Impacts of Leadership on Employee Engagement and Wellbeing

In this case study we will discuss about icici bank and below are the summaries point:- Employee engagement has a significant effect on job satisfaction and workers' devotion to the institution. The survey aims to examine the impacts of leadership on workers' engagement using a multinational ICICI bank in India as a case study. The study population comprised of 169 employees at the ICICI bank branch located in Vinukonda, with 51 participants selected using stratified random sampling. The research found that leadership significantly affects workers' beliefs about the company and work conditions, feelings about the company and work engagement, and organizational citizenship behavior. The survey recommends the development of a training program and the adoption of appropriate leadership styles such as transformational and authentic leadership styles to positively influence employees' beliefs and engagement.

Running head: Statistics 1
Impact of Leadership on the Engagement and Wellbeing of Employees: A Case Study of
Industrial Credit and Investment Corporation of India (ICICI) Bank
By:
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EXECUTIVE SUMMARY
Studies have found that employee engagement has a substantial effect on job satisfaction and
workers’ devotion to the institution. This survey purposes to examine the impacts of
leadership on workers’ engagement using of a multinational ICICI bank in India as a case
study. The specific questions that the research purposed to answer include: What influence
does leadership have on the worker’s beliefs regarding the company and their job settings?
Does leadership impact the worker’s feelings regarding the company and work engagement?
What is the impact of leadership on the worker’s organizational citizenship Behaviour
(OCB)?
The research adopted a descriptive research design with the population of target comprising
of 169 employees at the ICICI bank branch located in Vinukonda, which is in Guntur
District. Five levels of strata were established namely team leaders, supervisors, credit
officers, bank tellers and relationship officers with each stratum being made up of 30% of the
potential population. 51 participants were chosen and a questionnaire administered to them
for gathering data, with the help of stratified random sampling, Descriptive and inferential
methods of data analysis were used with the help of SPSS software. The significance of each
variable in relation to the study variables was determined using a multivariate regression
model.
The findings of the survey show that leadership affects the beliefs of the workers about the
company and the work condition to a great level (mean score of 3.68). Leadership also
impacts the workers’ feelings regarding the company and work engagement at a greater level
(mean score of 3.70). Additionally, leadership impacts organizational citizenship behaviour at

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a greater degree with an average score of 4.03. Therefore, the survey concludes that
leadership significantly affects workers’ engagement and wellbeing.
The research recommends the need for developing an entrenched training programme to
positively influence employees’ beliefs on the institution and work conditions. The
management should also adopt the most appropriate leadership style such as transformational
and authentic leadership styles.

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Table of Contents
EXECUTIVE SUMMARY...................................................................................................................2
LIST OF FIGURES...............................................................................................................................6
LIST OF TABLES................................................................................................................................7
1.0 INTRODUCTION...........................................................................................................................8
1.1 Background Information..............................................................................................................8
1.2 Problem Space.............................................................................................................................8
1.3 Study Aim....................................................................................................................................9
1.4 Research Questions......................................................................................................................9
1.5 Industry Partner Overview...........................................................................................................9
1.6 Implication of the Research.......................................................................................................10
1.7 Structure of Report....................................................................................................................10
2.0 LITERATURE REVIEW..............................................................................................................11
2.1 Introduction...............................................................................................................................11
2.2 The Impacts of Leadership on the Worker’s beliefs regarding the company and work settings.11
2.2.1 Psychological Situations Associated to Workers’ Engagement and Wellbeing..................11
2.3 The impact of Leadership on the Worker’s Feelings regarding the Company and Work
Engagement.....................................................................................................................................13
2.3.1 Organizational Commitment...............................................................................................13
2.3.2 Organizational Justice.........................................................................................................13
2.3.3 Organizational Settings.......................................................................................................14
2.3.4 Leadership Practices...........................................................................................................15
2.4 The Impacts of Leadership on the Worker’s OCB.....................................................................15
2.4.1 Organizational Citizenship Behavior (OCB).......................................................................15
3.0 METHODS....................................................................................................................................18
3.1 Introduction...............................................................................................................................18
3.2 Research Design........................................................................................................................18
3.3 Sampling Design and Population...............................................................................................18
3.3.1 Population...........................................................................................................................18
3.3.2 Sampling Design.................................................................................................................18
3.4 Methods of Data Collection.......................................................................................................20
3.5 Procedure of Research...............................................................................................................20
3.6 Methods of Data Analysis..........................................................................................................20

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4.0 RESEARCH FINDINGS...............................................................................................................22
4.1 Introduction...............................................................................................................................22
4.1.1 Rate of Response................................................................................................................22
4.2 Demographic Characteristics.....................................................................................................22
4.2.1 Gender of Participants........................................................................................................22
4.2.2 Period Employed in the Company......................................................................................23
4.2.3 Departmental units..............................................................................................................23
4.2.4 Age of Participants.............................................................................................................24
4.3 Worker’s Beliefs regarding the Company and their Work Environment...................................25
4.4 Worker’s Feelings regarding the Company and Work Engagement..........................................26
4.5 Worker’s OCB...........................................................................................................................26
4.6 Regression Analysis of the Outcomes........................................................................................27
5.0 DISCUSSION...............................................................................................................................31
5.1 Introduction...............................................................................................................................31
5.2 DISCUSSION...............................................................................................................................31
5.2.1 Workers Beliefs regarding the Company and their Work environment..............................31
5.2.2 Workers Feelings regarding the Company and Work Obligation........................................32
5.2.3 Workers’ Organizational Citizenship Behaviour................................................................34
5.3 RECOMMENDATIONS...............................................................................................................35
5.3 LIMITATIONS.............................................................................................................................37
5.4 CONCLUSIONS...........................................................................................................................38
References...........................................................................................................................................41
Appendices..........................................................................................................................................48
Appendix 1: Questionnaire..............................................................................................................48

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LIST OF FIGURES
Figure 2.1: Conceptual Framework..........................................................................................18
Figure 4.2: Period Employed in the Company........................................................................24
Departmental units...................................................................................................................25
Figure 4.4: Age of Participants................................................................................................26

