Effective Leadership Style in Marketing Start-up

This document discusses the significance of effective leadership style in driving organizational performance in marketing start-ups. It explores different leadership styles and their impact on the decision-making process. The research aims to critically analyze the relationship between leadership styles and the survival and growth of small marketing and advertising companies in the UK.

Running head: MARKETING
Effective leadership style in marketing Start-up
Name of the student
Name of the university
Author note

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Abstract
In introduction chapter the researcher has provided the detail information regarding the
importance of effective leadership style in case of driving the organizational performance in
marketing start-ups. The significance of the research is here the effectiveness of leadership
style and its impact in case of driving the decision making process in the organizations has
been mentioned. The chapter has provided detail information regarding the significance of
the research. By highlighting different objectives and questions of the researcher has
completed the chapter.
In literature review chapter the detail information regarding the topic has been provided. By
highlighting different theories and models on leadership, its implementation results has been
mentioned by the researcher. By highlighting different leadership styles, the chapter has
provided detail views of the topic.
In case of outlining the research methodology chapter, different research tools have been used
in the proper manner. With the effective uses of Positivism research philosophy the
researcher has highlighted the research objectives. Based on the previous models and theories
the research has been developed using deductive research approach.
Analysing different perspectives of the participants, it has been identified that
transformational leadership style can be considered as one of the important leadership
practices which can bring the positive growth in the marketing start-ups.

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Acknowledgement
I would like to thank all the people who have helped me for conducting the research. I would
like to thank my supervisor Mr. ________________________, I am thankful to my parents
for their love and support.
Thanking you all,
Yours sincerely
(Signature)

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Table of contents
Chapter 1: Introduction..............................................................................................................6
1.1 Introduction......................................................................................................................6
1.2 Background of the study..................................................................................................6
1.3 Problem statement............................................................................................................6
1.4 Research aim....................................................................................................................7
1.5 Research objectives..........................................................................................................7
1.6 Research questions...........................................................................................................7
1.7 Research Hypotheses.......................................................................................................8
1.8 Purpose of this study........................................................................................................8
1.9 Significance of the study..................................................................................................8
1.10 summary.........................................................................................................................9
Chapter 2: Literature Review...................................................................................................10
2.1 Introduction....................................................................................................................10
2.2 Conceptual framework...................................................................................................10
2.3 Concept of marketing business......................................................................................10
2.4 Types of leadership style:...............................................................................................11
2.5 Factors affecting organizational performance................................................................13
2.6 Organizational performance indicators..........................................................................15
2.7 Leadership theories........................................................................................................17
2.8 Summary:.......................................................................................................................19

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Chapter 3: Research methodology...........................................................................................20
3.0 Introduction:...................................................................................................................20
3.1 Research method outline:...............................................................................................20
3.2 Research Onion:.............................................................................................................20
3.3 Research Philosophy:.....................................................................................................21
3.3.1 Justification for the chosen research philosophy:...................................................21
3.4 Research Approach:.......................................................................................................21
3.4.1 Justification for the chosen research approach:......................................................22
3.5 Research Design:............................................................................................................22
3.5.1 Justification for the chosen research design:...........................................................22
3.6 Research strategy:..........................................................................................................22
3.6.1 Justification for the selection of Research Strategy................................................23
3.7 Selection of Sampling Methods and Sample size:.........................................................23
3.8 Data collection method:.................................................................................................23
3.8.1 Primary Research:.......................................................................................................23
3.8.2 Secondary research......................................................................................................23
3.8.2.1 Quantitative Data Collection Method:.................................................................24
3.9 Data analysis:.................................................................................................................24
3.10 Research ethical consideration:....................................................................................24
3.11. Research limitation:....................................................................................................24
3.12 Time Horizon...............................................................................................................24

