employees with respect to communication as quality of a good

boss.

Motivation:

Female(X) Male(Y)

Agree 188 370

Disagree 32 87



Uncertain 69 153

r=xy/[(x.y)]

=0.99172528

Here, Karl Pearson of correlation is 0.99172528.

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Since, correlation is +0.99172528, It can be inferred that there is a relatively high positive correlation

between the opinion of female and male employees with respect to motivation as quality of a good boss.

Team building:

Female(X) Male(X)

Agree 180 342

Disagree 42 100



Uncertain 63 125

r=xy/[(x.y)]

=0.995821


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Since, correlation is +0.995821, It can be inferred that there is a relatively high positive

correlation between the opinion of female and male employees with respect to team building as quality of

a good boss.

Trustworthiness:

Female(X) Male(Y)

Agree 36 121

Disagree 15 25



Uncertain 27 50

r=xy/[(x.y)]

=0.92686735


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correlation between the opinion of female and male employees with respect to trustworthiness as quality

of a good boss.

Flexibility:

Female(X) Male(Y)

Agree 8 32

Disagree 1 3

Strongly Agree 2 3


Uncertain 4 9

r=xy/[(x.y)]

=0.96928762


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correlation between the opinion of female and male employees with respect to flexibility as quality of a

good boss

ANOVA

Single-Factor ANOVA

This is a very useful statistical tool that helps us understand whether there is any relationship betweentwo given parameters. The result of this test will either verify or refute the null hypothesis. The typicalhypotheses statements are as follows:

Null Hypothesis, H0: There is no relationship between the two considered parameters, i.e., bothparameters are independent of each other

Alternate Hypothesis, H1: There is some relationship between the two parameters, i.e., both parametersare dependent on each other

In our project, we considered the following two parameters of the single-factor ANOVA test:

Boss behaviourThis parameter focuses on the various traits of the boss which were covered in the questionnaire. Thesetraits are important for a boss to be considered a good boss and are as follows:

1. Ethical behaviour in getting work done2. Willingness to listen to work-related suggestions3. Treating employees with respect and dignity4. Being calm and composed in the face of a crisis

Employee sector

This parameter focuses on various sectors of the industry that were covered in the questionnaire. Themain four sectors that accounted for the bulk of the data were considered and they are as follows:

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1. IT services2. Banking/Financial Services3. Aviation4. Pharmaceutical

We devised the null and alternate hypothesis statements for the above two parameters as follows:

H0: Boss behaviour and qualities are independent of sector

H1: Boss behaviour and qualities depend on sector

The outcome of this test will clearly indicate to us whether or not boss behaviour has any connection tothe sector of the employee. The reasoning for doing this test is based on the logic that different sectors

place different kinds of demands on bosses; and bosses would pass down these demands on theirsubordinates. This impacts the interaction between bosses and employees and will shape the perceptionthat employees have of their boss.

The reference table for testing H0 against H1 is presented below. Desired boss qualities are listed row-wise and each of the main sectors are listed column-wise. Each of the sector columns consist of

percentage data of employees who registered a positive opinion (eitherAgree orStrongly Agree) abouttheir boss against each of the listed qualities.

Table 7. Single-Factor ANOVA for Sector Data.

The Single-Factor ANOVA Test was performed in MS Excel using the built-in function from the DataAnalysis tab. The results of the test are presented in a snapshot from Excel in the figure below:

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Figure 1. Snapshot of MS Excel for Single-Factor ANOVA.

The interpretation of the test depends on comparing the two F values; namely:

1. The system calculated F value, or Fcal2. The critical F value, or Fcrit

The Excel result gives the following values for F:

Fcal = 8.725Fcrit = 3.490

The null hypothesis is verified only if Fcal < Fcrit. Since in this case Fcal > Fcrit, the null hypothesisdoes not hold and hence, must be rejected. Therefore, we conclude that:

Boss behaviour and qualities INDEED DO DEPEND on employee sector.

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Mean

The arithmetic mean is used to compute the average of a given set of values. This is one of the mostpopular and widely used measure of central tendency. When we have class data, we first ensure that theclass range is exclusive (as in all numbers are covered). We then compute the mid-point for each of theclass ranges and multiply that mid-point value with the corresponding frequency. We then add up the 2columns (frequency & mid-point value X frequency) and compute the class data mean as follows:

x= fmf

The mean age for the data collected in our survey was computed using Excel and was found to be 25.1years as shown in Table 1 below:

Table 8. Mean Computation from Excel.

