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Name: Muhammad SalmanRegistration #:

1127-MBA/LC/2010Roll #: L-11264Session: Aug.2010-Jan.2014

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3

Research Thesis

The Impact of Team Leadership on Organizational Performance; Moderated by the Organizational Size

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Acknowledgement I am very much thankful to my supervisor; whose

guideline became fruitful for me. Thankful to the faculty members of NUML, Islamabad provided me the opportunity for Research.

Special Thanks to Ex-Dean, Dr. Rasheed Ahmad Khan, to whom I had 2 intensive sessions on this research.

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Dedication This Research Thesis is dedicated to my

supervisor (Dr. Hina Rehman, my family, my friends) always supported me in my educational career.

05/01/20236Content of the Presentation

Chapter 1 = Introduction Chapter 2 = Literature Review Chapter 3 = Research Methodology Chapter 4 = Results & Analysis Chapter 5 = Conclusion & Recommendations

05/01/20237Abstract The present study aims to analyze the role of Organizational Size a Team Leadership and Organizational Performance. A purposive sample of 268 managers from telecommunication sector of Pakistan participates in the current study. The age range of managers is 25 to 60 years (57 F, 211 M). Normality Test and Correlation model demonstrates organizational size significantly moderating the relationship between team leadership and organizational performance. This research study reveals that organizational size significantly moderates the relationship between all facets of team leadership (Leadership Styles, Team Leadership, Establishing Team Structure, Decision Making, Managing Conflict, Building Commitment and Sharing Information) and organizational performance (Business Performance and Organizational Effectiveness). The result exhibits positive and significant impact of team leadership on organizational performance. Response measures on 5 point Likert scale and close-ended poll as research instrument. Two stage non- proportionate inspecting is utilized for information gathering.

Magic words: Team Leadership, Leadership Style, Establishing Team Structure, Decision Making, Managing Conflict, Building Commitment, Sharing Information, Organizational Performance, Organizational Size.

05/01/20238Chapter 1 = Introduction

The most popular method of increasing the capacity to work of employees is teams.

A Real team is never a leaderless. Different leadership styles follow in different situations. Team leader’s ability to develop that focus on

gathering, estimations & feeling of a mission. Leader’s ability to make the right decision at the right

time to achieve the desired goal. Leader’s ability to tackle the conflict among the team

members. Building Commitment & Sharing Information among

the team members id key responsibility of team Leader.

05/01/202391.1. Problem StatementOn the basis of the study, this

research is to find out the impact of team leadership on organizational performance; moderate by the organizational size. Presently it is a need of time; Corporations ought to give initiative in teams to upgrade the human asset competencies.

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1.2. Objective of the study

The objectives of the research conversed below To investigate that Team Leadership has

significant impact on Organizational Performance.

To find out the moderating effect of Organizational Size on team leadership and Organizational Performance.

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1.3. Significance of the Research

This research is helpful for the top, middle and senior supervisors of the small, medium and large organizations. Categorized Performance, respect size and team administration are key focuses at the feeling of organization theory. An extensive variety of writing is needed of the way that team leadership has an effect on hierarchical execution. Despite the fact that the past writing did not indicate the impact of leadership size as a paramount variable in joining the team authority and organizational performance. In this way, momentum exploration is centering the part of organizational size as directing variable between team initiative and Organizational Performance.

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1.4. Hypotheses Current research is determined through the following hypotheses: H1: Team leadership has a positive impact on organizational performance.

H2: Organizational size moderates the relationship between leadership styles and organizational performance.

H2a: Organizational size moderates the relationship between establishing team structure and organizational performance.

H2b: Organizational size moderates the relationship between decision making and organizational performance.

H2c: Organizational size moderates the relationship between managing conflict and organizational performance.

H2d: Organizational size moderates the relationship between building commitment and organizational performance.

H2e: Organizational size moderates the relationship between sharing information and organizational performance.

05/01/2023131.5. Research Questions

Does the Team Leadership influence the Organizational Performance?

Is there any relationship between analytical performance and business performance?

Is there any relationship between Organizational Performance and financial performance?

How organizational performance can be improved through its business and financial performance?

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Theoretical Framework Team leadership

Leadership Styles (LS)

Establishing Team Structure

Decision Making (DM)

Managing Conflict (MC)

Building Commitment (BC)

Sharing Information (SI) 

Organizational size Number of employee

 

Organizational performance

Business performanceEfficiency effectiveness

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Chapter 3 (Research Method.)