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3.13 Summary:.....................................................................................................................24
Chapter 4: Data Presentation....................................................................................................25
4.1 Reliability test................................................................................................................25
4.2 Quantitative Analysis.....................................................................................................27
4.2 Regression analysis........................................................................................................43
Regression analysis and model development for transformative leadership style...............43
Regression analysis and model development for transactional leadership style..................45
Regression analysis and model development for democratic leadership style....................46
4.2 Analysis..........................................................................................................................48
Chapter 5: Conclusion and recommendation...........................................................................51
5.2 Linking objectives..........................................................................................................51
5.3 Recommendations..........................................................................................................52
5.4 Future scope of the study...............................................................................................52
Reference list and bibliography...............................................................................................53
Appendix..................................................................................................................................57

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Chapter 1: Introduction
1.1 Introduction
Effective leadership is being considered as the strong character that helps to exhibit
honesty as well as trustworthiness and ethics.in case of developing a marketing start-up the
significance of the leader cannot be denied (Shin and Konrad 2017). A positive leader should
be responsible for creative strong vision in the company so that it can inspire others towards
achieving the organizational goals and objectives. In the competitive business environment,
marketing has brought strong impact in case of developing strong relationship with the
customers. In this chapter the researcher has provided the detail information regarding the
importance of effective leadership style in case of driving the organizational performance in
marketing start-ups.
1.2 Background of the study
In order to encourage individuals' performance in the workplace, effective leadership
plays an important role (Gunasekaran et al. 2017). In case of introducing an effective
marketing practices in the small organizations, it is very important for individuals to
understand the major objectives of marketing. A positive leader allows the employees to
make right decision, which increase employee engagement. Analysing the significant impact
of leadership practices in case of influencing organizational performance, the researcher has
tried to highlight the present situation. The research has shed light on effective leadership
practices and its necessity in the UK emerging industries. As the advertising agency is an
emerging business, in that case ensuring the performance standard, requirement of leadership
style cannot be denied.

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1.3 Problem statement
Analysing the business environment in UK, it has been identified that from the last
few years, the availability of advertising agencies have been increased. Based on the analysis,
it has been identified that in between the year 2016 and 2018, the total numbers of 12564
advertising have been incorporated in the UK market (Petrenko et al. 2016). In case of
effectively introducing the advertising benefits in the market, effective leadership practices in
the workplace is required. Due to increasing demand of marketing, it has become necessary
for implementing effective leadership practices in the case of encouraging individuals
towards achieving the goals.
1.4 Research aim
The aim of the research is to critically analyse the different leadership styles and its
significant impact on the case of managing the decision making process of the managers so
that the organizational performance can be improved.
1.5 Research objectives
 To analyse literature review critically on leadership styles and the survival (as well as
the growth) of small marketing and advertising companies in the UK
 To organize in-depth self-administered questionnaires with a total of 200 managers
and employees of small marketing and advertising companies and start-ups in South
East region of UK
 To collect data and analyse the relationships between leaders/managers and the
performance of these small marketing and advertising companies
 To provide a set of recommendations to managers in order to adopt an effective
leadership style in the way they manage a small marketing and advertising companies
and start-ups

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1.6 Research questions
 What are the leadership style that brings strong impact of small business marketing
management?
 Does the performance of small marketing and advertise companies get affected by the
style of leadership in positive manner?
1.7 Research Hypotheses
H0: Transformational leadership style does not have impact on the marketing start-ups
H1: Transformational leadership style have impact on marketing start ups
H0: Democratic leadership style does not have impact on the marketing start-ups
H1: Democratic leadership style have impact on marketing start ups
H0: Transactional leadership style does not have impact on the marketing start-ups
H1: Transactional leadership style have impact on marketing start ups
1.8 Purpose of this study
Effective leadership practice has become the major concern in the emerging
advertising industry. In order to improve the internal management practices and involve
individuals in the organizational growth, effective leadership initiative has been identified as
the important growth driver. Due to emerging numbers of advertising organizations in the UK
market, growth initiative in this industry has become the important concern. Using both the
primary and second data sources, the research information has been collected.
1.9 Significance of the study
The significance of the research is here the effectiveness of leadership style and its
impact in case of driving the decision making process in the organizations has been
mentioned. Highlighting the importance of leadership style, decision making ability of the

