LEADERSHIP STYLE OF PHARMACEUTICAL AND ENGINEERING COMPANY EMPLOYEES

Aim of the research is to find out the “leadership style among pharmaceutical and engineering company employees” to study by researcher selected three variables one is type of organization, second is category was employee and third of education qualification. The groups have 300 employs. In each group has 150 pharmaceutical employees and other one groups has 150 engineering employees. Scale was use for data collection is personal datasheet and leadership style scale developed by L. I. Bhushan (2005), 2x2x3 factorial design was used and data were analysis by „F‟ test. Result show, there was significant difference of leadership style between pharmaceutical and engineering company employees, the leadership style scores of engineering company employee is higher than pharmaceutical company employee. There was significant difference of the leadership style between manager and worker of pharmaceutical and engineering company employees, the leadership style scores of manager is higher than worker. There was no significant difference of the leadership style between post-graduate, graduate and diploma degree holder of pharmaceutical and engineering company employees. There was no significant interaction effect of the leadership style between types of organization and category of employees of pharmaceutical and engineering company employees. There was no significant interaction effect of the leadership style between types of organization and education qualification of pharmaceutical and engineering company employees.

 Hemphill (1954), "The initiation of acts that in a constant pattern of group interaction directed toward the solution of mutual problems."  According to Stogdill (1948), "Leadership is the process of influencing group activities toward goal setting and achievement." For the purpose of present study Hemphill"s (1949) definition of leadership has been chosen as the simplest and is most appropriate. In this one sentence he summed up the basic definition and dynamics of all leadership-the directing of group activities, the implications of leadership suggest that a dichotomy between the leader as super ordinate and the follower as subordinate as far as roles and functions are concerned. However, regardless of the obvious, the effective leader must dynamic leadership to facilitate the instructional process.
It is undoubtedly clear that different types of situations call for different types of behavior. There is no guarantee whether one leadership behavior will always be effective or not. But it should be understood that any leadership behavior utilized by the leader while administering the affairs of his office is likely to have an effect on organizational performance, be it positive or negative.

Types of Leadership
People are exposed to a broad and ever growing variety of theories that explains the concept and the practice of leadership, albeit, today"s leadership experts still can"t dare ignore theorists like, Maslow, Smith, Barnard, Deming, Mayo, Fayol, Weber, Hamel, etc… who have crafted the most fundamental definitions of leadership and its countless characteristics.
Some of the types of leadership were selected to help leadership students and readers understand this concept with a little more clarity. My main purpose here is to provide a brief overview of the more dominant types of leadership. It is important to note that this submission attempts to single out some types of leadership models not all. It is not intended to introduce any new theory. It is posted to help some of you who had requested my opinion about different types of leadership.
 Autocratic Leadership: The autocratic leader is given the power to make decisions alone, having total authority. They stand in master of the people and impose their wills and no one is allowed to challenge them. On the other end, this leadership style is seems to be good for employees that need close supervision to perform certain tasks. Creative employees and team players resent this type of leadership, since they are unable to enhance processes or decision making, resulting in job dissatisfaction (Lewin, Lippitt, & White, 1939).

 Bureaucratic leadership:
The bureaucratic leader believes more in very structured procedures and tends to bend over the pre-established measures rather it was successful or not. This type of leadership has no space to explore new ways to solve problems and is usually slow paced to ensure adherence to the ladders stated by the company. Leaders ensure that all the steps have been followed prior to sending it to the next level of authority. Universities, hospitals, banks and government usually require this type of leader in their organizations to ensure quality, increase security and decrease corruption.
Leaders who would like to speed up the process will experience frustration and anxiety and are not welcome (Weber, 1905).
 Charismatic leadership: The charismatic leader leads by infusing energy and eagerness into their team members. A charismatic leader is someone who is often on the run. S/he is not someone who feels pleased with any type of stationary situation. This type of leader group in the final desired outcome or goal attainment. This leader is highly visible and uses chain of command to get the job done. Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details. The leader is always looking for ideas that move the organization to reach the company"s vision (Burns, 1978).    is 3.08 which are statistically significant on level 0.05. Hence the null hypothesis 6 was rejected and it was concluded that there was significant interaction effect of leadership style on category of employee and education qualification.
 Leadership style with reference to interaction effect of type of organization, category of employee and education qualification:-When F test was applied to check the interaction effect of leadership style on type of organization, category of employee and education qualification, significant F value was