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LIST OF TABLES
Table 3.1 Sample Distribution.................................................................................................20
Table 4.1 Rate of Response.....................................................................................................23
Table 4.2: Gender of participants.............................................................................................23
Table 4.3 Staff Beliefs regarding the Company and their Work Environment........................26
Table 4.4: Staff feelings regarding the company and work engagement................................27
Table 4.5 Worker’s Organizational Citizenship Behaviour.....................................................28
Table 4.6 Model Summary.......................................................................................................28
Table 4.8: ANOVA..................................................................................................................29
Table 4.9: Coefficients Outcomes............................................................................................30

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1.0 INTRODUCTION
1.1 Background Information
It is a consensus across organizations that the current generation requires more competence
and profitability than any other generation in the past, even as enterprises endeavour to
improve their output and competitiveness (Kompaso and Sridevi, 2010). As a result of
globalization, organizations are modifying their administrative structures so as to compete in
the global economy (Batista-Taran et al., 2009). A highly engaged personnel is an indication
of a progressive enterprise irrespective of its size, physical location and financial
performance (Cataldo, 2011). The benefits of engagement are to the organization and to the
employee in terms of improved zeal, physical health, and joy (Kouzes and Posner, 2016).
Studies have also indicated that employee engagement and wellbeing are directly related to
profitability, customer satisfaction and loyalty, all of which are critical in the banking
industry (Andrew and Sofian, 2012).
Employee engagement is an issue that is of great emphasis for the leadership in business
because they perceive it as a significant aspect impacting the efficiency, invention, and
competitiveness of the organization (Karanges et al., 2015). Additionally, it is the
management that establishes the link between the organization and its workforce,
consequently the association between the leader and the personnel is often the “deal breaker”
with regard to engagement and wellbeing of the staff (Swarnalatha and Prasanna, 2013).
1.2 Problem Space
Workers’ engagement is a comparatively a new are of study but it research has demonstrated
its substantial influence on employee engagement and wellbeing (Rasheed, Khan, and
Ramzan, 2013). Breevaart et al. (2014) indicated that successful leadership was a determinant
in workforce engagement and welfare. Studies have examined employee engagement from

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different perspectives, but still, other scholars have contended that there scarcity of literature
about the influence of leadership on workers’ engagement and wellbeing (Bailey et al., 2017;
Bedarkar and Pandita, 2014).
As much as multiple scholars have conducted studies on workers’ engagement and wellbeing
in the banking sectors across the world, (Mishra, Kapse, and Bavad, 2013; Albdour, and
Altarawneh, 2014), a handful of studies have been undertaken about the impacts of leadership
on personnel engagement and wellbeing in the banking sector of India, hence the need for
such a study to be conducted.
1.3 Study Aim
This study aims at ascertaining the impact of leadership on the engagement and wellbeing of
the staff in ICICI bank.
1.4 Research Questions
The research purposes to find solutions to the following concerns:
1. What influence does leadership have on the worker’s beliefs regarding the company and
their work job settings?
2. Does leadership impact the worker’s feelings regarding the company and work
engagement?
3. What is the impact of leadership on the worker’s organizational citizenship Behaviour?
1.5 Industry Partner Overview
ICICI is located in Vinukonda, in Guntur District of the Indian State of Andhra Pradesh. The
organization is headed by 15 people who have been running it for the past decade. I have a
special relation to the bank branch because I did my internship at the bank.

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1.6 Implication of the Research
The study is important to the banking industry because occupied personnel are often
dedicated to the organization's mission and perform much better, thus increasing the business
general performance. The study is also of importance to the management and leadership in
the banking sector because it will provide more evidence on their influence on the
productivity and commitment of the workforce. The study is also critical to scholars because
it will act as a basis for future research.
1.7 Structure of Report
This research has been categorised into five chapters. The first one contains the background
of the study, problem statement, study aim and the research questions. Moreover, chapter one
describes the significance of the research to organizations and leadership. The second chapter
is about literature review and the fourth chapter is on the methodology utilized to gather data.
The research outcomes and analysis are presented in the fourth chapter, whereas the
summary, conclusion and recommendations are as well outlined in chapter five.

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2.0 LITERATURE REVIEW
2.1 Introduction
Chapter two provides a theoretical review on the study aim with its content being based on
the three themes of the research question namely the impact of leadership the beliefs of the
workforce and feelings regarding the company, work settings and commitment. Additionally,
the impact of leadership on the workers OCB has also been addressed.
2.2 The Impacts of Leadership on the Worker’s beliefs regarding the company and
work settings
Employee engagement is primarily concerned with their psychology, which is majorly about
their beliefs regarding the company, its leadership and the work environment (Schaufeli and
Salanova, 2011: Kahn, 2010).
2.2.1 Psychological Situations Associated to Workers’ Engagement and Wellbeing
Kahn (2010) pointed out that employee engagement or disengagement at work are related to
three psychological elements: significance, safety, and readiness. The study found out that
employees inquire the usefulness of them committing themselves to given work, whether it is
safe to do so, and their readiness to accomplish the given work.
2.2.1.1 Psychological Significance
According to Kahn (2010), workers derive significance when the feel important, valuable and
not lightly esteemed, and that their effort is appreciated, significant, and esteemed. However,
these feelings are often accomplished at work when there is an agreement between the values
of the organization and of the workers (Geldenhuys, Laba, and Venter, 2014). Babcock-
Roberson and Strickland (2010) demonstrated that leadership, particularly charismatic
leadership, can have an influence on the significance of the worker’s effort as determined by
work engagement. The theoretical justification for employee engagement is the social
exchange theory (SET) (Wang and Hsieh, 2013), which asserts that duties are created through