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managers, which brings impact on the organizational performance, the researcher has
conducted the entire research. Leadership is the essential aspect for business growth in the
UK advertising industry. By continuing this it can also be said that the research project may
increase the scope of further research in emerging advertising business in the UK market.
Analysing the emerging advertising industry, researcher has realized the importance of
leadership practices in its performance improved, as due to improper internal management
practices, organizational performance become the major concern in this industry. Due to this
reason the research has been conducted. This research may help the advertising agencies for
ensuring the further business growth.
1.10 summary
The chapter has provided detail information regarding the significance of the research.
By highlighting different objectives and questions of the researcher has completed the
chapter.

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Chapter 2: Literature Review
2.1 Introduction
In this chapter the detail information regarding the topic has been provided. by
highlighting different theories and models on leadership, its implementation results has been
mentioned by the researcher. Through this chapter the researcher has tried to develop the
relationship between independent and dependent variables of the research topic. Using
different theoretical approaches the effectiveness of leadership practices have been
highlighted.
2.2 Conceptual framework
2.3 Concept of marketing business
The marketing concept is being considered as the marketing philosophy that helps the
firm to analyse the needs and demands of the customers. Based on the need analysis, the
organizations take the decision which helps to satisfy the customer need and gain competitive
advantage in market. With the changing needs and demands of the customers, advertising
business has become highly popular in the UK market. Analysing the role of advertising
agencies, it has been identified that advertising agencies plays an important role in case of
serving the clients effective service, so that they can develop as well as enhance their position
in the market. the perception of these advertising agencies are very important in case of
delivering the standard service to the individuals in the market (Namada 2017). Adverting
helps the customers to get the knowledge regarding the product or services introduced by the
Leadersh
ip Style
Product
Quality
Market
share
Profitabi
lity
Growth
Democratic
style
Transaction
al style
Organizati
onal
performan
ce

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company. Analysing the principles of marketing organizations, it has been identified that
based on the case of managing the situation, it has been identified that it performs as the
vehicle of marketing decision. These organizations play an influential role in case of
developing strong relationship between the marketing specialists and personals.
2.4 Types of leadership style:
Autocratic leadership
The autocratic leadership style is being considered as the process in which the boss
centered activities are being implemented. In the autocratic leadership practice, the decisions
are being made by the leaders. Without involving others in the decision making process, the
leader makes the decision and expects that the subordinate will make the implementation
(Corvellec 2018). In the autocratic leadership practices the flexible working environment is
being avoided. Analysing the impact of autocratic leadership style, it has been identified that
the autocratic leader focuses on bringing the final output rather than focusing on the long
term employee engagement.
Transformational leadership
Transformational leadership style is being considered as one of the important
leadership practices for bringing positive growth in the organization (Namada 2017).
Transformational leadership is being considered as the important form of leadership in which
the leaders encourage individuals for bringing changes in the workplace. Depending on the
transformational leadership practices, it becomes easier for the leader to enhance innovation
as well as creativity in the organization (Tzabbar, Tzafrir and Baruch 2017). By inspiring
individuals, the transformational leader focuses assuring the future success in the company.
The motto of developing the transformational leadership in the workplace is to provide
something more than a work environment so that both the personal as well as professional