Sample Size Sample Frame Research Design Research Instrument Sample Design Statistical Tools

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3.1. Sample Size This research conducts on employees of middle

level management of telecom sector because the top level management always involved in strategic planning. It becomes difficult to access them so middle level management is the right population for this survey. Telecom sector reflects the leading industry of Pakistan. It is because the team leadership activities are mostly being performed in this sector. 300 questionnaires are distributed for the current research among the middle managers, but 268 managers respond properly.

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3.2. Sample Frame Four Small organizations (Netcom, NAYA Tel, SIT & Tele

sys), three Medium organizations (Warid, ZTE Pakistan & Ministry of IT and Telecom) & four Large organizations (Mobilink, PTCL, UFone & Telenore) contributes in the field Survey. Telecom sector has positive impact on the economy of Pakistan. In 2007 sector grew by 80%, for the last 7 years growth rate is over 100%. Around 63% of the general public believes that telecom sector is being taxed rather heavily. At the end of 2013 total amount contributed in Pakistan’s economy by the telecom sector was 150 million. At the end of June, current year it was increased to 167 million. In last 6 years telecom sector contributed to 14 billion in the FDI. Moreover, it is contributing heavily in GDP of Pakistan to 3.2% of total 7%.

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3.3. Research Design

3.4. Research InstrumentThe Instrument that used is “Structured Close-Ended Questionnaire” using 5 points likert scales ranging from Strongly Disagree to Strongly Agree.

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3.5. Sampling Design “Two Stage Non -Probability Sampling” is used for

data collection. First Stage – Non-Proportioning Stratified Sampling and in the Second Stage - Convenience Sampling

Non-Proportioning Stratified SamplingIn the first stage, stratified sampling is used. Generally fixed quota from each sub organization is selected. 20% data is gathered from small organizations, 30% of the data is gathered from medium organizations and rest 50% data is collected from large organizations. Convenience Sampling In the second stage convenience sampling is used, data is gathered from the conveniently available middle level employees of the telecom sector.

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3.6. Statistical ToolsAfter conducting the field survey, the responses are analyzed through Normality Tests and Correlation Analysis. First normality test is used which tells us about the normality of the data, also skewness and kurtosis. Than correlation analysis is used which determines the reliability of the results.CorrelationsCorrelation is used for the relationship between two or more variables. Correlation coefficient (beta) range is starting from -1 to +1. The -1 and +1 coefficients tell us about the perfect 86 negative or perfect positive relationship between the variables. Zero value shows the absence of correlation. Pearson r is a commonly used measurement of beta.

05/01/202321Chapter 4 (Data & Analysis)Pilot StudyTeam Leadership Organizational PerformanceCronbach's Alpha

N of Items

.935 32

Cronbach's Alpha

N of Items

.888 20

Results are indicated in the table for team authority unwavering quality worth is .936 0f 32 things. For organizational performance the unwavering quality qualities are .888 of 20 things. So from the above values shows that the questionnaire is reliable and is measuring what the researcher tend to measure.

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Reliability AnalysisCronbach's Alpha

N of Items

.922 36

Cronbach's Alpha

N of Items

.872 20

Team Leadership Organizational Performance

Results indicates that the reliability value of team leadership α = .922 0f 36 items and for organizational performance value of α = .872, which shows questionnaire is highly reliable for research purpose. After reliability analysis, Normality analysis is conducted to ensure that the data gathered is normal. Normality Test is conducted in both methods: numerically and graphically.

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Test for Normality (T. leadership)  Gende

rKolmogorov-Smirnova Shapiro-Wilk

  Statistic

Df Sig. Statistic

Df Sig.

Leadership Style

Male .086 211 .001 .977 211 .002Female .122 57 .034 .972 57 .210

Team Leadership

Male .123 211 .000 .961 211 .000Female .157 57 .001 .948 57 .017

Establishing Team Structure

Male .104 211 .000 .975 211 .001Female .119 57 .043 .962 57 .074

Decision Making

Male .152 211 .000 .954 211 .000Female .141 57 .006 .950 57 .019

Building Commitment

Male .132 211 .000 .962 211 .000Female .113 57 .069 .955 57 .033

ManagingConflict

Male .096 211 .000 .978 211 .002Female .082 57 .200* .975 57 .275

Sharing Information

Male .152 211 .000 .960 211 .000Female .115 57 .057 .952 57 .025

a. Lilliefors Significance Correction

         *. This is a lower bound of the true significance. 

