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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JANURAY 2011
VOL 2, NO 9
that of responses, that is, very poor, poor, some problem, good and very good. It is evident
that p-value is less than 5% level of probability (i.e. p-value=0.000 < α-value=0.05) indicating
that the null hypothesis of no association between the two attributes regarding the stated
hypothesis is rejected i.e. there is no relationship between the leadership and the employees
performance. It is therefore, concluded that there is the relationship between the leadership
and the employees performance.
It was also revealed that leaders are ideally involves in establishing specific, measurable,
attainable, realistic and time-targeted objectives in pharmaceutical companies. This tendency
of high average score reflects that challenging objectives can serve as an effective tool for
making progress by ensuring that participants have a clear awareness of what they must do to
achieve. On a personal level, the process of setting goals allows people to specify and then
work towards their own objectives.
Those results are in agreement with Netherlands (2001) which shows that healthy
organizations need to take leadership roles, Challenging standards, responsibilities,
competencies, strategic and integrated approach to the development of core values such as
quality, trust, ethics and social responsibility and effective organization performance.
Table 4.3 reflects the information that how the respondents express there views and feelings in
the 1 st statement as 0%, 0%, 10%, 8% and 2% very poor, poor, some problem, good and very
good respectively. While the results expressed in 2 nd statement, 0%, 0%, 8%, 8%, and 4%.
Similarly the results given in 3 rd statement like 0%, 2%, 8%, 8% and 2%. The results stated in
4 th statement are 0%, 4%, 8.8%, 6%, and 1.2%. While the out come of the 5 th statement were
0%, 0%, 0%, 6% and 14% respectively.
A chi-square value for the above table is 28.085 with p-value 0.000 was recorded to test the
association between various categories of responses regarding the following statements and
that of responses, that is, very poor, poor, some problem, good and very good. It is evident
that p-value is less than 5% level of probability (i.e. p-value=0.000 < α-value=0.05) indicating
that the null hypothesis of no association between the two attributes regarding the stated
hypothesis is rejected i.e. there is no relationship between the leadership and the employees
performance.
It is therefore, concluded that there is the relationship between the leadership and the
employee‘s performance and reveals that better communication, co-ordination and
collaboration result in effective leadership for better performance. It shows that organization
culture for employee involvement is essential for organization development. This shows that
effective verbal and non- verbal communication, influencing tactics, emotion-provoking
words, employee involvement, suggestion system, supportive communication, contribute to
leadership effectiveness. Creative leaders always pay special attention to employee creativity
and involvement by designing creative organization culture.
The result taken from visibility and availability relatively similar to work of Westa et al.
(2003) who described that employees in many jobs encounter novel, ill-defined problems, low
morale, altercative and less participative leadership, and finding creative solutions to these
problems may be the critical factor that allows their organization to maintain a competitive
advantage. Solving problems creatively requires extensive, approachable and effortful
cognitive of leader.
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