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development of individuals can be done. Analysing different qualities of a transformational
leader, it has been identified that self-motivation, clear visionary approach and
encouragement are the major characteristics elements in a transformational leader (Miller
2016). Based on the analysis, it has been identified that situation needs to be improved that
based on the analysis, it has been identified that depending on the current situation so that the
situation can be driven based on the analysis.
Transactional leadership style
In the words of Tzabbar, Tzafrir and Baruch (2017), transactional leadership mainly
involves in the exchange process. By carrying the tangible rewards, the transactional leader
focuses on improving the skills of individuals. By continuing this, it can be said that the
transactional leadership style of a leader helps to promote the compliance by the followers by
providing both the punishments and rewards. Analysing the behavioural characteristics of a
transactional leader it can be said that extrinsic motivational skill and practicality are the
major behavioural characteristics of a transactional leader. The passive and directive
characteristics of a transactional leader helps to manage both the reward and punishing
activities in the workplace (Shanker et al. 2017). Based on the transactional leadership
characteristics, it can be said that by conforming the existing organizational structure,
Transactional leader measure the success of individuals by following the organizational
system.
Democratic leadership style
Democratic leadership is also being considered as the participative leadership style. In
case of democratic leadership practice, it has been identified that in this type of leadership
practices, group members take the participative role in decision making process (Shanker et
al. 2017). Analysing the characteristics of a democratic leader, it has been identified that the

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democratic leader plays an important role for empowering the group members and create job
satisfaction in the workplace. By introducing the creative solution to the individuals the
organizational problems are being solved by the company (Wu, Straub and Liang 2015). in
other words, it can be said that in democratic leadership practice, the talent of individuals are
being capitalized by the leader so that it can be used as strength in future.
2.5 Factors affecting organizational performance
In the uncertain social and economic situation in the industry, driving the strong
organizational performance has become necessary for the organizations (Wu, Straub and
Liang 2015). Leadership, organizational culture, knowledge management and motivation are
being considered as the essential factor in the industry, which are enough for influencing the
organizational performance.
Leadership
Leadership can be considered as the prime factor that can play an important role for
driving the organizational performance. A positive leader focusses of encouraging individuals
in case of gaining the positive growth in the company (Cegarra-Navarro, Soto-Acosta and
Wensley 2016). Analysing the leadership implementations in different organizations, it can
be said that the supportive role of a leader helps the person to make a strong commitment
towards the employee welfare. The belief and confidence of leadership not only increase the
organizational productivity but also it plays an important role for managing employee
satisfaction in the workplace. Hence, the positive leadership making process in the
organization ensure the employee engagement towards achieving the organizational goals. By
making individuals understand regarding the organizational strategies, a true leader makes his
contribution in developing organizational performance (Hoch et al. 2018).
Motivation

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Motivation is the process that influence individuals’' persistence, direction and
intensity towards achieving the goals. By understanding both the psychological and physical
needs of individuals, the motivational initiatives are being developed in the workplace (Banks
et al. 2016). Based on the fulfilment of human needs, motivational strategies are being
developed in the workplace so that the employee engagement can be assured. By continuing
this it can also be said that the motivational factors are being developed for creating
opportunities in the workplace. Enhancing the efficiency of individuals, the motivational
strategy is being developed so that organizational performance can be improved (Hawkins
2017). By continuing this, it can also be said that based on different contextual as well as
disruptive factors, the motivational initiatives are being developed in the workplace.
Organizational culture
The primary value of the companies are being developed depending on the
organizational culture. In the words of Zhu, Avolio and Walumbwa (2016), organizational
culture defines the desires of employees. By highlighting individuals' perceptions, the strong
organizational culture is being introduced. Based on the positive organizational culture not
only the employee engagement can be assured but also it cannot be denied that positive
organizational culture helps to manage the productivity rate in the workplace. By supporting
this Engelen et al. (2015) stated that existing management style as well as organizational
operational activities are important for driving positive organizational culture in the
workplace. Analysing the core benefits of positive organisational culture, it has been
identified that it helps the company to increase employee retention as well as encourage the
employees for improving their creativity.
Knowledge management