       

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The above table shows the results of significance of K-S & S-W tests for the independent variable elements. Leadership Style results are .001 and .002 for male, .034 and .210 for female. Same as other elements establishing team structure are .000 and .001 for male, for female .043 and .074. Decision Making results are .000 and .000 for male, for female .006 and .019. Building Commitment results are .000 and .000 for male, .069 and .033 for female. As the results of significance of Managing Conflict .000 and .002 for male, .200 and .275 for female. Significance values are .000 and .000 for male, for female .057 and .025.

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Test for Normality (Org. Size)Tests of Normality (Table 4. 6. 3.)

  Gender Kolmogorov-SmirnovaShapiro-Wilk

  Statistic Df Sig. Statistic Df Sig.

organizational size Male .159 211 .000 .929 211 .000Female .154 57 .002 .921 57 .001

a. Lilliefors Significance Correction         

Above table shows that the significance results of moderating variable, organizational size are .000 and .000 for male, for female is .002 and .001 values of K-S & S-W tests.

05/01/202326Test for Normality (Org. Performance)

(Table 4. 8. 3.)  gende

rKolmogorov-

SmirnovaShapiro-Wilk

  Statistic

Df Sig. Statistic

Df Sig.

Organizational Performance

Male .102 211 .000 .971 211 .000female

.074 57 .200* .972 57 .208

Business Performance

Male .084 211 .001 .980 211 .004female

.102 57 .200* .969 57 .158

org. effectiveness

Male .083 211 .001 .978 211 .002female

.087 57 .200* .971 57 .186

a. Lilliefors Significance Correction

         

*. This is a lower bound of the true significance.

       

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Above table shows the significance values for dependent variable, organizational performance. The values are .000 and .000 for male, .200 and .208 for female. Element of business performance, results are .001 and .004 for female values are .200 and .158 for female. Organizational effectiveness values are .001 and .002 for male, values are .200 and .186 for female.

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Correlation StatisticsH1: Team Leadership has positive impact on Organizational Performance. 

Correlations (4. 11. 1.)    Team

LeadershipOrganizational Performance

Team Leadership

Pearson Correlation

1 .906**

Sig. (2-tailed)   .000

N 268 268Organizational Performance

Pearson Correlation

.906** 1

Sig. (2-tailed)

.000  

N 268 268

**. Correlation is significant at the 0.01 level (2-tailed).

 

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For checking the impact of Team Leadership on Organizational Performance Correlation Analysis is used. Results shown above in the that r = .906 and p = .000 which shows that there is statistically significant positive (perfect) relationship between team leadership and organizational performance.

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H2: Organizational Size moderates the relationship between Leadership Styles and Organizational Performance.

For checking the moderation effect of organizational size on leadership style and organizational performance correlation analysis is used. Firstly, leadership style and organizational size correlation analysis is conducted. It is shown table that r =.388 and p = .000 which shows that there is statistically significant positive relationship between leadership styles & organizational performance. Secondly, for organizational size and organizational performance, results shown where r = .411 and p = .000. Hence, there is positive relationship between leadership styles, organizational size & organizational performance.

05/01/202331H2a: Organizational size moderates the relationship between Establishing Team Structure and organizational performance.

For checking the moderating effect of organizational size on establishing team structure & organizational performance. Correlation analysis is used. Firstly, establishing team structure & organizational size correlation analysis is conducted. It is shown in table that r = .388 and p = .000 which shows that there is statistically significant positive relationship between establishing team structure & organizational size. Secondly, for organizational size and organizational performance, results shown in table where r = .411 and p = .000. Hence, there is positive relationship among establishing team structure, organizational size & organizational performance.

05/01/202332H2b: Organizational Size moderates the relationship between Decision Making and Organizational Performance.

For checking the moderating effect of organizational size on decision making & organizational performance. Correlation analysis is used. Firstly, decision making & organizational size correlation analysis is conducted. It is shown in table that r = .385 and p = .000 which shows that there is statistically significant positive relationship between decision making & organizational size. Secondly, for organizational size and organizational performance, results shown in table where r = .411 and p = .000. Hence, there is positive relationship among establishing team structure, organizational size & organizational performance.

