Background of the study

Organisational growth is a key factor, which contributes to the sustainability of the business. Many strategies are undertaken by the companies to ensure that there is a persistent organisational growth. On the other hand, there are many elements within the organisations that influence the organisational growth effectively. Effective leadership is one such organisational factor that has a significant impact on the productivity of the employees, which in turn affects the productivity of the organisations (Yukl 2012). As stated by Dobre (2013), an organisation can only grow when it would have a perfectly balanced combination of right strategies and motivated employees, and an effective leadership can motivate the employees to align their personal goals with the organisational objectives so that they can contribute significantly in the growth of the organisation. However, there are many internal and external factors, which have a significant impact on the organisational growth other than leadership. This research study will focus on the impact of leadership on the growth of the organisation. This research is based on Stanley Security to address the issue. Through this chapter, the background of the study, the research aim and objectives, research questions, the research rationale and structure of the study will be presented.  

As highlighted by Muogbo (2013), employee productivity is one of the major factors that contribute significantly to the performance of the organisations. Employee performance and productivity are dependent on many factors, such as knowledge, skills, resources, equipment, remuneration and benefits, incentives, rewards and recognition, career progress opportunities, job satisfaction and motivation (Anitha 2014). The leaders play a major role in motivating and inspiring the employees to perform their best and they can apply different strategies for motivating the employees. At the same time, there are many other external and internal factors, such as, the market competition, demand and supply of the product or service, work culture, capital resources, cash flow, expert knowledge, networks, political and economic condition of the nation, and strategies and vision of the organisation that determine the organisational growth. However, having committed employees is an important aspect for any organisation to achieve a sustainable growth (Andrew and Sofian 2012). On the other hand, the employee commitment is influenced by many other factors, among which leadership is one. Two major motivational theories, provided by Maslow (1943) and Herzberg, Mausner and Snyderman (1959), address the factors of employee motivation, but none of the theories has explored the role of leaders in increasing the employee motivation and consequent growth of the organisations. Thus, through this study, the role of leadership in motivating the employees in Stanley Security and its impact on the organisational performance and growth has been explored.

Company background

Stanley Security Solutions (SSS) is a global provider of the security solutions and services and is a division of Stanley Black & Decker Inc. The company is a manufacturer of household hardware and industrial tools. It is headquartered in Hartford, Connecticut, in the USA. Stanley Security Solutions manufactures locks and security products and it is an international unit, having operations in Europe, Latin America, Asia and other emerging markets. In the United States, Stanley Security is the second largest electronic security enterprise on the basis of the total revenue. It is also one of the biggest system integrators in the nation (stanleysecuritysolutions.com 2018). Stanley Security, UK has been chosen for conducting the study on the impact of leadership on organisational growth. Few of the employees were chosen for conducting a survey to address the research questions.  

The research paper aims to find out the impact of leadership on the growth of an organisation. The paper will explore how the leadership factor in an organisation, which is, Stanley Security, influences the performance of the employees to achieve organisational goals and growth.

The research objectives are:

• To explore the role of employee contribution in the growth of Stanley Security
• To examine how the leadership can influence the performance of the employees and consequently affect the organisational growth in Stanley Security
• To recommend on how Stanley Security can implement leadership as a measure of influencing the employees to improve their performance

Secondary research questions

• How far the employees contribute to achieving the growth of Stanley Security?
• What is the impact of leadership on the employee motivation and performance in Stanley Security?

The study has both the academic and organisational implications. Many studies have been conducted on different aspects of the organisational performance and growth and on the impact of different leadership styles on the employees. There are also a few famous motivational theories, which explained the factors that motivate the employees of an organisation and their impacts. However, there is no study which explored the effect of leadership on the organisational growth. In other words, there are many factors that shape the growth of any organisation and the employee contribution is one of those factors. Similarly, the employee contribution is influenced by many factors and leadership is one of those. This research has contributed to the academic world by gaining an extensive knowledge on the effect of leadership in an organisation on its growth, through two aspects, impact leadership on the employee performance and its consequent impact on the performance of an organisation.

This study would be beneficial for the businesses as this would help them to identify the problem areas, where effective leadership can be beneficial to accomplish the organisational goals. This would also help the organisations to explore the full potential of the leaders for retaining the performing employees and achieving the growth in the business. Thus, through this research study, how the leadership can play an effective role in retaining the efficient employees and contribute in business growth; and hence, this study is beneficial for both the academic and business world has been the aimed.

Research aim and objectives

Chapter 1 of the paper introduces the research topic to the readers by presenting the background context of the study, research is, objective and questions, research hypothesis, the background of the case study company, that is, Stanley Security, and significance or rationale of the research. In chapter 2, this research presents the literature review. This chapter presents what information and knowledge the research gathered while exploring the previous literature by other scholars on the related subjects. This helps in understanding the context and determining the research strategy accordingly. The third chapter presents the Research Methodology, which presents the plan of the research to undertake the study in a timely manner. In the fourth chapter, the findings from the analysis of the data and the outcomes are presented and in the last chapter, the research will provide the concluding remarks, that is, whether the research objectives have been fulfilled and research questions have been answered in a logical manner. Recommendations based on the findings will also be presented in the last chapter. 

Leadership plays a vital role in the organisation and its business. According to Conger (2004), leadership represents individuals who help in establishing a direction of the working group of the individuals. They also gain commitment from the group members in a particular direction and then motivate them in achieving the outcome of the direction. Leadership is viewed through multiple concepts and angles. In other words, leadership represents the person who remains in charge and possess the authority of taking decisions. Leaders also have the power of implementing his/her decision or implement a procedure of having a set of authoritative processes for influencing a team, group or organisation for enhancing their ability (Padilla 2013). This helps in the establishment of a clearer vision and providing knowledge, methods and information in realizing the vision. The leaders even balance and coordinate the conflicting interest of the stakeholders and the members. Therefore, the selection of a leader depends on his/her personal characteristics, the cultural, and the social factors.

Leaders exhibit integrity, honesty, ethics and trustworthiness (Amanchukwu, Stanley and Ololube 2015). On the other hand, strong leadership involves clearer communication skills that they use in motivating and inspiring the employees thereby determining new levels of organisational growth. A true leader visualizes and plans for achieving the organisational goals. They also try and find answers to the challenges and are the first people in reassuring and inspiring the workers when things do not go as per the planning. They are the people who find means for the staffs to not only work together but also at the same time achieve results in an effective and efficient manner. Therefore, leaders must be able to follow the industry trend and take the risk of ensuring business growth.  