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Knowledge management is being considered as one of the important factors that drive
the positive organizational performance in the workplace. Proper knowledge management in
the workplace plays an important role for enhancing the multitasking abilities of the
employees (Ghasabeh, Soosay and Reaiche 2015). By continuing this, in the rapidly changing
business environment, knowledge management framework helps to deal individuals with the
technological advancement. By reducing the amount of complexity it helps to manage the
situation in case of driving the positive growth in the company (Cegarra-Navarro, Soto-
Acosta and Wensley 2016). By implementing the knowledge sharing activities, efficiency of
the employees in the workplace is being influenced. On the other hand, the knowledge
sharing process influence the interactive activities between the managers and the employees,
which drives the positive organizational culture. Using different effective management tools,
the knowledge management process helps to avoid both the internal as well as external risks
of the organizations.
2.6 Organizational performance indicators
The organizational performance indicators provided in the link between
organizational strategy, value creation and the execution process (Aga, Noorderhaven and
Vallejo 2016). The aim of organizational performance indicators are to identify the priority
areas based on which the organizational performance is being developed. In order to measure
the organization performance, different performance indicators are being focused.
Growth
Growth is being considered as one of the important organizational performance
indicator in every organization. Organizational growth brings the potential improvement in
both the small and large organizations. By introducing the greater efficiency in economic
scale, increased organizational power and greater ability of employees bring the

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organizational growth in the company (Boamah et al. 2018). In order to bring the
organizational growth, the fundamental concerns in the organizations are being highlighted.
By continuing this, it can be said that the perspective of organizational growth can differ in
case of different organizations. There are various parameters for managing the organizational
growth of different organization. In most of the cases, Based on the rate of profitability, the
organizational growth is being measured. In other words it can be said that organizational
growth is not only about the financial growth, but also it indicates the socio cultural
development in the organization.
Profitability
The term organizational profitability indicates the process in which more money is
being generated through the business practices. In order to gain huge profitability, different
types of tactics are being practices by the organizations. Based on the analysis, it has been
identified that organizational performance plays an important role in case of determining the
business profitability in the company (Dartey-Baah 2015). Based on the calculation of return
on investment, the organizational profitability can be measured. In order to measure the
organizational performance. Critical measure of organizational profitability is being done.
Organizational profitability rate can also be considered as the true measuring tool of the
organizational performance (Rosenbach, 2018). Based on the effectiveness of the employees
in the organization, the productivity is being increased. With increasing productivity rate the
rate of profitability gets influenced.
Product Quality
Standard quality of product is being considered as the important indicator of
organizational performance. Quality improvement is being considered as the systematic
framework that indicates positive organizational performance (Khan 2017). In order to

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improve the organizational performance, managing authorities focus on bringing the
efficiency in their performance so that the standard output can be provided (Aga,
Noorderhaven and Vallejo 2016). By continuing this, it can also be said that by increasing the
organizational efficiency, standard quality of outputs is being provided to the customers.
Therefore, it can be said that measuring the product quality, it becomes easier for
understanding the organizational performance.
Market share
The market share is being calculated for driving the goods volume which are being
sold from a particular organization (Anderson and Sun 2017)-. The market share is being
measured based on the preferences of the customers. By continuing this, it can be said that
with the improvement in organizational performance availability of the customers is being
increased. The positive organizational performance also increase the productivity as well as
brand value in the market. Therefore, measuring the market share in proper manner it
becomes easier for the organizations to understand the positive growth in the company.
2.7 Leadership theories
With the increasing economic as well as socio cultural challenges in the market, it has
become necessary for the organizations to implement the required leadership theories in the
management practices (Nawaz, Z.A.K.D.A. and Khan 2016). In order to drive the strong
organizational practices, the proper implementations of the leadership practices are important.
Based on the behavioural as well as physical characteristics of the individuals the leadership
theories are being changed.
Trait theory of leadership
Depending on the particular personality and behavioural characteristics the trait
theory is being developed. Analysing different behavioural elements such as self-confidence,