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multiple associations between individuals or groups who are indirectly interdependent.
Employees convinced of better organizational support will respond by being more engaged in
their work and to the business (Rasheed, Khan, and Ramzan, 2013). Thus, the leadership
should endeavour to promote significance through other ways such as effective job design,
assigning qualified employees for specific work and through gaining deeper insight into the
interests and expectations of the workforce so as to assign them roles which they can succeed.
2.2.1.2 Psychological Safety
Psychological safety is the feeling of one’s ability to demonstrate and utilize one’s self
devoid of fear of the repercussions to reputation or profession (Kahn, 2010). Trust is critical
for inherently motivated conduct because it leads to total devotion of self to a given objective.
Saks (2011) relates that people who feel safe when they are sure that they will not be
penalised when they freely express themselves at work. On the other hand, unsafe work
settings scare away employees from becoming innovative. Shawyun and Wattanasap (2016)
observe that trust and confidence in the leadership by the staff increases the likelihood that
workers will reward with engagement. Psychological safety provides an opportunity for the
management to foster engagement especially that which offers a helpful, trusting work
condition gives workers an opportunity to fully commit themselves to work (Xu and Thomas,
2011).
2.2.1.3 Psychological readiness
Kahn (2010) defines psychological readiness is one's belief in the possession of emotional
and cognitive ability to be involved at work. It examines an individual’s confidence to be
involved in his or her duties, owing to the fact that the person is also engaged to other life
duties (Stander and Rothmann, 2010). Rothmann and Rothmann (2010) suggest that
employee welfare programmes that are geared towards the alleviation of stress can assist the

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person to become more engaged and foster their wellbeing, thus minimizing workplace stress
and improving their performance. Normal life duties such as membership to given groups like
academic institutions, charitable organizations etc. are likely to distract one’s focus to the
extent that he or she is not readily available to concentrate on the work roles (Chang et al.,
2013). The authors further propose that leadership should be cautious to design jobs that
reduce mental, passionate and physical strain undergone by the workforce and should not
overwork them.
2.3 The impact of Leadership on the Worker’s Feelings regarding the Company and
Work Engagement
The emotional aspect is the second element of employee engagement, and it involves the
manner in which the workforce feels regarding the organization, its leadership and the
workplace environment in addition to their attitudes to these components (Kahn, 2010).
2.3.1 Organizational Commitment
Albrech (2011) defines organization commitment as the level to which a person identifies
with an institution and is devoted to its mission. A highly engaged personnel is likely to have
a higher emotional connection to the company and reduced chances of quitting. Lips-
Wiersma and Wright (2012) note that greater degrees of engagement are experienced in work
conditions that are characterised by oneness and sharing of experiences and views thus
making the team connected emotionally and increases individual ambitions. People that
connect emotionally and in a positive manner with the company develop responsibility skills
are inclined to stay and provide excellent services within minimal time thus minimizing
turnover costs (Bedarkar and Pandita, 2014).
2.3.2 Organizational Justice
Organizational justice is vital for the reason that research has indicated that a workforce that
perceives an organization as being fare perform better, have confidence in their seniors, have

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psychological ownership and are devoted (Cheung, 2013). Organizational justice has been
viewed from two perspectives; interpersonal justice, which involves exercising dignity and
respect when dealing with employees, and informational justice, which involves giving
sincere clarifications. According to Bakhshi, Kumar, and Rani (2009) organizational justice
has three components, that is, distributive, procedurals, and interactional justice. Studies have
demonstrated that the impacts of relational and informational justice are far much significant
when compared to the influence of distributive and procedural justice (Karriker, and
Williams, 2009). Nadiri and Tanova (2010) elicited that once the workers are content that the
administration is fair and the conduct of the leaders is inclined towards kindness, they are
more likely to conclude that the management is devoted to their wellbeing and thus leading to
greater engagement.
2.3.3 Organizational Settings
Kahn (2010) points out that employee engagement is also dependent on how they think about
their work environment. Lowe (2012) also added that the assessment of multiple studies have
shown that employee engagement is strongly linked to three vital environmental factors:
relationships, work-life balance and values. Organizations experience high employee levels
of engagement when they are given time off-work to rejuvenate themselves (Bindl, and
Parker, 2010). Successful leadership aims at designing jobs in a way that allows employees to
accomplish work-life balance and thus experience high levels of employee engagement
(Cataldo, 2011). Work-life balance improves the wellbeing of employees and job
performance (Peters and Heusinkveld, 2010). It is also defined as the degree to which the
encounters in a given engagement increase the quality of life in another work (Maertz and
Boyar, 2011).

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2.3.4 Leadership Practices
The attitude of employees towards their leaders is also an emotional aspect. It is important
that the workforce develop confidence in their company but this is dependent on the
reliability and integrity manifested by the leaders (Andrew and Sofian, 2011). However, if the
leaders themselves are overburdened and interested only on instant outcomes, they are less
likely to appreciate inventions and cannot be role models (Storey et al., 2009). Such leaders
are also less likely to keep up with employees who occupy their time and effort on activities
besides the main one. Studies have shown that transformational and authentic leadership
styles foster employee engagement (Leroy, Palanski, and Simons, 2012).
2.4 The Impacts of Leadership on the Worker’s OCB
The behavioural aspect is the last element of employee engagement, and it comprises of the
input that engaged workers wilfully decide to incorporate into their duties such as additional
time and effort fully given to the work and the institution (Kahn, 2010). The character of a
worker that is engaged can be described as eager, inspired, and zealous regarding her work.
On the other hand, disengaged workforce is unresponsive, pathetic, depersonalized, alienated,
and introverted from work (Schaufeli and Salanova, 2011). The Leader-Member Exchange
(LMX) theory emphasises on the quality of the association between the subject and the
leader (Agarwal et al., 2012). The theory emphasizes social aspects of trust, loyalty, sincerity,
and respect that assists in the definition of the association between a leader and the subject.
Employee behaviours were later coined as “organizational citizenship behaviour” by Smith,
Organ, and Near as stated by Yildirim (2014).
2.4.1 Organizational Citizenship Behavior (OCB)
The current trend in the global economy and employment sector is that the workforce is
expected to go past their official job descriptions and roles so as to keep up with difficulties