Research rationale

Organisational leadership plays a key role in the cultivation and evolution of an organisation. Organisational leadership enables its members and the working teams to not only face challenges but also work towards the goals of an organisation in a praiseworthy manner (Bass 2013). In the era of the rapidly changing trends of the business and the increased demands of the customers, leadership plays a crucial role. However, at the organisational level, strategic leadership is necessary, as it is capable of predicting the necessary changes and alternations much in advance, create commitment and the ideal atmosphere for the teams and the workers in adopting and understanding the changes in a successful manner (Tourish 2014). These actions undertaken by the leaders are effective for the organisation and its survival. Just as business goals remain non-achievable without the adoption of strategic business processes similarly organisational sustainability also remains not achievable in absence of the strategic leadership role (Marshall, Coleman and Reason 2017). Right from the allocation of the resources to the alignment, from the perception of the thing to decide on an aspect of future focusing, from ensuring motivation to the teams to achieving the organisational goals and confirmation of a sustainable growth, the footprint of leadership persist in every aspect (Men and Stacks 2014).

Thus, leadership represents the ability of management of an organisation for not only setting but achieving challenging goals, taking decisive and swift action, outperforming the competition and inspiring others in performing well (Tannenbaum, Weschler and Massarik 2013). Therefore, it is difficult to assign a value to leadership in comparison to the quantitative aspects. Individuals with stronger leadership skills rise to the executive positions like the chief executive officer (CEO), the chief financial officer (CFO), the chief operating officer (COO), the chairman or the president.  

Organisational leaders hold another responsibility that involves inspiring and motivating employees. Employee motivation is not only necessary for the performance of the employees but also acted as a catalyst for organisational success (Lazaroiu 2015). Therefore, leaders and managers play a key role in the creation of a culture and an atmosphere of productivity and enthusiasm amongst the employees that helps them in doing what they are required to do.  

To understand the motivational aspect of leadership it is necessary to consider theories. The theorists like Mayo, Maslow, Hertzberg, Vroom and McGregor have made a contribution towards the human understanding of the motivational factor (Miner 2015). The theories put forward by them are old but they still find relevance in describing the present day’s scenario. The most famous among the motivational theories include the Maslow’s Hierarchy of the Human Needs Theory (Kaur 2013). According to this theory there exist five different levels of need which includes physiological, safety, love and belonging, self-esteem and self-actualization. Each level needs to be fulfilled before moving onto the next level. Physiological needs were enough for motivating people in past today’s employees look out for the satisfaction of higher needs(Taormina and Gao 2013).

Structure of the study

The motivational theory put forward by McGregor came to be known as the X and Y theory. According to this theory, people were placed in two groups. Group X represented the people who expressed more interest in compensation and rewards while the people belonging to Group Y were self-directed people who looked for challenges (Arslan and Staub 2013).

The motivational theory of Hertzberg, also known as the motivation-hygiene theory, categorized the employee motivation into two groups, motivation and hygiene. According to this theory, the motivational factors have intrinsic orientation and include greater responsibilities and challenging work (Kultalahti and Liisa 2014). The hygiene factors are extrinsic motivators including salary and benefit. The absence of the hygiene factors can lower employee motivation.

Vroom put forward the Expectancy Theory based on the assumption that behaviour resulted from the conscious choices amongst the alternatives whose purpose remained in maximizing pleasure and minimizing pain (Hsu, Shinnar and Powell 2014). Vroom understood that the performance of employees depended on the individual factors like skills, personality, experience, knowledge and abilities. In other words, according to this theory, employees voluntarily choose one of the behaviours over another provided they believed that the behaviour resulted in the desired outcome.  

These theories still hold relevance in present times since they ensure influencing the means by which the present theories explains motivation (Shahzadi et al. 2014)

It is important to develop an understanding of how leadership can influence motivation in employees. Initially, there was hardly any clarity on the role that leaders required to play in motivating employees which led the leaders to undermine the importance of the development of an effective relationship with the employees (Schuh et al. 2014). Leaders should be able to differentiate the fact that the strategies that motivate a specific group of employees might not be able to provide motivation for the other group. Therefore, a leader must implement various strategies customized according to individuals. For instance, some of the employees might get motivated by job security while others might get motivated by power, compensation, recognition and clear policies of the company. There, however, exist some employees who get intrinsically motivated and find enjoyment in whatever they do.  

There are various theories of leadership put forward by scholars that help in explaining and identification of leadership characteristics within an organisation based on effectiveness. These theories include:

Thomas Carlyle popularized the great man theory of leadership during the nineteenth century. This theory assumed that leadership traits are intrinsic and that great leaders are not made but born. The theory was also based on the belief that greater leaders rise when they are confronted with the appropriate situation (Landis, Hill and Harvey 2014).

Literature Review

The trait theory of leadership puts forward the belief that certain qualities in people are either made or born that helps them in excelling the leadership roles (Stodgill 1974). The quality that puts a person in the shoes of the good leader includes responsibility, creativity and intelligence (Cherry 2012). This theory focuses on the analysis of the physical, social and mental characteristics for gaining a better understanding of the characteristics or combination of characteristics common amongst the leaders.  

The behavioural theories offered a newer perspective where the focus lay on the leadership behaviour instead of physical, mental and the social characteristics (McCleskey 2014). The evolution of the factor analysis enabled the research in measuring the relationship between the cause and effect of a particular human behaviour of the leaders. This theory believed in the fact that leaders are made and not born. According to this theory, leaders are divided into two categories. The first category includes the leaders who are particularly concerned with the task while the other consists of those who remain concerned with the people. Though the leaders remain segregated in different categories their essence remains identical.  

The contingency theory of leadership puts forward an argument that there exist no particular means of leadership and each of the leadership styles depends on specific situations that signify that there exist some people who deliver maximum performance at some places. The same people might deliver minimum performance in a different situation (Chemers 2014). The contingency theory of leadership represents an extension of trait theory as human traits can be related to situations where leaders exercise leadership. This theory accepts the fact that leaders remain more likely in expression leadership when they realize their followers to be responsive.

This theory of leadership known as the exchange theory of leadership remains characterized by transaction made between the followers and the leaders (Antonakis and House 2014). Thus this theory takes into consideration the mutually beneficial and the positive relationship between both. For the effectiveness of the transactional theory, a leader should search for means for rewarding the followers in performing the task assigned by the leader. Thus, transactional leaders become effective when they are able to develop an environment that is mutually reinforcing and for that, the organisational and the individual goals should remain in sync.  