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courage and extroversion, the trait theory is being developed. In order to predict the
leadership effectiveness, the trait theory plays an important influential role. Analysing the
major strength of trait theory, it has been identified that due to its simplicity, this theory can
be easily implemented in the workplace (Masa'deh, Obeida and Tarhini 2016). This theory
provides the detail knowledge regarding the leadership element in the leadership process.
Therefore, it can be said that implementing the trait leadership theory, constructive
information regarding the particular research can be collected. by implementing this theory in
the workplace, the manager of the company get the knowledge regarding the strength and
weakness of individuals which is important for driving the positive organizational
performance.
Contingency theory of leadership
The contingency theory of leadership is being developed depending on the particular
situation being faced by the organization. In the year 1958 the contingency theory of
leadership was developed by Fred Fiedler (Khan 2017). Analysing the effectiveness of group
situations, the theory helps to assume the style of the leader which can be appropriate for the
particular situation. By continuing this, it can be said that depending on the LPC score the
employee efficiency is being measured. Based on different factors such as task structure,
positional power and leader member relationship the contingency theory of leadership is
being introduced (Shamir and Eilam-Shamir 2018). The combination of these factors, the
situation analysis of the organizations are being done. Using the LPC score, it becomes easier
for the company to analyse the preferred relationship between the leader and member.
Great man Theory
Based on the idea of 19th century the great man theory has been introduced. In this
theory, it is mentioned that time management is being considered as one of the important

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characteristics of a leader. Based on the analysis it can be said that the concept of this theory
is being developed based on the beliefs of the leader. By continuing this it can be said that
depending on the unique characteristics of the leader, great man leadership theory focuses on
bringing the improvement in the workplace (Clinton 2018). by implementing this theory in
the workplace, the capability of individuals are being developed so that the strong situational
impact can be achieved. As per the theory, it is mentioned that the great leaders are born
possessing certain traits and those are needed to be enabled. In this theory the essential power
of the leaders are being implied so that they can cope up with different challenging situations
in the company.
2.8 Summary:
In this chapter different theories as well as concepts have been discussed. By highlighting
different leadership styles, the chapter has provided detail views of the topic.

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Chapter 3: Research methodology
3.0 Introduction:
In this research methodology chapter research structure is being developed in right
manner. By highlighting different methods as well as sources of thee information, the
research methodology chapter helps to provide the detail information regarding the research
structure.
3.1 Research method outline:
In case of outlining the research methodology chapter, different research tools have
been used in the proper manner. With the effective uses of Positivism research philosophy the
researcher has highlighted the research objectives. Based on the previous models and theories
the research has been developed using deductive research approach.
In case of data collection, both the primary and secondary data have been collected by the
researcher. Using qualitative as well as qualitative data collection technique, the interview
has been conducted for developing the research.
3.2 Research Onion:
In the research design, different layers are being mentioned. Each of the layers describe
different methods of the research. In the research onion, six layers have been shown.

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Figure 8: Research onion
(Source: Saunders et al. 2009)
3.3 Research Philosophy:
Basically the research philosophy is being developed depending on the research
beliefs. In order to get depth information researching the research project, choosing the
proper research philosophy is important. Positivism, interpretivism and realism are the three
types of research philosophy (Kumar 2019). Positivism describes the research issue in proper
manner. Using positivism it becomes easier for the researcher for reaching at the end of the
research in scientific manner. In case of interpretivism, management related research
situations are being highlighted. Realism is being considered as the combination of the
positivism and interpretivism.
3.3.1 Justification for the chosen research philosophy:
By choosing the positivism research philosophy, the entire research has been
conducted. Using this research philosophy, the researcher has investigated the topic critically.
In order to conduct the research, the researcher has not used the interpretivism and realism
research philosophy as in both the cases, it would be tough for the researcher for describing
the research information in proper manner. Using the positivism research philosophy, the
researcher has shed light on the role of leadership style in marketing Start up.
3.4 Research Approach:
In order to achieve the psychological approach of the research objective, research
approach plays an important role. There are two types of research approach such as Inductive
and deductive (Mackey and Gass 2015). Using the deductive research approach, the entire
research is being developed based on the existing model and theories. On the other hand, in