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MedianAnother widely used measure of central tendency in statistics is the median. This measure ensures thatvalues which are at extremes from the bulk of the values do not affect the average computation. Theformula used for median computation of exclusive class range data is as follows:

xmed=L1+ n2- cff (L2-L1)

Where;

n/2 is half of the data set valuesMedian class is the one which contains the n/2th valuecf is the cumulative frequency of the preceding classf is the frequency of the median classL1 is the lower limit of the median classL2 is the upper limit of the median class

Table 9 gives the snapshot from Excel for the median computation:

The median age of respondents was found to be 24.2 years as shown in Table 2. This is consistent withthe mean calculation and hence shows that majority of our respondents were young professionals fromsectors.

Table 9. Median Computation from Excel.

Skewness

The skewness factor for a given data set measures how much asymmetric the data is about the centralline. A skewness factor of zero indicates that the data is perfectly symmetric. A positive skewness

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indicates that bulk of the data is on the left of the central line. A negative skewness indicates that bulk ofthe data is on the right of the central line. Skewness values can range anywhere from - to +.

Figure 2 shows the data distribution for the survey based on age of respondents:

Figure 2. Age Distribution Data & Skewness.

Using the SKEW function in Excel, the skewness factor for age data was found to be 2.743.

This indicated a positive skewness as illustrated in Figure 2.

The mean and median values clearly indicate that our data focused on opinions of the young Indian

workplace. This is further confirmed by the skewness of age data about the range 18 35 years.

Case Study

Summary

A man worked under two employer, Sudhir and Ashish

Sudhir used to encourage the individual ideas, let the team discover the flaws through the discussion and

experience.

On the other hand Ashish was efficient and extremely intelligent , but neither had the time nor

inclination to groom towards his subordinates

He was never bothered about his team work.

Ashish never used to discuss or debate the any other ideas among team. He just used to give solution

which he thought was the best and forced the team to do it.

He never gave a deadline for any work and on top of that if any particular work was not finished he used

to disassociate himself from the team. He was very low on motivating employee.Whereas Sudhir used to

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get himself involved in employees work but at the same time used to leave them alone to realize their full

potential. He used to let the team to make its own mistake and learn from it.

He rarely used to hold any individual responsible for the failure.

Understanding from the case

So we can see how people even with efficiency and intelligence cannot be a good leader. Unless one does

not motivate others or listen to them, one cannot be called a good leader. There are many other qualities a

good leader must have but mostly a good leader should have a good communication skill, a good

motivator, a team builder and one should be flexible.

Conclusion

The survey conducted among the respondents in the project brought forward few interesting observations

on what characteristics they look forward to in their leaders. The sample audience covered in the survey

displayed a highly positive response towards their leaders. The remaining set of respondents included the

ones who didnt hold an opinion on the same and the highlight was that the least percentage of

respondents believed that their bosses lacked the necessary skills to lead the team.

A clear observation was that most of the subordinates believe that effective communication is a key trait

that they expect from their bosses. Since communication skills are at an all-time low, a manager who can

communicate effectively is definite positive. They keep their employees informed so that they are not

caught unawares and the whole department look bad. This also goes to keeping in touch with each

employee individually instead of waiting to their review time so that any issues can be addressed earlier.

Another key trait that the employee looks for is TRUST. The boss is expected to develop mutual trust

with his team and this trait results into another important feature of approachability. The employees look

forward to sharing their fears, personal goals, thoughts and ideas with their superiors, without any fear. In

current times of recession and layoffs, this trait in a boss becomes extremely critical.

Flexibility to meet the goals and adapting to the challenges in a competitive working environment is

another trait that the employees believe they look for in a successful leader. Another interesting

observation is the preference for male bosses among both the male and female candidates.

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Recommendations

One of the key observations that we made during this project is the importance of having the right mix of

the audience as the survey respondents. This ensures that a wide range of opinions are gathered ensuring

the key theme is addressed at a holistic level.

A good boss has to be a good communicator who can convey his ideas and thoughts clearly to his team.

Being a good listener would help his subordinates confide in him and also give relevant feedback about

his leadership style. It is extremely important for the boss to establish effective 2 way communication

with his team. Motivation expresses itself as a passion to work beyond money and status. The boss needs

to be motivated about his own job and should be able to motivate his team to deliver results in the mostefficient manner. During the process, the employees should get a sense of ownership of the task assigned

to them and with motivation the drive to succeed is bound to push them to deliver. A boss is responsible

for influencing his team to perform an action, complete a task, or behave in a specific manner. If leaders

are ethical, they can ensure that ethical practices are carried out throughout organization.

Inference

Though we have covered the qualities that a good boss should have it is not universal fact, since what

makes a good boss being a subjective title, we would like to infer that it depends on the individual tochoose what makes a good boss according to him/her.