This theory of leadership puts forward a method by through which an individual is able to interact with the others and is the position of creating solid relationship that leads to higher percentage of trust thereby resulting in increase of both intrinsic and extrinsic motivations in both the leaders and the followers (Choudhary, Akhtar and Zaheer 2013). The essence of this theory of leadership lies in the fact that the leaders through their charismatic personality and inspirational nature are capable of transforming the followers. The rules remain flexible and guided by the norms of the group. Such attributes lead to a sense of belonging amongst the followers since they can easily identify the purpose of the leaders.  

There are various types of leadership styles which include democratic, laissez-faire, paternalistic, authoritarian, transformational and transactional. For narrowing the research, this paper concentrates on the transformational, charismatic and the transactional styles. According to Birasnav (2014), transactional leadership style does not regularly involve with the workers until there is an occurrence of a deviation or mistake. The transactional leaders want to flawlessly follow the same procedures within a company, every time they are responsible for performing a job. Moreover, this leadership style does not provide enough motivation to the employees or aid them in achieving career growth. While transformational leadership style is charismatic, stimulating, challenging and inspirational and contributes to the employee development. Therefore under this leadership style, employees work willingly towards the achievement of full potential (García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez 2012). On the other hand, the charismatic style of leadership depends on the persuasiveness and charm of a leader. They are mostly driven by the commitment and convictions towards the cause. Therefore, Charismatic leaders share various similarities with the transformational leaders.

According to Yurkl (2013), there are different ways in which the leaders can adopt in making decisions. Leaders possess the power of expanding or limiting the employee participation through the process of decision making. The procedures include (Huczynski, Buchanan and Huczynski 2013):

• Consultation:Here the leader takes a decision after considering the opinion of the other employees
• Delegation: In this case, the leader gives the other employees the authority for decision making.
• Joint Decision: Here a decision is equally influenced by a leader and his employees
• Autocratic Decision: This is the case when the employee acts passive and the leaders have total control over a decision

When the leaders engage the employees in the process of decision making then it not only enhances the quality of the decision but also makes it easily accepted. Such decisions also help in enhancing the satisfaction of the employees and enhance the skills of the employees.

Motivation has immense power in enhancing employee performance. Motivation from the leaders not only helps in energizing the employees in pushing towards the accurate direction through the meeting of the basic human needs like belonging, recognition, self-esteem, self-directedness and the capability to live (Fehr, Herz and Wilkening 2013). In other words, motivation has a direct correlation with the productivity of the employees and the organisational growth.

Clinebell et al. (2013) examined the relationship between the different leadership styles, such as, transactional, transformational and avoidant or passive leadership and the three dimensions of the organisational commitment, namely, affective, normative and continuance in two of the subsidiaries of a multinational company. The study revealed that, the transformational style of leadership had the most significant and positive impact on the affective as well as normative organisational commitment, while avoidance or passive leadership negatively affected the affective commitment. On the other hand, transactional style of leadership has influence on the affective and also on the continuance commitment. Thus, it can be inferred that different leadership styles have significant impact on the different levels of organizational commitment, which results in success or downfall of an organisation.

Another study by Aarons et al. (2015) explored the effect of leadership style as well as emotions on the performances of the subordinates in an organisation. The relationship between the leaders and the subordinates is dependent on various factors, and emotion is one of them. In this paper, the authors used the emotions of optimism and frustration as a parameter for measuring the emotions of the subordinates. According to the findings of the study, the transformational style of leadership had significant and direct influence on the optimism and frustration. The authors also found that the negative impact of frustration in the job outweighed the positive influence of optimism on the performance of the employees in an organisation. Hence, it was concluded that the performance of the employees in an organisation was highly affected by the emotions like optimism and frustration, which in turn influenced the relationship between the subordinates and transformational leaders in the organisation, and the impact of the transformational style of leadership on the employee performance was indirect but significant.  

According to a study on the impact of leadership on the organisational performance by Ullah (2013), it is seen that in the case study company, D&R Cambric Communication, the leadership style had a significant contribution in the company’s success. It is a service sector company, unlike Stanley Security, which is a product company. Moreover, the study found that the CEO of the company followed the transactional and democratic style of leadership, which worked effectively to motivate the employees to increase their productivity in a very short period of time.

Paracha et al. (2012) showed in their paper that job satisfaction had no significant role in transactional leadership and employee performance, although it has a significant mediating role between the transformational style of leadership and performance of the employees. The authors studied the cases of 6 private schools in Islamabad and Rawalpindi in Pakistan and concluded that, both the transformational and transactional style of leadership had significant positive impact on the employee performance and job satisfaction acted as a mediator. Thus, it can be inferred that job satisfaction of the employees of any organisation depends on the impact of the leadership style, which in turn affects the performance of the employees.

From the literature review, it can be derived that various researchers have explored the topic of impact of leadership styles on the employee performance, their motivation and job satisfaction. It is found that, in almost every study, the authors have focused on the service sector to find out the impact of the leadership on the organisational performance. There is not much study on the product or manufacturing sector. Thus, this study focuses on a product company, that is, Stanley Security, to examine the impact of the leaders on the organisational growth by exploring the employee performance. As organisational growth is almost entirely dependent on the performance and productivity of the employees, it is necessary to explore the job satisfaction and motivational factors, which influence the employees. 

In this chapter, specific procedures which have been used in selecting, identifying and analysing the information are discussed. Research methodology is the process of systematic collection of the data for the research. Research methodology allows critically evaluating the overall reliability and validity of the data (Glesne 2015). Kumar and Phrommathed (2015) supported this by saying that research methodology is the process to collect the data for business decision-making and it includes the publication of the research, interviews and surveys. The importance of research methodology lies in the data collection process and approach which enables analysis of the data in a significant way (Newman and Benz 2018).

Research onion states about the effective progression of a collection of the data and it is the process through which data collection technique is designed. Research onion is the layered approach which enables to collect the data. Three layers of research onion are the ontology, epistemology and axiology. As stated by Saunders et al. (2015), the usefulness of the research onion lies in the adaptability of the research methodology and it can be used in a different context. Research onion explains the variety of techniques which are available to collect the data. 

Research philosophy mainly deals with the development, nature and source of the knowledge. Research philosophy is the concept of the process through which data about the research information should be collected, used and analysed (Hughes and Sharrock 2016). Research philosophy helps to formulate the beliefs and assumption of the research. The research philosophy reflects the important assumption and this concept serves the purpose of a research strategy. There are mainly three types of research philosophies, positivism, realism and interpretivism. In this research, the positivism philosophy has been selected to conduct the research.