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such as downsizing, competition etc. (Crossley, Cooper, and Wernsing, 2013). The most
appropriate example of such conduct is OCB (Zeinabadi, 2010). The main focus of OCB is
that of a willful action and common help without an express monitory reward. Opportunities
for OCB can be improved if the leaders attempt to positively influence the work settings
(Podsakoff et al., 2009). OCB has been linked to charismatic leadership style because such a
leader can initiate workers’ engagement at the workplace thus resulting in involvement in
positive behaviours that foster OCB (Zehir et al., 2014).
If the personnel are of the view that the leadership is just and fair in their dealings, they are
more inclined to give back to the company by being much more committed to OCB (Eatough
et al., 2011). Several factors have been found out to be potential experiences of OCB such as
job satisfaction, confidence on the leaders and fairness (Fairlie, 2011). OCB affects both the
organization and employees (Chiang and Hsieh, 2012). It increases the general employee
performance and customer and employee satisfaction leading to profitability and high
retention rates (Andrew and Sofian, 2012). OCB is the positive behavioural values not
outlined in the work role and not an expectation from the management (Cataldo, 2011). OCB
can also be perceived with regard to its prohibitive or promotive nature, in which the former
is focused on safeguarding organizational values and practice, and at the same time
preventing unbecoming and unethical behaviours. Promotive behaviours address the pro-
activeness, adaptive and focused on the alignment of organizational objectives with those of
employees (Swarnalatha and Prasanna, 2013).
The characteristics of OCB have been suggested to comprise of fundamental personality
factors which include civic virtue, thoroughness, unselfishness, courtesy and sportsmanship
(Kumar, Bakhshi, and Rani, 2009). Civic virtue is an overall interest in or devotion to the

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business in its entirety and is remarkable for responsible involvement in the political culture
of the company such as not skipping meetings (Jain, Giga and Cooper, 2013). Thoroughness
shows one's organization, accountability and meticulousness. Additionally, it is the
commitment to work role beyond formal job descriptions e.g. working for extensive hours,
cleanliness, punctuality, and energy saving among others (Kumar, Bakhshi, and Rani, 2009).
Unselfishness is a helpful behaviour that comprises of voluntary behaviours where an
individual offers to help a workmate with a given challenge in order to complete the work
outside the routine way (Wallace et al., 2009). Courtesy is about the conduct which aims at
problem averting and implementing necessary steps to minimize the impacts of the issue and
future re-occurrence (Kumar, Bakhshi, and Rani, 2009). Sportsmanship is the behaviour of
courteously indulging the annoyances that are not preventable in most workplace settings.
Good sportsmanship is likely to foster work morale of teams and minimize employee
turnover (Grant and Mayer, 2009).

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Conceptual Framework
Figure 2.1: Conceptual Framework
Figure 1 Figure 2.1: Conceptual Framework
Independent Variables Dependent Variable
Employee Beliefs:
(Regarding the
institution and Work
Environment)
Workers’ feelings:
(regarding the institution
and Work Engagement)
Organizational
Citizenship Behaviour
(OCB)
Employee Engagement

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3.0 METHODS
3.1 Introduction
This chapter provides details of the research methodology.
3.2 Research Design
The study used a descriptive survey method to determine, assess and explore the impacts of
leadership on worker’s engagement and wellbeing in ICICI Bank in India. The researcher
preferred a descriptive design because the outcomes provided certain conclusions and it
explained the profile of the participants with regard to a specific aim of the research.
3.3 Sampling Design and Population
3.3.1 Population
The target population was made up of 420 staff from the ICICI Bank branch in Vinukonda
town in Guntur district.
3.3.2 Sampling Design
3.3.2.1 Sampling Frame
The sampling frame of the study comprised of a list of workers from the bank branch namely:
team leaders, supervisors, credit officers, bank tellers, and relationship officers. These were
acquired from the HRM department of the bank with the assurance that the names of the
specific employees remain unidentified.
3.3.2.2 Sampling Technique
The research used a stratified random sampling approach. With this approach, participants are
chosen in a manner that the current subclasses are reproduced in the sample from the
population, meaning that the sample is made of strata (Neuman, 2013). This technique was
selected because it minimizes the possibilities of sampling errors (Blessing and Chakrabarti,
2009). Additionally, the researcher chose a stratified sampling technique because of the
availability of and enough sample frame that assisted in ascertaining the stratified features of
the projected study population (Zikmund et al., 2013). The researcher stratified the strata on

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the basis of different units namely; team leaders, supervisors, credit officers, bank tellers, and
relationship officers.
3.3.2.3 Sample Size
The sample size was determined using a quota of 30% from each stratum from the five strata
of team leaders, supervisors, credit officers, bank tellers, and relationship officers. A total of
35 respondents were chosen using stratified random sampling design and the research carried
out. The specific individuals for the study were selected using a table of random numbers.
Table 1Table 3.1 Sample Distribution
Table 3.1 Distribution of the Sample
Group
Target
populatio
n
Sample
representatio
n
% sample
representatio
n
Team
leaders 34 10 20
Supervisors 38 11 22
Credit
officers 29 9 17
Bank tellers 46 14 27
Relationshi
p officers 22 7 13
Total 169 51 100
3.4 Methods of Data Collection
Questionnaires printed in hard copy were used in collecting data. This tool was used because
it’s accurate, expedient, easy to use, cost-effective and allowed anonymity for the participants
more so in the banking industry which has extremely private information (Derntl, 2014). The
questions in the questionnaire were framed from the theoretical analysis undertaken in this

