Leadership Competencies Analysis - A Study with Reference to Women Managers in Software Industry

  Leadership Competencies of Women Managers


The nature of leadership specifically impacts the wellbeing and achievement of each organization. Leaders regularly have the insight, encounter and interpersonal aptitudes required to effectively lead an organization, yet it is the comprehension of how to apply that information that defines competence. To comprehend the particular leadership competencies of woman managers they were made a request to rate their competencies. The reason here is to comprehend the leadership competencies. From the accessible information the variable investigation was led and the respondents are tried for respond and the information was dissected. The KMO (Kaiser-Meyer-Olkin) esteem is touched base at 0.531, since it is more prominent than 0.05 and is appropriate for conducting factor analysis. Therefore the factor analysis was conducted. The extricated shared traits among 100 respondents and observed to be least of 0.543 for precise self management and maximum of 0.909 for Interprets and communicates business. For understanding the dimensionality of leadership competencies that are key for the Managerial development. The 29 factors are reduced to 10 components.


According to Table 1, the factors stacked on pivoted segment grid are Co-operation, Creativity, Flexibility and Ability to deal with (F1) part which is named as Efficiency Competence. The factors stacked on the (F2) part are service orientation, sense of ethics, Initiative, self-confidence which is named as professional competence. The factors stacked on (F3) are Team skills (good follower), Team skills (effective leader) which are named as Team spirit. The factors stacked on the (F4) business practice, corporate philosophy, accurate self assessment which is named as Entrepreneurial competence. The variables stacked on the (F5) segment are Interprets & communication, corporate philosophy which is named as business awareness. The factors stacked on the (F6) part are Communication, Conscientiousness and Collaboration which is named as Social competence. The factors stacked on the (F7) segment are Consensus building, On-going Assessment, Accurate self assessment. The factors stacked on the (F8) part are Influence, Self confidence which is named as Self confidence. The factors stacked on the (F9) part are Business practice-monitors performance which is named as Business evaluation. The factors stacked on the (F10) part are Empathy and mediation which is named as personal competence. Women Managers who are having these blends are candidly mindful and are solid in leadership behaviour.






From Table 2, the factors stacked on turned part framework are Co-operation, Ongoing Assessment, Flexibility, Creativity and Ability to work and are stacked on (F1) segment which is named as Efficiency competence. The factors stacked on the (F2) part are Positive point of view, Conscientiousness, Service orientation, Initiative, Empathy and Communication which is named as professional competence. The factors stacked on (F3) are Business practice understanding and monitoring and corporate philosophy which is named as Business competence. The factors stacked on the (F4) part are Team skills being an effective leader and Team leader being a good follower which is named as Team spirit. The factors stacked on the (F5) segment are interprets and communicates information, Acquires, organizes and maintains Business and Corporate Philosophy-Acquires data which are named as Business Awareness. Ladies Managers who are having these mixes are candidly mindful and are solid.





  Comparison of Factors Loaded on Rotated Component Matrix



The elements stacked on turned segment framework are decreased to 10 elements and 5 figure every emphasis. These elements are given a name in light of the competencies which are classified. The competencies are regular in both the cases; they are Efficiency competence, Professional competence, Business competence, Team spirit, Business awareness. This empowers us to presume that women managers are having leadership competencies which are vital for the business basic leadership. Furthermore, the vital leadership competency clusters are clarified in the accompanying figure-1.



Analysis of variance between the means of leadership competencies and Age and Experience of the respondents




With a specific end goal to analyse whether there is noteworthy change emerging between the methods for leadership competencies and Age and Experience, ANOVA is led. The outcomes demonstrate that there is huge difference between the mean for Efficiency competencies (0.05) and age yet there is no critical variety between means for Professional Competence (0.951), Business Competence (0.408), Team Spirit (0.358), and Business Awareness (0.262). There is huge fluctuation between the methods for Business Awareness (.053) and encounter however there is no noteworthy variety between means for Efficiency competence (0.767), Professional Competence (0.98), Business Competence (0.321), Team Spirit (0.439). Efficiency competence and Business awareness are the two vital important leadership competencies which are essential for the leadership development and women managers have these qualities which help them to be effective managers in organisations. At the point when women managers with great relationship building abilities have the solid fearlessness and are adjusting with the changing business situation and take choices as needs be and prove their dynamism they will be effective.

























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