Positivism deals with factual knowledge which is gained through observation. Within an organisation, leaders play a major role in inspiring and motivating the employees with different strategies. The leaders’ observation and strategies can be conceptualised through positivism philosophy. Positivism process includes the measurement and it is a trustworthy process. The role of the researchers is limited to the interpretation and collection of the data in an objective perspective. Positivism philosophy helps to collect the data in a scientific way (Mackey and Gass 2015). The research findings are quantifiable and observable. The leaders’ perspective within an organisation will be collected as positivism takes the account of empiricist view as the knowledge stems from human experience.  

The research approach is a procedure and plan which consists of few steps of assumptions to a detailed method of collecting the data, interpret and analyse the data. The research approach is based on the nature of the research problem (Taylor et al. 2015). The research approach is divided into two categories; data collection approach and approach of the data analysis. Collection of data approach can be divided into two further categories; qualitative and quantitative. In addition, data analysis of research approach is categorised into two processes; inductive and deductive. In this research, deductive research approach has been taken to analyse the data.

The deductive research approach is mainly concerned with developing the hypothesis of the study and it is based on the theories and designing of the research strategy (Lewis 2015). In this research different types of leadership theories have been used in order to address the leadership issues within the organisation. The deductive approach helps to find out the reasoning from the particular to the general. Deductive approach tests to observe the relationship obtained from the general circumstances (Gallarie et al. 2018). The deductive approach has been the perfect help of this research as it has abundance of sources and there was limited time available to complete the study. The deductive approach uses the theory and it observes the test to justify the situation and lastly, it confirms and rejects the existing theories and concept (Hattie and Jaeger 2017). On the other side, the inductive approach involves searching the pattern from the development of an explanation of the research (Gallarie et al. 2018).

Research design actually refers to the strategy chosen to integrate the various data and components of the study in a logical and coherent way. Research design ensures that research problem must be addressed. As stated by Creswell and Creswell (2017), research design constitutes the blueprint of the data collection process, measurement of the data and analysis of the data. There are mainly three types of research design; an exploratory research design, explanatory research design and descriptive research design (Lambert and Lambert 2016). In this research, descriptive research design has been selected. The researcher has also considered explanatory research as the research question is trying to explain potential link between leadership and organisational growth.

The justification for selecting a descriptive research design

 Descriptive research design indicates the use primary data collection process as a descriptive research design mainly helps to describe characteristics of phenomena and population. Descriptive research design does not answer the research question; it just tells about characteristics occurred. Descriptive research design allows the researchers to observe without affecting normal behaviour (Knupfer and McLellan 2016). Descriptive research design measures and tests a large number of samples which are used in the quantitative types of experimentation. In this research, the data have been collected on observation the leaders’ behaviour in Stanley Security and descriptive design is used as pre-cursor towards quantitative research design. Descriptive research design has not helped the researcher to gather the truthful respondents always and descriptive studies may not be used to correlate variables. Confidentiality is another issue of the descriptive research design (Lambert and Lambert 2016). In addition, the researcher has considered the explanatory research design as the explanatory design attempts to connect ideas of two subject matters to understand cause and effect.

Data collection for the research can be two types; primary data and the secondary data. Primary data are collected from the first-hand respondents while the secondary data are collected from the secondary data sources. In this research, both primary and secondary data have been used.

Primary data have been collected through conducting a survey to the respondents. 12 close-ended MCQ type questions have been prepared for the survey using the Google Survey Form. The survey questions have been segregated into two parts, demographic questions and subjective questions. The survey research provides high level of general capability to represent large population. Survey research can be conducted in low cost and in helps to gather convenient data (Shixue 2013). The critiques further stated that survey research helps to conduct good statistical significance along with precise result. On the contrary, survey research provides inflexible design as it cannot change the process of data gathering and survey does not have the capability to gather the data for the controversial issue. As pointed out by Shixue (2013), survey may have possible inappropriate questions. The questionnaire has been sent to the respondents. A small ‘pilot test’ has been conducted on just 15 respondents. This pilot test has allowed:

• To frame the questions with proper wording
• To use appropriate options on research questions
• To use a proper sequence of the research questions

The respondents have been sent with a questionnaire and have been asked to revert within 15 days. The e-mail ids have been collected from the respondents and asked them to answer all the questions.

The secondary information was collected from various secondary sources, such as, different peer-reviewed journal articles and books on different types of leadership, their impact, and different motivational factors. This information was beneficial in terms of creating the foundation of the analysis of the primary data. This was also helpful in explaining the research phenomenon as per the descriptive research design.

In this research, survey responses have been collected from the senior level employees of Stanley Security. The data have been collected from the respondents of three different departments in Stanley Security, Finance, HR and Operations. The sample population for the research is senior employees of Stanley Security. There was strive to use a sample size of one hundred and seventy-five; however, only 50 employees agreed to provide responses. Thus, the sample size of the research is 50. Simple random sampling has been used for the research. Simple random sampling is helpful as each of the employees has an equal chance of being selected as a sample (Palinkas et al. 2015).

Sample population	Sample size	Sample percentage	Sample technique	Sampling frame
175 Senior employees of Stanley Security from three different departments	50	28.57%	Simple random sampling	Google survey form using email

Survey data has been collected from 50 senior level employees and quantitative data analysis technique has been used. Quantitative data are mainly numerical data (Clemence et al. 2014). Quantitative data has helped the researcher to do objective testing and it has helped to answer the research questions in a more unambiguous manner. Quantitative data are valid, generalizable and reliable (Cavana et al. 2013). On the other side, some of the topics may not go with numbers and survey instruments are vulnerable to error. Hence, descriptive study has been conducted on the numeric data. Along with that visual representation has been done to make it more comprehensible. SPSS software, version 20 has been used to calculate the statistical data. SPSS software offers advanced statistical analysis using algorithms, open source extensibility, text analysis and seamless deployment of data. Correlation and regression analysis have been used to establish the relationship of variables in the research.  

This research is associated with human participants. Therefore, permission has been taken from Stanley Security for conducting the survey based on the leadership. A consent form has been prepared and each of the survey respondents had to sign before they provided their response. All the ethical norms have been followed during the research. Data Protection Act 1998 UK has been followed to save the data of the research.

• Confidentiality has been maintained
• Exchange of money during the research has not been conducted
• Any coercion during the research process has not been done
• Destruction of research data would be done once the research would be completed
• University allowed the research process that all the data has been collected only for the research purpose.  