05/01/202333H2c: Organizational Size moderates the relationship between Managing Conflict and Organizational Performance.

For checking the moderating effect of organizational size on managing conflict & organizational performance. Correlation analysis is used. Firstly, managing conflict & organizational size correlation analysis is conducted. It is shown in table that r = .394 and p = .000which shows that there is statistically significant positive relationship between managing conflict & organizational size. Secondly, for organizational size and organizational performance, results shown in table where r = .404 and p = .000. Hence, there is positive relationship among managing conflict, organizational size & organizational performance.

05/01/202334H2d: Organizational Size moderates the relationship between Building Commitment and Organizational Performance.

For checking the moderating effect of organizational size on building commitment & organizational performance. correlation analysis is used. Firstly, building commitment & organizational size correlation analysis is conducted. It is shown in table that r = .367 and p = .000 which shows that there is statistically significant positive relationship between building commitment & organizational size. Secondly, for organizational size and organizational performance, results shown in table where r = .411 and p = .000. Hence, there is positive relationship among building commitment, organizational size & organizational performance.

05/01/202335H2e: Organizational Size moderates the relationship between Sharing Information and Organizational Performance.

For checking the moderating effect of organizational size on sharing information & organizational performance. Correlation analysis is used. Firstly, sharing information & organizational size correlation analysis is conducted. It is shown in table that r = .444 and p = .000 which shows that there is statistically significant positive relationship between sharing information & organizational size. Secondly, for organizational size and organizational performance, results shown in table where r = .411 and p = .000. Hence, there is positive relationship among sharing information, organizational size & organizational performance.

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Inter-correlation MatrixCorrelations (Table 4. 11. 14.)

    Team Leadersh

ipOrganization

al SizeOrganization

alPerformance

Team Leadership

Pearson Correlation 1 .423** .906**

Sig. (2-tailed)   .000 .000N 268 268 268

Organizational Size

Pearson Correlation .423**

1.411**

Sig. (2-tailed)

.000   .000N 268 268 268

OrganizationalPerformance

Pearson Correlation .906** .411** 1Sig. (2-tailed)

.000 .000  N 268 268 268

**. Correlation is significant at the 0.01 level (2-tailed).    

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By checking all three variables Team Leadership (IDV), Organizational Size (MODV), and Organizational Performance (Dependent Variable, results shows in table values of Pearson correlation r = 1 for Team Leadership, r = .423 organizational size and r = .906 for the organizational performance. Which indicate that there is significant positive (perfect) impact of team leadership on organizational performance. It also shows that organization size plays moderating effect between both independent variable team leadership and dependent variable organizational performance.

05/01/202338Chapter 5

5.1 DiscussionH1: Team leadership has positive impact on organizational performance. The finding of this study is aligned with Bass (1990), Follett (1926), Morgeson, Amid & Belli (2002), Shone (2002), Gutheri (1994), Lills (2004), Karam (2009), Carson, Morrne (2007) & Wang et al (2010) these research studies explain that there is positive impact of team leadership on organizational performance. The findings of the current study also elaborates the reliability analysis are put in here with the key results as r = .906 and p = .000. This indicates that our findings come true to the previous findings. Team leadership elements always have a positive perfect impact on organizational performance.

05/01/202339H2: Organizational sizes moderate the relationship between leadership style and organizational performance.

For checking the moderating effect of organizational size between leadership styles and the organizational performance, the current research r = .388 & p = .000 is aligned with the previous research of Burns (1978) , House (1977), Rost (1900), Kanter (1989) & Meindle (1988), Marks, Zaccaro, & Mathieu (2000), Bala, Halam, Shirivastave & Karishna (2007) shown in the previous studies that leadership style have strong positive impact on organizational performance. The current results also provide quick and concerning results regarding the impact of leadership style on the organizational performance. Variety in the leadership style aspects played a vital role in the perfect positive impact of leadership style. Attributes of leadership style like charisma, individual concern to the tasks and the pragmatic view of the leadership those are concern with the view of leadership theory either transformational or transactional leadership come into the practice.

05/01/202340H2a: organizational size moderates the relationship between establishing team structure and organizational performance.

