Team Leadership

1. 12/29/20151

2. Name: Muhammad Salman
Registration #: 1127-MBA/LC/2010
Roll #: L-11264
Session: Aug.2010-Jan.2014
12/29/20152

3. Research Thesis
The Impact of Team Leadership on
Organizational Performance; Moderated
by the Organizational Size
12/29/2015
3

4. 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.
12/29/20154

5. Dedication
 This Research Thesis is dedicated to my
supervisor (Dr. Hina Rehman, my family, my
friends) always supported me in my
educational career.
12/29/20155

6. Content of the Presentation
 Chapter 1 = Introduction
 Chapter 2 = Literature Review
 Chapter 3 = Research Methodology
 Chapter 4 = Results & Analysis
 Chapter 5 = Conclusion & Recommendations
12/29/20156

7. Abstract
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.
12/29/20157

8. Chapter 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.
12/29/20158

9. 1.1. Problem Statement
On 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.
12/29/20159

10. 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.
12/29/201510

11. 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.
12/29/201511

12. 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.
12/29/201512

13. 1.5. 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?
12/29/201513

14. 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 performance
Efficiency effectiveness
12/29/201514

15. Chapter 3 (Research Method.)
 Sample Size
 Sample Frame
 Research Design
 Research Instrument
 Sample Design
 Statistical Tools
12/29/201515

16. 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.
12/29/201516

17. 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%.
12/29/201517

18. 3.3. Research Design
3.4. Research Instrument
The Instrument that used is “Structured Close-Ended
Questionnaire” using 5 points likert scales ranging from
Strongly Disagree to Strongly Agree.
12/29/201518

19. 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 Sampling
In 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.
12/29/201519

20. 3.6. Statistical Tools
After 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.
Correlations
Correlation 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.
12/29/201520

21. Chapter 4 (Data & Analysis)
Pilot Study
Team Leadership Organizational Performance
Cronbac
h'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.
12/29/201521

22. Reliability Analysis
Cronbach'
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.
12/29/201522

23. Test for Normality (T. leadership)
12/29/201523
Gender Kolmogorov-Smirnova Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
Df Sig.
Leadership Style Male .086 211 .001 .977 211 .002
Female .122 57 .034 .972 57 .210
Team Leadership Male .123 211 .000 .961 211 .000
Female .157 57 .001 .948 57 .017
Establishing
Team Structure
Male .104 211 .000 .975 211 .001
Female .119 57 .043 .962 57 .074
Decision Making Male .152 211 .000 .954 211 .000
Female .141 57 .006 .950 57 .019
Building
Commitment
Male .132 211 .000 .962 211 .000
Female .113 57 .069 .955 57 .033
Managing
Conflict
Male .096 211 .000 .978 211 .002
Female .082 57 .200* .975 57 .275
Sharing
Information
Male .152 211 .000 .960 211 .000
Female .115 57 .057 .952 57 .025
a. Lilliefors Significance Correction
*. This is a lower bound of the true significance.

24.  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.
12/29/201524

25. Test for Normality (Org. Size)
12/29/201525
Tests of Normality (Table 4. 6. 3.)
Gende
r
Kolmogorov-Smirnova Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
Df Sig.
organizatio
nal size
Male .159 211 .000 .929 211 .000
Femal
e
.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.

26. Test for Normality (Org. Performance)
12/29/201526
(Table 4. 8. 3.)
gender Kolmogorov-Smirnova Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
Df Sig.
Organizational
Performance
Male .102 211 .000 .971 211 .000
female .074 57 .200* .972 57 .208
Business
Performance
Male .084 211 .001 .980 211 .004
female .102 57 .200* .969 57 .158
org. effectiveness Male .083 211 .001 .978 211 .002
female .087 57 .200* .971 57 .186
a. Lilliefors Significance Correction
*
. This is a lower bound of the true
significance.

27. 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.
12/29/201527

28. Correlation Statistics
H1: Team Leadership has positive impact on Organizational
Performance.
12/29/201528
Correlations (4. 11. 1.)
Team Leadership Organizational
Performance
Team
Leadership
Pearson
Correlation
1 .906**
Sig. (2-tailed) .000
N 268 268
Organizational
Performance
Pearson
Correlation
.906** 1
Sig. (2-tailed) .000
N 268 268
**. Correlation is significant at the 0.01 level (2-
tailed).

29. 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.
12/29/201529

30. H2: Organizational Size moderates the
relationship between Leadership Styles and
Organizational Performance.
12/29/201530
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.

31. H2a: 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.
12/29/201531

32. H2b: 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.
12/29/201532

33. H2c: 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.
12/29/201533

34. H2d: 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.
12/29/201534

35. H2e: 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.
12/29/201535

36. Inter-correlation Matrix
12/29/201536
Correlations (Table 4. 11. 14.)
Team
Leadershi
p
Organizational
Size
Organizational
Performance
Team Leadership Pearson
Correlation 1 .423** .906**
Sig. (2-tailed) .000 .000
N 268 268 268
Organizational
Size
Pearson
Correlation .423**
1
.411**
Sig. (2-tailed) .000 .000
N 268 268 268
Organizational
Performance
Pearson
Correlation .906** .411** 1
Sig. (2-tailed) .000 .000
N 268 268 268
**. Correlation is significant at the 0.01 level
(2-tailed).

37.  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.
12/29/201537

38. Chapter 5
 5.1 Discussion
H1: 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.
12/29/201538

39. H2: 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.
12/29/201539

40. H2a: 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
12/29/201540

41. 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.
12/29/201541

42. 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.
12/29/201542

43. H2d: 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.
12/29/201543

44. H2e: 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.
12/29/201544

45. 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.
12/29/201545

46. 5.3 Limitation 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.
12/29/201546

47. 5.4 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.
12/29/201547

48. 5.5 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.
12/29/201548