Activities	Week 1	Week 3	Week 6	Week 9	Week 13	Week 15	Week 16
Selection of research topic	–
Reviewing of literature		–
Data collection (Survey)			–
Data analysis				–
Drawing conclusion					–
Recommendations						–
Final submission							–

This chapter presents the outline of the data collected for the purpose of research, its analysis and its findings. The data on the perception of the employees of Stanley Security regarding the effectiveness of leadership in the organisation was collected through a survey on the employees. 50 employees provided responses on the survey, which was analysed using quantitative methods. The findings from the data and its explanation have been illustrated in the chapter which will help to get to the logical conclusion of the study.

The survey questionnaire contained two parts, demographic and non-demographic. The first 5 questions put focus on collecting the demographic data of the respondents. Demographic factors are those which capture the socio-economic features of the population (Chong 2013). In the given study, the gender, age group, designation in Stanley Security, years of association and educational qualification of the survey participants were captured under demographic factors. These factors were considered to get an idea about the social and economic background of the respondents, which is beneficial in understanding their perspective regarding the research topic.  

6. Charismatic leadership  * 1. Gender Crosstabulation
Count
	1. Gender	Total
Female	Male
6. Charismatic leadership	Strongly disagree	0	5	5
Disagree	3	4	7
Neutral	6	6	12
Agree	8	13	21
Strongly agree	1	4	5
Total	18	32	50

Table 3: Cross tabulation of ‘Charismatic leadership’ and ‘Gender’

It is seen that regarding the perception on whether the leaders in Stanley Security have the charismatic personality, majority of both the male and female employees have agreed on that. An equal number of male and female employees have a neutral perspective and while 5 male employees have strongly disagreed, none of the female employees strongly disagreed. 

8. Motivation power * 1. Gender Crosstabulation
Count
	1. Gender	Total
Female	Male
8. Motivation power	Strongly disagree	0	1	1
Disagree	2	3	5
Neutral	3	6	9
Agree	9	17	26
Strongly agree	4	5	9
Total	18	32	50

The crosstabulation between gender and motivation power shows that, gender does not influence the perception regarding the existence of motivational power of the leaders of Stanley Security. Majority of both the female and male employees have agreed to it. 

There were 4 age groups in the survey to capture wide range of ages of the employees. 25 has been considered as the lowest age as the employees below that age are mostly interns and partially employed. It has been found that majority of the respondents, 19 people belonged to the age of 41 to 50 years, followed by 13 people in 31 to 40 years and 10 people in 51 to 60 years. 

6. Charismatic leadership  * 2. Age group Crosstabulation
Count
	2. Age group	Total
25-30 years	31-40 years	41-50 years	51-60 years
6. Charismatic leadership	Strongly disagree	2	2	0	1	5
Disagree	1	1	4	1	7
Neutral	4	4	3	1	12
Agree	1	5	9	6	21
Strongly agree	0	1	3	1	5
Total	8	13	19	10	50

Table 5: Cross tabulation of ‘Charismatic leadership’ and ‘Age group’

The cross tabulation shows that whether age group influences perception of people regarding the leadership style in Stanley security. It is seen that majority of employees within the age group of 41-50 years have positive perception regarding the charismatic leadership in Stanley Security, while younger employees have a neutral perception.   

8. Motivation power * 2. Age group Crosstabulation
Count
	2. Age group	Total
25-30 years	31-40 years	41-50 years	51-60 years
8. Motivation power	Strongly disagree	1	0	0	0	1
Disagree	2	1	2	0	5
Neutral	2	4	2	1	9
Agree	2	7	10	7	26
Strongly agree	1	1	5	2	9
Total	8	13	19	10	50

Table 6: Cross tabulation of ‘Motivation power’ and ‘Age group’ 

Regarding the cross tabulation results between age group and motivation power, it is seen that maximum employees who have agreed belonged to the age group of 41 to 50 years, followed by the senior group, that is 51-60 years. However, the youngest people, between 25-30 years have mostly neutral and disagreement perception.  

Among the survey respondents, only 8 were managers in Stanley Security and rest 42 were executives. This has been beneficial to know about the perspectives of the employees regarding the role of the managers or leaders in Stanley Security.  

It is seen from the responses that, majority of the participants (21 or 42%) are associated with the company for 6 to 10 years. This is followed by equal number of employees (11) working for 1 to 5 years as well as more than 10 years. Only 7 respondents were working for less than 1 year. The tenured employees were expected to know better about the impact of leadership on the organisational performances. 

6. Charismatic leadership  * 4. Tenure Crosstabulation
Count
	4. Tenure	Total
1 – 5 years	6 – 10 years	Less than 1 year	More than 10 years
6. Charismatic leadership	Strongly disagree	2	0	2	1	5
Disagree	2	2	1	2	7
Neutral	3	4	3	2	12
Agree	3	12	1	5	21
Strongly agree	1	3	0	1	5
Total	11	21	7	11	50

 Table 7: Cross tabulation of ‘Charismatic leadership’ and ‘Tenure’

The cross tabulation between the tenure of the employees and their perception on charismatic leadership in Stanley Security, it is observed that people who have a longer tenure in the company, that is, 6 to 10 years and more than 10 years, have a positive perception towards the existence of charismatic leadership in the company, while the ones who have shorter tenure have mostly neutral and negative perception regarding the charismatic leadership in Stanley Security.  

8. Motivation power * 4. Tenure Crosstabulation
Count
	4. Tenure	Total
1 – 5 years	6 – 10 years	Less than 1 year	More than 10 years
8. Motivation power	Strongly disagree	0	0	1	0	1
Disagree	2	2	1	0	5
Neutral	3	2	2	2	9
Agree	5	13	2	6	26
Strongly agree	1	4	1	3	9
Total	11	21	7	11	50

Table 8: Cross tabulation on ‘Motivation power’ and ‘Tenure’ 

A similar pattern is found in the cross tabulation between tenure and perception on motivation power of leaders in Stanley. People with a higher tenure in the company have a perception that the leaders have motivational power, while employees with comparatively shorter tenure have a neutral or negative perception.

Thus, it can be said that, gender does not have much influence on the perception of employees on whether the leaders in Stanley have charismatic personality and motivational power. However, it is found that, employees within the age group of 41 to 50 years, who are mostly senior employees and those who have a larger tenure, such as, 6 to 10 years and more than 10 years, have the perception that the leaders in the company have motivational power and adopt the charismatic leadership style.  