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survey and it comprised of four sections. The first part was on the respondents’
demographics, and the remaining sections two to four focused on research question one to
three respectively.
3.5 Procedure of Research
The researcher used questionnaires to collect data and was self-administered and dully filled
by the participants. However, informed consent was first obtained through an opening letter
which described the objective of the research and that the collected data was only to be used
for the purpose initially mentioned. The researcher conducted a pilot testing of the research
instrument with the help of ten participants within four days. Any mistakes realised in the
questionnaire was corrected before the actual study took place (Derntl, 2014). The ten
respondents were however not included in the final research
3.6 Methods of Data Analysis
Quantitative data analysis was used in this study with the utilization of descriptive and
inferential statistics because they demonstrated the incidence of occurrence by ascertaining
the statistical associations between the variables under study (Hair et al., 2015). The
correlation analysis under inferential statistics was used whereas the measures of central
tendency were used under descriptive statistics. SPSS software was used in the analysis of
data.
In order to ascertain the significance of each study variables with employee engagement and
wellbeing, a multivariate regression model was used as shown below:
Y = β0+ β1X1 + β2X2 + β3X3+ẹ
Where:
Y = Engagement and Wellbeing

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β1= Beta coefficients
X1= Worker’s beliefs
X2= Worker’s feelings
X3= Worker’s organizational citizenship behaviour
ẹ= error term
The regression analysis results such as the correlation coefficients will demonstrate the
impact of the worker’s beliefs regarding the company and job environment, worker’s feelings
regarding the company and work obligation, and OCB (independent variables) on the
employee engagement and wellbeing (dependent variable).

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4.0 RESEARCH FINDINGS
4.1 Introduction
This section outlines the analysis and results of the survey about the topic of study.
4.1.1 Rate of Response
The population target of the study was 51 participants. Based on the actual research, 35 out of
51 potential participants filled and submitted the questionnaire, representing up to 69%
response rate.
Table 2 Table 4.1 Rate of Response
Table 4.1 Rate of Response
Response
Frequenc
y (%)
Responded 35 69
Not responded 16 31
Total 51 100
Source: Research Data (2019)
4.2 Demographic Characteristics
4.2.1 Gender of Participants
The male respondents represented 71% and were the majority whereas the female were 29%.
Thus, gender equality was not factored in during research
Table 3Table 4.2: Gender of participants
Table 4.2: Gender of participants
Gender
Frequenc
y
Percentage
(%)
Male 25 71
Female 10 29

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Total 35 100
Source: Research Data (2019)
4.2.2 Period Employed in the Company
The researcher was determined to find out the period the participants had worked for ICICI
bank. 31% of most of the employees had been employed at the organization for 7 to 10 years,
29% for over 11 years, 26% for 3 to 6 years, and 14% had been employed for 2 years or less.
This is an indication that the participants possessed a lot of information regarding the
company.
Figure 4.2: Period Employed in the Company
Figure 2 Figure 4.2: Period Employed in the Company
Source: Survey Data (2019)
4.2.3 Departmental units
According to the outcomes, most of the respondents were bank tellers (29%), 23% were
credit officers, 20% were supervisors, team leaders and relationship officers accounted for
17% and 11% of the total respondents respectively. The findings show that the intended units
of study were well represented.

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Figure 4.3: Departmental units
Figure 3Figure 4.3: Departmental units
Source: Survey Data (2019)
4.2.4 Age of Participants
The research purposed to examine the age of the participants, and found out that most of
them were over 55 years old (23%), 17% were both aged between 31 to 36 and 37 to 42
years. 14% between 25 to 30 years old, 11% were both between 43 to 48 and below 25 years
old. Those aged between 49 to 54 years were least represented (6%).

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Figure 4.4: Age of Participants
Figure 4Figure 4.4: Age of Participants
Source: Survey Data (2019)
4.3 Staff’ Beliefs regarding the Company and their Work Environment
The study utilised a Likert scale ranging of five scores. An average score of 1-2.5 was
interpreted as low level/degree, 2.65-3.5 an average level whereas 3.6- 5.0 meant great
level/high degree. The level of agreement of the respondents with regard to their assertions
about their beliefs on the company’s leadership and work environment was great as is
evidence by an overall mean of 3.68 out of 5.0
Table 4Table 4.3 Staff Beliefs regarding the Company and their Work Environment
Table 4.3 Staff Beliefs regarding the Company and their Work Environment
Assertion Mean SD
I am personally valued 4.09 .951
I can freely express myself at
the workplace
3.71 .710
I am allocated duties that
permit me to freely manifest
my skill and talent
3.57 .884
My work settings is open,
helpful and trusting
3.51 1.095
I trust my senior and am
confident in him/her
3.66 .998
I believe that my job is of
value and meaningful to the
company
3.51 .981
Total 22.06 5.62
Average 3.68 0.94
Source: Survey Data (2019)

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4.4 Staff Feelings regarding the Company and Work Engagement
The research also aimed at determining the feelings of the respondents on different
statements about the company and work engagement from the perspective of the influence of
the leadership. The findings show that the employees to a great extent (3.70 out of 5.0)
consent that the leadership have positively influenced their commitment to work and attitude
about the organization.
Table 5Table 4.4: Staff feelings regarding the company and work engagement
Table 4.4: Staff feelings regarding the company and work engagement
Assertions Mean SD
The company exercise respect
and dignity when dealing with
its personnel
3.80 .933
I feel part of the company and
its goals
3.74 .817
I am dedicated to working for
the institution in the future
3.71 .860
I am assigned executable
amount of responsibilities
3.71 .893
The company assists the staff
in meeting work-life balance
3.63 .877
My supervisor supports my
ingenuity and innovation
3.57 .979
Total 22.17 5.36
Average 3.70 0.89
Source: Survey Data (2019)
4.5 Worker’s OCB
The researcher sought to obtain the respondents’ consent level on assertions on workers’
OCB which was found out they consented to a high degree with an average score of 4.03 out
of 5.0.