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So what makes a good boss?? Choice is yours

Employee Questionnaire

Demographic Details Name: _______________________ Company: _______________________Sector: _______________________ Age: _______________________Years of Experience: ____________Gender: ______________________Gender of Boss:________________

Q1. My boss communicates all work instructions to me.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q2. My boss is honest & trustworthy.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q3. My boss recognises my performance.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q4. My boss empowers me to take my own decisions.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q5. My boss creates a healthy environment at work.Strongly Disagree Disagree Uncertain Agree Strongly Agree

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Q6. My boss is open to discussions.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q7. My boss emphasizes on personal training & development programmes.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q8. My boss is able to face challenges effectively.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q9. My boss always treats me with respect & dignity.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q10. My boss is unbiased.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q11. My boss gives me the liberty to solve the problems in different ways.Strongly Disagree Disagree Uncertain Agree Strongly AgreeQ12. My boss walks the talk.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q13. My boss ensures that I am informed of steps that can improve my performance.

Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q14. My boss takes an initiative to resolve inter-personal conflicts.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q15. My boss emphasizes on work-life balance.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q16. My boss remains calm during a crisis.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q17. My boss initiates activities that contribute to group morale. (Eg: parties, picnics, team dinners,tickets to a concert)Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q18. My boss provides regular constructive feedback to me.Strongly Disagree Disagree Uncertain Agree Strongly Agree

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Q19. My boss helps me to map my career path in the organisation.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q20. My boss values ethics in getting the work done.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q21. My boss provides assistance in developing new ideas.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q22. My boss is able to foresee future threats & opportunities.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q23. My boss is willing to listen to work related suggestions.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q24. I feel comfortable sharing ideas with my boss.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q25. My boss emphasizes more on results rather than people.Strongly Disagree Disagree Uncertain Agree Strongly Agree

Q26. Choose the best 5 of the following qualities that you want most in your boss. Communication _____ Enthusiasm _____ Competency _____ Motivation _____ Coaching _____ Team building _____ Trustworthiness _____ Emotional stability _____ Ethics _____ Flexibility/Adaptability _____ Creativity/Innovation _____ Dynamic _____

Visionary _____ Assertive _____ Passionate _____

Q27. Do you prefer a male boss or a female boss? Male Female

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Bibliography

1. Organizational Behaviour Stephen Robbins2. Leadership: Research findings, Practice & Skills Andrew Du Brin3. Statistical Methods S.P. Gupta4. Research Papers: What Makes a Good Boss? Cynthia Carter Haddock Being a Good Boss James Adonis How To Be A Good Boss - Aghadiuno, Mabel Heres What Makes A Good Boss Mary Schmich

Leader or Just a Boss? George Ambler

Webliography

1. www.cyberessays.com2. www.dl.acm.org/dl.cfm

3. www.onlinelibrary.wiley.com

4. www.winstonbrill.com

5. www.humanresources.about.com

6. http://www.businessknowhow.com/career/hateboss.htm

7. http://www.thepracticeofleadership.net/are-you-a-leader-or-just-a-boss

8. http://www.linkedin.com/answers/using-linkedIn/ULI/86022-12896145

9. http://www.therainmakergroupinc.com/employee-retention-articles/bid/80424/Study-Suggests-

Employees-Leave-Bosses-Not-Jobs

10.http://www.hrmorning.com/7-big-reasons-people-leave-their-jobs/

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http://www.cyberessays.com/http://www.winstonbrill.com/http://www.humanresources.about.com/http://www.businessknowhow.com/career/hateboss.htmhttp://www.thepracticeofleadership.net/are-you-a-leader-or-just-a-bosshttp://www.linkedin.com/answers/using-linkedIn/ULI/86022-12896145http://www.therainmakergroupinc.com/employee-retention-articles/bid/80424/Study-Suggests-Employees-Leave-Bosses-Not-Jobshttp://www.therainmakergroupinc.com/employee-retention-articles/bid/80424/Study-Suggests-Employees-Leave-Bosses-Not-Jobshttp://www.hrmorning.com/7-big-reasons-people-leave-their-jobs/http://www.cyberessays.com/http://www.winstonbrill.com/http://www.humanresources.about.com/http://www.businessknowhow.com/career/hateboss.htmhttp://www.thepracticeofleadership.net/are-you-a-leader-or-just-a-bosshttp://www.linkedin.com/answers/using-linkedIn/ULI/86022-12896145http://www.therainmakergroupinc.com/employee-retention-articles/bid/80424/Study-Suggests-Employees-Leave-Bosses-Not-Jobshttp://www.therainmakergroupinc.com/employee-retention-articles/bid/80424/Study-Suggests-Employees-Leave-Bosses-Not-Jobshttp://www.hrmorning.com/7-big-reasons-people-leave-their-jobs/


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what makes a good boss final report

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