Among the 50 participants, majority, that is, 21 respondents held the graduate degree, followed by 18 people with post graduate degree and 11 people were diploma holder. This was beneficial in having knowledge about the average educational qualification of the employees in the company, which also reflects that of the leaders.

Non-demographic factors include the factors specific to the leadership in the organisation and its impact on the performance of the employees. The factors were derived from the literature, and those focus on the charismatic leadership in the organisation, impact of highest educational qualification on the leadership, motivational power of the leaders, impact on employees’ productivity, leaders promoting supportive work environment, encouraging employees to enhance their skills and contributing in the organisational growth. Impact of leadership includes all the above factors that directly and indirectly influence the employees to perform and achieve organisational goals.

The pattern of the survey responses on these factors are listed below, that capture the perception of the employees of Stanley Security regarding the leadership in the company and its impact. 

It is found from the responses that, 21 employees agreed and only 5 strongly agreed to the question on whether the leaders in Stanley Security has charisma to inspire and motivate them to perform well. However, 12 participants answered neutral, 7 disagreed and 5 strongly disagreed to this. Thus, it can be said that the employees in the company on an average are mostly influenced by the charisma of the leaders. Although 48% answered neutral or somewhat disagreed. 

Regarding the question on whether the good leadership quality only comes with highest educational qualification, the participants have majorly disagreed. 16 respondents answered neutral, 17 have disagreed and 11 respondents strongly disagreed, while very few, that is, only 2 employees agreed and 4 employees strongly agreed. Thus, it can be inferred that employees perceive that leadership quality is not entirely associated with educational qualification. This is a part of the personality of the leaders and that comes with education, grooming, basic knowledge and experience. Hence, not all the leaders in the company have highest level of educational qualification. 

Majority, that is, 26 participants agreed to the question that the leaders in Stanley Security have motivational power. Employees would perform well when they are inspired and motivated. According to maximum number of participants, they feel motivated by the leaders of the company. 

21 respondents agreed to the question on whether the leaders in the company inspire and support the employees to increase their productivity. 11 employees strongly agreed while 12 employees answered neutral, 5 disagreed and 1 strongly disagreed to this. Thus, it can be said that the employees have a general perception that the leaders in the organisation influence them to increase their productivity. 

According to maximum number of participants, that is, 26 (52%), the leaders in the organisation promote supportive work environment. 11 participants strongly agreed to this, while very few people disagreed and answered neutral. This is an important factor which motivates the employees for improving their performance. From the survey response, it can be inferred that majority of the employees in the company think that the leaders contribute in promoting and ensuring a supportive working environment.  

Whether the leaders in Stanley Security encourage the employees to enhance their skills, 50% of the employees agreed and 22% strongly agreed. Very few employees disagreed and answered neutral. Hence, it can be said that the employees are encouraged in enhancing their skills by the leaders in the organisation, which is beneficial for them for career progress. 

Lastly, according to 44% of the employees, the leaders play a major role in achieving the organisational growth in Stanley Security. 22% strongly agreed to this, while 26% answered neutral, 6% disagreed and 2% strongly disagreed. However, the overall perception of the employees regarding the contribution of the leaders in organisational growth is quite positive.    

Cross tabulations have been performed to find out the relations between the responses on some of the leadership factors.

6. Charismatic leadership  * 8. Motivation power Crosstabulation
Count
	8. Motivation power	Total
Strongly disagree	Disagree	Neutral	Agree	Strongly agree
6. Charismatic leadership	Strongly disagree	1	1	1	2	0	5
Disagree	0	3	3	1	0	7
Neutral	0	0	4	7	1	12
Agree	0	1	1	16	3	21
Strongly agree	0	0	0	0	5	5
Total	1	5	9	26	9	50

Table 9: Cross tabulation of ‘Charismatic leadership’ and ‘Motivation power’ 

8. Motivation power * 9. leaders increase productivity Crosstabulation
Count
	9. leaders increase productivity	Total
Strongly disagree	Disagree	Neutral	Agree	Strongly agree
8. Motivation power	Strongly disagree	1	0	0	0	0	1
Disagree	0	3	1	1	0	5
Neutral	0	1	8	0	0	9
Agree	0	1	3	20	2	26
Strongly agree	0	0	0	0	9	9
Total	1	5	12	21	11	50

 Table 10: Cross tabulation of ‘Motivation power’ and ‘leaders increase productivity’  

9. leaders increase productivity * 11. leaders encourage in  enhancing skills  Crosstabulation
Count
	11. leaders encourage in  enhancing skills	Total
Strongly disagree	Disagree	Neutral	Agree	Strongly agree
9. leaders increase productivity	Strongly disagree	1	0	0	0	0	1
Disagree	1	4	0	0	0	5
Neutral	0	1	6	5	0	12
Agree	0	0	1	19	1	21
Strongly agree	0	0	0	1	10	11
Total	2	5	7	25	11	50

Table 11: Cross tabulation of ‘leaders increase productivity’ and ‘leaders encourage in enhancing skills’ 

9. leaders increase productivity * 12. leaders contribute in organisational growth Crosstabulation
Count
	12. leaders contribute in organisational growth	Total
Strongly disagree	Disagree	Neutral	Agree	Strongly agree
9. leaders increase productivity	Strongly disagree	1	0	0	0	0	1
Disagree	0	3	2	0	0	5
Neutral	0	0	9	3	0	12
Agree	0	0	1	18	2	21
Strongly agree	0	0	1	1	9	11
Total	1	3	13	22	11	50

Table 12: Cross tabulation of ‘leaders increase productivity’ and ‘leaders contribute in organisational growth’

These five variables were considered for cross tabulations, as those were most relevant to assess the effectiveness of leadership in organisational growth. It can be seen from the above tables that, maximum number of respondents has agreed on the relationships between the variables. According to their responses, there is a positive relationship between the charismatic personality, motivational power of the leaders, their capacity to increase employee productivity, to motivate the employees for skill enhancement and finally in the contribution in organisational growth. Thus, it can be said that these crucial factors are linked with each other and have a significant impact on employee performance and organisational growth. 

This chapter presents the discussions on the findings. The study is a descriptive one. The survey response data was analysed using descriptive methods. The findings are resented in the previous chapter and in this chapter, the findings are explained in regards to the literature review to reach to the conclusion of the study.