Statistics 28
Table 6Table 4.5 Worker’s Organizational Citizenship Behaviour
Table 4.5 Worker’s OCB
Assertions Mean SD
I meticulously adhere to work
policies and the company's
code of conduct
4.40 .775
I often attend unit-level
meetings
4.29 .710
I continuously encourage my
colleagues to work as a team
4.09 .781
I am prepared to forgo my
individual objectives and
aspirations for the betterment
of the entire unit
3.69 .867
I have the chance to recuperate
from job related stressors
3.60 .914
I regularly volunteer to duties
that are not my formal job
descriptions
4.11 .718
Total 24.17 4.76
Average 4.03 0.79
Source: Survey Data (2019)
4.6 Regression Analysis of the Outcomes
Table 7Table 4.6 Model Summary
Table 4.6 Model Summary
Mode
l
R R Square Adjusted R
Square
Std.
Error of
the
Estimat

Statistics 29
e
1 .257a .066 -.025 .986
Source: Survey Data (2019)
a. Predictors: (Constant), OCB, Feelings, Beliefs
R squared was used in the research. The R squared is the coefficient of determination and it
shows the way in which the workers’ engagement varied with their beliefs regarding the
company and their work environment, their feelings regarding the company and work
engagement and wellbeing, and their OCB. According to the findings, 6.6% of the factors
impacting workers engagement and wellbeing have been explained by the three independent
variables. The implication is that other aspects not considered in this study account for 93.4%
of the factors affecting employees’ engagement and wellbeing.
Table 8Table 4.8: ANOVA
Table 4.8: ANOVA
Model
Sum of
Squares df
Mean
Squar
e F Sig.
1 Regressio
n
2.126 3 .709 .729 .543b
Residual 30.159 31 .973
Total 32.286 34
Source: Survey Data (2019)
a. Dependent Variable: Workers Engagement
b. Predictors: (Constant), OCB, Feelings, Beliefs

Statistics 30
ANOVA was used to determine the p value from which the significance of the regression
model. The p value is higher than 0.05. This implies that the model under consideration is
statistically insignificant in forecasting on how the beliefs of the workers regarding the
company and work environment, workers’ feelings regarding the company and work
engagement and workers OCB impact workers engagement and wellbeing. In other words,
the regression model is likely to give an erroneous prediction by 0.05.
Table 9Table 4.9: Coefficients Outcomes
Table 4.9: Coefficients Outcomes
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B
Std.
Error Beta
1 (Constant) .593 2.838 .209 .836
Beliefs .466 .420 .197 1.11
1
.275
Feelings .377 .520 .129 .726 .473
OCB .110 .563 .035 .195 .847
Source: Survey Data (2019)
a) Predictors: (Constant), Workers, beliefs regarding the company and their work
environment, workers’ feelings regarding the company and work engagement and workers’
OCB.
b) Dependent Variable: Employee engagement and wellbeing
The regression equation:
Y = 0.593 + 0.466X1 + 0.377X2 + 0.11X3 + ε

Statistics 31
The regression equation implies that with all factors (Workers, beliefs regarding the company
and their work environment, workers’ feelings regarding the company and work engagement
and workers’ OCB) kept constant, the factors impacting workers’ engagement will be 0.593.

Statistics 32
5.0 DISCUSSION
5.1 Introduction
This chapter summarises the outcomes and the discussions on the results in which they are
compared with the outcomes of relevant literature. Recommendations are then made on the
basis of the findings and to ensure that organizational leadership is effective in increasing
productivity through employee engagement and wellbeing.
5.2 DISCUSSION
The discussions by the researcher have been based on the findings and then compared with
relevant literature published before.
5.2.1 Workers Beliefs regarding the Company and their Work environment
The researcher found out that the workers at ICICI bank were valued to a greater level
represented by a mean score of 4.09 out of 5.0. Similar conclusions were arrived at by
Andrew and Sofian (2012) who found out that employees who trusted their seniors were
proud of the company and put more effort into ensure that the business achieved its goals.
The personnel should develop confidence in the company, however, this can be accomplished
through transformative leadership. The research also found out that most of the staff had the
freedom to showcase themselves at the workplace at a greater level as shown by an average
score of 3.71.
Workers encounter significance in the organization when they have a sense of importance
and are appreciated not underrated (Kahn, 2010). According to Lips-Wiersma and Wright
(2012), such feelings are manifested when the values of the company and those of the
employees are aligned. Babcock-Roberson and Strickland (2010) opine that valuable work is
significant but also puzzling, though they instil happiness and success ones completed
successfully, hence the reason why employees have to progressively advance in learning. The

Statistics 33
findings of these authors were in agreement with the researchers’ outcomes that employees
that were allocated job roles that permitted them to excellently manifest their skills and
talents positively influenced their feelings about the organization at a moderate level with an
average value of 3.57.
The survey did also show that the staff moderately agreed that they worked in open and
helpful work settings and more often were appreciated by their supervisors. The means score
for the same was 3.51. To a high level (average value of 3.66), the employees consented that
they had trust and confidence in the leadership. The outcomes of the survey conducted by
Shawyun and Wattanasap (2016) also indicated that people feel secure when they recognise
that they will not be penalised for making manifest their skills and talents at work. Moreover,
the authors assert that workers in secure work settings are able to comprehend the defined
limits on specific behaviour’s whereas those in insecure settings are vague, impulsive and
hostile environments are more often distractors and prevents them from making new
attempts. Kahn (2010) relates that psychological safety is the assumption that one will not be
penalised as a result of individual engagement. The institution has a duty to foster trust
among its employees by ensuring that the contracts entered with them do not only focus on
defined job roles but also takes care of their psychological and behavioural aspects. It is more
often the case that increased incidences of trust by the personnel on the organization and its
leadership are translated into positive engagement behaviour.
5.2.2 Workers Feelings regarding the Company and Work Obligation
The study found out that the company deals with its staff in a respectful and dignified way to
a high degree with a means value of 3.80. The participants also felt that to a greater level
(means value of 3.74) they perceived that they formed part of the institution and its standards.