Previous research is aligned with current research for team structure and organizational performance. It is viewed by Pielstic (2000), Barry (1991), Mohrman & Cohen (1995), Machan, Chawo & Balis (1996) in the previous researches shown as team structure is the magic that binds a powerful method guaranteeing patient wellbeing and decreasing therapeutic, considering the learning, execution, and disposition of medicinal allies that shows there is positive impact of establishing team structure on organizational performance. Bass (1998), Judge, Piccolo (2004) & Mehara et al. (2006) this also shows strong positive impact of establishing team structure on organizational performance. The results or findings come true and relate to the previous studies. Reliability analysis of the current factor of establishing team structure is very much reliable as the values identified here r = .388 and p = .000

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H2b: organizational size moderates the relationship between decision making and organizational performance.

David & Schweigr (1994), Amason (1996), Abdul & Rasheed (1997) & Rehman (2011), previous research is aligned with current study, the findings r = .385 and p = .000 shows that there is positive impact of decision making on organizational performance.

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H2c: organizational size moderates the relationship between managing conflict and organizational performance.

Aligning the previous research with current study of managing conflict on organizational performance. Alessandra (1993), Kim Min & Cha (1999), Brickman (1996) & Hiller et al. (2006). Current results r = .394 and p= .000 shows that there is significant positive relationship between managing conflict on organizational performance.

05/01/202343H2d: organizational size moderates the relationship between building commitment and organizational performance.

Previous research is aligned with the current research on building commitment on organizational performance. It is cited by Vermeulen (2003), Moreland & Barb (2003), Taggar (2002), Vivette (2001) Jiang & Jing (2003) & Klein et al. (2006). Results find shows r = .367 & p = .000 which shows that there is strong positive impact of building commitment on organizational performance.

05/01/202344H2e: organizational size moderates the relationship between sharing information on organizational performance.

Previous study Henry (1995), Jehn & Shah (1997), Jessica & Leslie (2009), current results r = .444 and p = .000 shows that there is strong positive impact of sharing information on organizational performance.

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5.2. Direction of Future Research Researcher's effort to demonstrate that the relationship

exist around Organization Size, Team Initiative and Hierarchical Execution boundaries with in Telecommunication part.

The study upgrades creative path for the exploration of administration by opening up a database on the significance of Organization Size, Team Initiative and Authoritative Execution Exercises.

This research exertion opens new degree in Organization Size, Team Initiative and Hierarchical Execution think about the related and joined on their exercises as HR analyst further examined with honor.

This study is likewise useful for team leaders openly and private areas organization to anticipate methods in choice making, strategy making and execution systems.

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5.3Limitation of the study Important restrictions with respect to the effects

of this exploration study are taking after: We have chosen the specimen through non

Likelihood advantageous testing and the demographic variables, for example, sex, conjugal status, age, occupation encounters and instructive capability are not considered to make this examination an exceptionally point by point one.

Telecommunication part is the focused on region of study in exploration.

The strategy utilized for creating information, shut surveys, center gathering dialog, Delphi method, in-profundity meetings and it.

05/01/2023475.4 Course of future Research

Future examination ought to look for extra team initiative variables beginning better example to raise the measurable dissection power. Least information show deficient or dull side of picture yet most extreme show respectable quality of examination.

This research exertion serves to create the graphical model for delineating the relationship around Team authority, Choice making, Critical thinking, team structures and hierarchical execution. It likewise distinguishes control of authoritative Size boundaries to the relationship of Hierarchical execution, business execution, Authoritative adequacy, least crowd recommend, push the example size of noteworthy studies. Suggestions for the future examination work is for the intriguing analyst and designer is to form the new model for the Team administration relationship not just Telecom, Keeping money parts, include more organizations too.

05/01/2023485.5 Conclusion Conclusion recognized those variables which affect

Team Leadership and likewise acknowledged more three variables. Telecom chiefs' reaction indicated team leadership style is the most influential variable to Team Leadership Exercises although choice making can likewise assume an essential part to team initiative Exercises. To spot into a nutshell it is closed in the brightening of theories that team administration is emphatically connected with authoritative execution directed by organizational size. There exists critical moderate positive affiliation between Team Authority and hierarchical execution Exercises while an alternate speculation tells that administration styles has positive effect on authoritative Execution. Results r = .906 tells that its effect is sure or positive or perfect in general telecom.