The survey contained questions on few factors that define the characteristics of leaders in the organisation. These factors were chosen based on the previous literatures as mentioned in the literature review chapter. There are various theories and research works on different leadership styles, characteristics of leaders and impact on employee performance. By studying the literatures, the most common and relevant factors were chosen for the survey, such as, the charismatic leadership, motivation power of the leaders, leaders’ ability to increase productivity, inspire the followers to enhance their skills, ensuring a supportive working environment and lastly, contribution in organisational growth. The expected outcome would be to have a positive response for all these variables representing effective leadership. According to the findings and visual representation of the data, it is found that the respondents have mostly agreed to each of the question, except for the variable on highest level of education implies best leadership. For the rest of the questions, maximum number of respondents has agreed to the presence of charisma and motivational power, capacity to inspire the employees for skill enhancement and increase their productivity, promoting a supportive work environment and thereby contributing in growth. From the outcomes of the cross tabulations, it is found that, there is a positive connection between the crucial factors of leadership and their impact on employee performance and growth. Motivational power of the leaders and charismatic personality are associated and are present among the leaders in Stanley Security. It is found that senior employees of the company, in terms of age and tenure, have a positive perception regarding the presence of motivational power and charismatic performance of the leaders in Stanley Security. Similarly, majority of the respondents have commonly agreed on the presence and association between the other traits of the leaders, such as, inspiring the employees to enhance skills and increase productivity and contribute in growth.

This descriptive study of the research topic indicates that the above mentioned factors have shown expected outcomes as per the literatures. As stated by Cherry (2012), leadership is associated with personal traits, experience and knowledge but not with highest education qualification. Hence, the outcome of the responses for this question on highest educational qualification implies great leadership showed the expected outcome, that is, disagreement from majority of the participants. Clinebell et al. (2013) focused on the effectiveness of transformational leadership brings greater commitment from the employees, and job satisfaction. Aarons et al. (2015) showed in their study that emotional factor is an important aspect of the relationship between the leaders and the followers and transformation leadership has a significant impact on the optimism and performance of the employees. Charismatic personality is a part of transformational leadership and motivation power is an important feature of this leadership. Hence, people who are senior and have greater tenure in the company, have a longer relationship with the leaders and thus, have a greater experience of their personality, motivation power and leadership style. Hence, according to the findings of the study, the outcomes are aligned with the implications of the studies by Clinebell et al. (2013) and Aarons et al. (2015).

The outcomes of the cross tabulations on the factors depicting leadership aspects are also following the outcome of leadership theories. As found in the paper by Fehr, Herz and Wilkening (2013), motivation is one of the most essential factors for improving the performance of the employees, as it helps them to fulfil their basis needs as well as meet the organisational objectives. Similarly, another study by Schuh et al. (2014) showed that leaders needed to understand the needs of the individual employees and apply customized techniques to motivate them. On the other hand, Choudhary, Akhtar and Zaheer (2013) highlighted the aspects of transformational leadership style to influence the employees. Through strong interpersonal relationships, hard work and inspiring personality, the leaders influence the employees to look beyond their personal objectives and work together to achieve a bigger goal, that is, the organisational goal. Lastly, Antonakis and House (2014) conducted study on transactional leadership that focused on exchange relationships between the leaders and the followers. The authors have shown that the transactional leaders must find out means to reward the employees to keep them motivated to work. The findings of the study imply that the leaders in Stanley Security apply their motivational power and charismatic personality to influence the employees and motivate them by fulfilling their needs. However, it is not clear from the study that which customized techniques they apply to meet any particular need. For example, the survey did not collect data on the type of leadership style followed in Stanley security, transformational, transactional or situational. Hence, it can only be concluded that the leaders have motivational power to influence the employees to improve their performance, which is a parameter of organisational growth, but it cannot be said which particular style they adopt to motivate the followers.

Lastly, the literature review implies that, leadership is an essential factor in any organisation, which influences the employees in a significant way. Charismatic leadership is a type of transformational leadership style, which the leaders implement to inspire the employees. The achievement of organisational goals is possible only when the employees are motivated for enhancing their skills and increasing their productivity. Although, there are many factors in an organisation that motivate the employees, leadership is one of them. Through charismatic personality, knowledge, experience, promotion of supportive working environment the leaders in Stanley Security influence the employees to improve their skills and increase their productivity. As seen in the findings from the data analysis for this study, which aimed to find out the impact of leaders on the employee performance and growth of Stanley Security, employees in Stanley Security have the perception that leadership style or quality is not entirely dependent on the educational qualifications. In other words, highest educational qualification does not ensure best quality leadership; rather it is a trait and part of the personality combined with knowledge, intelligence and experience of a person, who has the capability to lead the subordinates in the most effective manner. Hence, it is not mandatory or necessary to hold the highest educational qualification to be an influential leader in the organisation. The other aspects of the leadership were considered as independent factors and used for data collection and analysis. It can be inferred from the analysis that, effective leadership helps in influencing the employees of Stanley Security to get motivated and improve their performances, which in turn affects the productivity and performance of the organisation. The findings are aligned with the information obtained from literature review. Thus, leaders contribute quite significantly in the growth of Stanley Security.  

Conclusion and Recommendations

The concluding remarks on the research study have been presented in this chapter. Along with the conclusion, some recommendations have also been presented based on the leadership and organisational growth issues that are found through this study. According to the findings of the study, it has been found that leadership in an organisation has a significant impact on the performance of the employees and growth of the organisation. To study the research topic, Stanley Security, UK was chosen. The company is one of the leading security solution and safety measure providers in the UK, with a large number of employees. This company was chosen as the researcher is an employee of Stanley Security. The aim of the research was to explore the impact of leadership on the organisational growth of Stanley Security. This study has been beneficial in gaining effective knowledge on the influential power of leaders on motivating the employees to achieve the growth of the company. This chapter also establishes a connection between the objectives and findings of the study. 

The first objective of the paper was to explore the role that the employees play while contributing in the growth of Stanley Security. As found from various previous literature and research works and organisational working, the employees are the pillars of any organisation. Thus, the success of an organisation heavily depends on the performance of its employees. However, it is necessary that the employees are motivated enough to outperform to achieve the goals and objectives of the organisation. As found from the motivational theories by Maslow and Herzberg, there are many administrative elements in an organisation that positively influence the employee motivation, while some influence negatively. Some of those factors that were investigated in this research study were charismatic personality of the leaders, motivational power, encouragement towards increasing productivity and enhancing skills, promoting supportive work environment and contributing in the organisational growth. From the data analysis, it was found that majority of the employees have a positive perception towards the role and contribution of the leaders. The company generated 22% of its annual revenue from its Europe locations in 2017. It can be derived from the company’s performance and growth that the employees have been contributing significantly over the years in achieving a profitable position in the market and making the company one of the market leaders. Thus, it can be inferred that the leaders in the company motivate the employees to achieve more productivity and growth, which is reflected in the company performance. 