Statistics 34
Similar outcomes were also arrived at by Lips-Wiersma and Wright (2012) who highlighted
that workers personalize their work through emotions regarding the activities of the
institutions as a whole and regarding their line managers; a relationship that has a substantial
significance on the overall employee engagement and organizations performance. Lips-
Wiersma and Wright (2012) also elucidate that workplace conditions, leadership, work and
personal factors in an institution are associated with workers engagement. The work-related
engagement factors include an agreement between the standards of the staff and those of the
enterprise and vision and integrity as the lead engagement factors. (Cataldo (2011) observed
that emotional engagement among the employees is determined by factors such as good
working environment, development opportunities, equality, and opportunities for
advancement.
An engaged workforce has high chances of emotional connection to the institution and is less
likely to quit their jobs. Elevated levels of engagement are often experienced at work
environments that have a common sense of responsibility and aim that brings the individuals
together at an emotional level and increases their individual ambitions (Swarnalatha and
Prasanna, 2013). Lips-Wiersma and Wright (2012) reason that people that positively connect
emotionally in the organization context develop a feeling of ownership and are more inclined
to work for it into the foreseeable future, providing their best at the minimal time thus
lowering the turnover costs. The respondents to a higher level (by a mean value of 3.71) also
showed that they were devoted to being employees in the company into the foreseeable future
and that they were allocated, to a greater extent, work that was executable as is represented
by a mean value of 3.71. These outcomes are aligned with those of Lips-Wiersma and Wright
(2012). In other studies, researchers have found out that with the recent globalization and

Statistics 35
increased competitiveness, employees are constantly discouraged and disillusioned at their
workplaces due to the pressure for delivering within a short time and with little resources
available. As a result, they are ever on the look for workplace conditions that offer
opportunities for better expression and realization (Thompson and Smith, 2009). According
to Cheung (2013), it is the organization’s leadership that often interact with its subjects by
exercising respect and care, then the staff is expected to respond to this goodwill by being
emotionally attached to the work and putting in more effort to achieve the organizational
goals and even please the good leader.
5.2.3 Workers’ Organizational Citizenship Behaviour
The researcher found out that the employees at ICICI bank, to a greater level, adhered to the
work guidelines and the code of conduct of the institution as is shown by a means score of
4.40. Bedarkar and Pandita (2014) describe an engaged worker as one that is fervent, active,
interested, and ardent about his or her job role, while a disengaged employee can be
described as wretched, unresponsive, depersonalized, separated and reserved from his or her
work. This behavioural element of worker’s engagement also determines the readiness of the
staff to behave in a given manner, go beyond the outlined job roles and devote their skills and
talents to the work.
The employees attended departmental meeting regularly and at a greater level by a mean
score of 4.29. Moreover, they continuously inspired others to work as a team to a greater
level (4.09). Nadiri and Tanova (2010) found out that leaders have a greater influence in
determining the culture at the workplace to offer additional opportunities for organizational
citizenship behaviour. This will increase contact among co-workers and provide opportunities
for them to identify the areas that employees need help or changes in regard to the work

Statistics 36
guidelines. Charismatic leadership is closely linked to OCB as noted by Babcock-Roberson
and Strickland (2010). The authors contend that a charismatic leader is capable of initiating
workers’ engagement which can result in the expression of positive conduct that fosters OCB.
Yildirim (2014) also adds that the staff have the burden of being active in the life of the
institution and to cope with the organizational changes.
The employees were also allowed to a greater level to recover from work-related stressors as
evidenced by a mean value of 3.60. These were in harmony with the outcomes of the study
by Bindl and Parker (2010) who found out that the levels of employee engagement at work
increased when they were given some time off their work schedule. Work-life balance is an
aspect that is both the responsibility of the employee and the employer to achieve but the
organization has much more influence and are thus also the determinants of employee
engagement (Cataldo, 2011).
5.3 RECOMMENDATIONS
The following recommendations have been proposed by the researcher based on the study
findings
• Workers’ Beliefs regarding the Company and their work Environment
The present administration of ICICI bank was found to have established workers’ programs
and strategies, but there is need to design and implement employee training programs in the
institution that are aimed at strengthening the beliefs of the workforce regarding the company
and the condition of their workplace. This is vital as it will ensure that the workforce is
progressively knowledgeable of the company because, with the present state, there is a
possibility of void if succession is carried out. Furthermore, this will help in improving the
morale of the workforce and will lead to better performance at work. Additionally, the senior

Statistics 37
leaders should progressively increase their competency and inspire other line managers of the
same and help the subordinates to undertake the same and thus increase organizational
productivity.
• Workers’ Feelings regarding the Company and Work Engagement
The leadership of ICICI bank should adopt the most appropriate leadership style that supports
mutual accountability and all-inclusive decision making with all relevant persons of interest.
The management should also include the middle line managers in the management of the
institution because this is likely to promote participative leadership and thus increase
profitability. Moreover, the administration should attend in-house training on the most
effective leadership styles such as charismatic and transformational leadership which is a
requirement for better relations between the seniors and their subordinates. The research
recommends that the organization could improve its leadership styles by providing
opportunities for freely expressing their views in addition to positive criticism. The
subordinates should also be assigned responsibilities and with constant inquiry by the leaders
and investors. Transformational leadership style should especially be adopted by the
management because it will increase the level of performance among the personnel as a joint
agreement towards better efficiency and profitability. Subsequently, the leadership will be
obliged to emphasize improving the feelings of their staff regarding the company and
devotion towards work.
• Worker’s Organizational Citizenship Behaviour
Change is indispensable for the growth of the institution. But two fundamental things must
take place for there to be an effective change. The first is that the leadership must be united

Statistics 38
and secondly, they have to cease from the routine way of operations. While this is usually
perceived as the troublesome side of leadership, this approach dares one to work beyond the
outline boundaries and invent new methods of operation to the organization; and this
summarizes OCB. Making changes for the sake of it is detrimental to the life of the business.
The increasing mindfulness and call for idealist philosophies in the management profile are
focused more on professional ethics, and individual integrity. The development of leadership
ought to be an individual initiative and aim. If the management of organizations do not
clearly understand that one of their leadership roles is to nurture their subordinates for
leadership, then plans on succession and long term sustainability of such organizations will
constantly be endangered. The management should well adopt leadership styles that promote
engagement such as authentic and transformational leadership styles.
• Further Studies
The report acclaims that future research should emphasize on examining the association of
other variables and their influence on the impact of leadership styles on workers’
engagement. For instance, the variables can be on performance appraisals. This survey should
be repeated but with a larger sample and additional time assigned to it in addition to the use
of over one instrument of gathering data. Focus group discussions and interviews can be used
in future studies to help verify the data obtained from the participants.
5.3 LIMITATIONS
The research’ sample size was small to warrant generalization. Since the survey was confined
to only one branch of the bank, the generalization and replication of the study to other
settings are likely to become a challenge.

Statistics 39
The challenge of examining effective leadership in employee engagement is that it is not easy
to find organizational managers that sincerely express the true features of leadership styles
such as transformational leaders due to the variation in the nature of leaders. This, therefore,
becomes a challenge for the researcher to ascertain the honesty of the information obtained
from the managers besides that acquired from their juniors. This can negatively affect the
reliability of the outcomes.
Another drawback of the report is that as much as there is a lot of literature on the association
between management and workforce engagement, the researcher experienced paucity of
research evaluating the actual association between general leadership and not specific
leadership styles and employee engagement. The multiple studies that were accessible
focused on specific leadership styles and job satisfaction, and thus couldn’t be included in the
study due to their irrelevancy.
5.4 CONCLUSIONS
The conclusions of this research have been based on the analysis of the findings from the
gathered data, therefore, each conclusion has been made in consideration of research
questions. Leadership affects the beliefs of the worker about the company and their work
environment. This was because the leadership were intentional in looking after the wellbeing
of their juniors and their aspirations thus making the staff feel encouraged in their work role.
This further made it easy for the workers to put more effort into their work and increased
contact time with their supervisors.
The survey also found out that leadership impacts the feelings of the workers regarding the
institution and work engagement. This conclusion was arrived at because the workers agreed
to a greater extent that they were not willing to quit their jobs at ICICI bank, perceived to be

Statistics 40
involved in the organization's core mission and were treated with respect and integrity.
Additionally, the study found out that the management gave them time off to relieve
themselves from work stressors.
Leadership has a significant influence on OCB. The research found out the employees at
ICICI bank went beyond the outlined job roles to help their co-workers with burdensome
responsibility and at the same time leaving their job unattended. They also had a positive
attitude even when under criticism. The participants were ready to forgo their individual
aspirations for the sake of the entire department thus fostering cohesion amongst themselves
and with the management.
It is a conclusion based on the findings that with all other independent variables kept at zero,
each additional unit in the beliefs of the worker regarding the company and their work
environment is likely to result to a corresponding rise in the scores of the engagement of the
workers. Each additional unit in the feelings of the workers regarding the company and work
engagement will result in the rise in their engagement. Moreover, an additional increase in
the worker's organizational citizenship behaviour is likely to lead to the rise in the scores in
the worker’s engagement. Therefore, this means that workers’ organization citizenship
behaviour affect employee engagement the most, followed by their feelings about the
company and work engagement, and their beliefs regarding the institution and their work
environment being the least. However, this research found an insignificant association
between workers’ engagement and a combination of the independent variables namely
worker’s beliefs regarding the institution and workers engagement, workers’ feelings
regarding the company and work engagement and OCB as depicted by the p-values.

Statistics 41
However, there was a relatively substantial relation between the independent variables and
workers engagement when analysed separately.

Statistics 42
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Appendices
Appendix 1: Questionnaire
A SURVEY ON THE IMPACTS OF LEADERSHIP ON WORKERS’ ENGAGEMENT AND WELLBEING
AT ICICI BANK
PART 1: DEMOGRAPHIC DATA
1. Kindly indicate your sex: Male [ ] Female [ ]
2. What’s your work experience at ICICI Bank, in terms of years?
Under 2 years [ ] 3 - 6 y e a r s 7 - 1 0 y e a r s [ ] ABove 1 1 y e a r s [ ]
3. Which departmental unit do you belong?
Team leader [ ] Supervisor [ ] Credit officer [ ]
Bank teller [ ] Relationship officer [ ]
4. Kindly indicate your age?
25 and below [ ] 5 to 30 [ ] 31 to 36 [ ]
37 to 45 [ ] 46 to 55 [ ] 56 to 60 [ ] Over 61 [ ]

Statistics 50
SECTION 2
To what level do your agree with the following assertions? Show by placing a tick on
each box for each row
Strongly
Disagree
(1)
Disagree
(2) Neutral
(3) Agree (4) Strongly
Agree
(5)
1. I am personally valued
2. I can freely express myself at
the workplace
3. I am allocated duties that
permit me to freely manifest
my skill and talents
4. My work settings is open,
helpful and trusting
5. I have trust and confidence in
my senior
6. I believe that my work is of
value and meaningful to the
company

Statistics 51
SECTION 3:
To what level do your agree with the following assertions? Show by placing a tick on
each box for each row
Strongly
Disagree
(1)
Disagree
(2) Neutral
(3) Agree (4) Strongly
Agree
(5)
1. The company exercises
respect and dignity when
dealing with its personnel
2. I feel part of the company
and its goals
3. I am dedicated to working for
the institution in the future
4. I am assigned executable
amount of responsibilities
5. The company aids the staff in
striking work-life balance
6. My supervisor supports my
ingenuity and innovation

Statistics 52
SECTION 4:
To what level do your agree with the following assertions? Show by placing a tick
on each box for each row
Strongly
Disagree
(1)
Disagree
(2) Neutral
(3) Agree (4) Strongly
Agree
(5)
1. I meticulously adhere to
work policies and the
company’s code of conduct
2. I often attend unit-level
meetings
3. I continuously encourage my
colleagues to work as a team
4. I am prepared to forgo my
individual objectives and
aspirations for the
betterment of the entire unit
5. I have the chance to
recuperate from job related
stressors
6. I regularly volunteer to duties
that are not my formal job
descriptions
YOUR INVOLVEMENT IS HIHGLY APPRECIATED