The second objective of the research was to examine the role of the leaders in improving the performance of the employees of Stanley Security and consequently affecting the organisational growth. From various previous research works, literature and findings of the study, it is observed that the employees of Stanley Security are significantly influenced by the leaders in the organisation. The managers and supervisors play the role of leaders and they have been successful in inspiring the employees to improve their performances. There are various ways that a leader can implement to inspire the followers. According to the leadership theories, the leaders can adopt transformational style or transactional style of leadership to motivate the employees. In the first style, they inspire the followers through their personality, speech and actions to upgrade their skills and improve their productivity. Avolio and Yammarino  (2013) highlighted that charismatic leadership is an extension of the transformational leadership, in which the leaders influence the subordinates through their charisma. These leadership styles are significantly effective when the leaders can set examples from their lives and actions and influence the employees of an organisation to develop their personality and opt for an enhancement in their skills, working style and performances. This type of leadership has a futuristic approach. The leaders focus on changing the nature of the employees as well as that of the organisation in terms of work culture and vision (García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez 2012).

According to the findings from the data, it can be inferred that the leaders in Stanley Security are successful in motivating the employees in a positive manner to make them meet the organisational goal of making profit. Organisational growth can be achieved only when the employees are motivated to increase their productivity and deliver a profit making performance. There are many factors in an organisation and leadership is one of them. Either by setting inspirational examples or by giving the employees rewards or punishment the leaders in Stanley Security contribute in the organisational growth.

The research study yielded that leadership has a significant impact on the organisational growth. According to the analysis of the data, gathered through a survey on the employees of Stanley Security in the UK, it is obtained the null hypothesis is rejected and alternate hypothesis is accepted. This represents the finding that leaders play an important role in moulding the organisational growth. However, the survey did not focus on the leadership style that is followed in Stanley Security. It can be assumed that different leadership styles have different impact on the followers. In one type, the followers look up to their leader for his charisma and inspirational actions, while in another type, they are obligated to follow for rewards and punishments. Thus, the following recommendations can be adopted by Stanley Security for the improvement of the organisational performance.

26% of the respondents somewhat disagreed about supporting work environment in the company and 34% of them somewhat disagreed that the leaders motivate them to increase their productivity. These two observations highlight that the effectiveness of leadership is not equally distributed and therefore not every employee is getting the benefits. This affects teamwork in the organisation. Thus, to improve the performance of the company, the management must focus on the team work. A leader must have the ability to influence a team and make them work effectively. At the same time, a leader must also have the ability to identify the nature of the team and the issues existing in the team, and the best way to motivate the team members.

30% of the survey respondents disagreed and answered neutral that the leaders in Stanley Security have motivational power. It can be said that the leaders should be able to identify the situations in which transformational leadership would be more effective than transactional leadership and vice versa. However, it has been observed that, both leadership styles should exist together, as only one type does not yield the best possible outcome. Employees require both inspirational example, as well as material rewards for motivation. As per the motivational theories, their basic needs are required to be fulfilled and the employees desire to get rewards and recognition and benefits while working for Stanley Security. Thus, the organisation must opt for needs analysis of the employees and implement the leadership study accordingly.

It has been found from the data analysis that 48% of the respondents answered neutral or disagreed to some extent that the charismatic leadership was present in Stanley Security. The potential reason could be that these 48% are not influenced by the leaders, as their way of dealing with the situations is not suitable for these 48% respondents. Hence, the organisation should implement training for the leaders to enhance their skills of understanding people’s needs, wants and attitudes and delegate tasks accordingly to that they can find their work interesting. The leaders should be trained to adjust their way of working as per the needs of the followers so that they can influence them through their personality.

72% of the survey respondents from Stanley Security have revealed that the leaders in the organisation motivate them to enhance their skills, while the other 28% answered neutral or disagreed. It can be concluded that these 28% did not get the scope for skill enhancement and career growth. For further growth of he subordinates, the leaders should opt for training needs analysis for identifying the training requirement for the employees and arrange required training programmes for them. This would inspire the employees to stay motivated for the company and also follow their leader. With the training the employees cam enhance their skills, learn new skills, develop their personality, communication skills and many more things, which would be beneficial for them in their career development. Thus, the leaders in the company should make an effort in identifying the correct need for training of the employees to keep them motivated. 

The study focused on only impact of leadership on the employee performance in Stanley Security, and it did not address and explore the specific leadership style followed in the company. As seen from the literature review and data analysis, different leadership style has different impact on the employee motivation and productivity, thus, the future researchers have the scope of further research on the specific leadership styles and their impact on the organisational performance. Moreover, in this research paper, only one company was taken as case study company, and thus, in future, the researchers might conduct a cross sectional study on the employees of few other companies. This would be beneficial in getting the knowledge about the extent to which the outcomes differ when the leadership styles are different or organisational culture differ. Lastly, the researchers might focus on collecting quantitative secondary data on the related topic. In the given study, only primary data was collected and it was analysed using the theories, gained from literature review. However, in future, the researchers can address the findings from the study and support or validate those by using the secondary data analysis. There is also scope for conducting interviews and analyse those using qualitative analysis methods. Time constraint is a major limitation of the study. Collection of both the primary and secondary data requires a lot of time. The study would be completed within 16 weeks, which is not sufficient to collect both types of data and analyse them as well. Due to time constraint, only one company was chosen as case study and cross sectional study could not be performed.

Conclusion

It can be concluded that leadership is an essential factor in achieving growth in the organisation. The leaders have a great responsibility in motivating and influencing the employees in improving their skills, and productivity, which gets reflected in the performance of the organisation. In Stanley Security, majority of the survey respondents agreed that there is an effective leadership, however, it was also seen that the comparatively new and younger employees do not have a positive perception about the efficient leadership. Thus, it can be inferred that, understanding the way of working and leadership style takes some time to be aligned with the attitude, skills and knowledge of the employees. Therefore, the leaders in the organisation should give some time to the new employees to get accustomed with the organisational working environment and make them understand the flow of the system. This not only helps in influencing them through an effective leadership but also help the leaders to figure out how the new employees could be motivated. Moreover, the leaders should continue promoting and ensuring a supportive work environment so that employees get the encouragement to improve their skills and productivity, and thereby in the organisational growth. 

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