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case of inductive research approach, new model and theories are being proposed by the
researcher.
3.4.1 Justification for the chosen research approach:
In order to conduct the research, deductive research approach has been chosen as in
order to achieve the research objectives, different model and theories regarding leadership
and marketing have been used by the researcher.
3.5 Research Design:
In order to drag the significant summary of a research project, research design plays
an influential role. In case of implementing the research design in proper manner, the
relationship between both the independent and dependent variables are needed (Silverman
2016). Research design is being classified into three types such as analytical, exploratory and
explanatory research design. Explanatory research design helps to develop the co-relationship
between dependent and independent variables. Descriptive or analytical research design
helps to describe the research in descriptive manner. Depending on the research hypothesis,
the exploratory research design is being developed.
3.5.1 Justification for the chosen research design:
In order to conduct the research, analytical research design has been chosen by the
researcher so that the researcher can provide detail information related to the research topic.
By choosing the descriptive research design, researcher has got the chance to provide depth
information as well as implications of models and theories. It has helped to make the
researcher to reach at the end of the result in critical manner.
3.6 Research strategy:
Research strategy plays a significant role in case of giving the right direction to the
researcher for achieving the research objectives. The research strategies can be developed

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based on case study, interview, focus group and survey methods (Taylor, Bogdan and
DeVault 2015). In order to collect the information from survey method has been conducted.
Using the survey method, the researcher has got clear knowledge regarding the perspectives
of individuals regarding the leadership style development process in the workplace.
3.6.1 Justification for the selection of Research Strategy
By using the particular research strategy, the researcher has aimed to identify the
information regarding perspectives of the managers and employees, which can help the
researcher to understand the importance of effective leadership practices.
3.7 Selection of Sampling Methods and Sample size:
In order to conduct the research, the simple random sampling method has been chosen
by the researcher. In order to collect the information regarding individuals' perspectives. The
researcher has chosen simple random sampling in this survey method so that individuals can
get the equal chance for independently providing their opinion. In case of choosing the
simple random sampling method, the information in the larger segment can be collected.
3.8 Data collection method:
Both the primary and secondary data collection method will be chosen by the
researcher. Primary data is being collected based on the survey and interview method. On the
other hand, secondary data is being collected from the journals, articles and books.
3.8.1 Primary Research:
The primary data has been collected by following the survey method. The researcher
has randomly selected 200 managers and developed a questionnaire for collecting their
responds.
3.8.2 Secondary research
The secondary data have been collected from journals and articles.

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3.8.2.1 Quantitative Data Collection Method:
Quantitative data indicates the numerical values of the collected information. The
researcher has collected quantitative data from 200 participants through survey.
3.9 Data analysis:
In this data analysis method, SPSS software has been used for describing the
information.
3.10 Research ethical consideration:
Following the rules of Data protection Act 1998, ethical guidelines have been
followed by the researcher (Flick 2015). The participants have not be forced to participate in
the research project. Information confidentiality has been mentioned by the researcher. As
per the guidelines, the researcher will not force anyone to participate in the research project.
3.11. Research limitation:
Due to lack of proper financial backup and time, the researcher has faced challenging
situation for conducting the research. If the researcher would have provided more time, it
would have been better for conducting the research.
3.12 Time Horizon
(Refer to appendix 2)
3.13 Summary:
In this chapter the detail information regarding the research methods, strategy and data
sources have been provided.

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Chapter 4: Data Presentation
4.1 Reliability test
Reliability Statistics
Cronbach's
Alphaa N of Items
-.971 17
a. The value is negative
due to a negative average
covariance among items.
This violates reliability
model assumptions. You
may want to check item
codings.
Item Statistics
Mean
Std.
Deviation N
Instil pride 2.34 1.346 200
Builds respect 2.32 1.377 200
Sense of confidence 2.35 1.359 200
Values and beliefs 2.41 1.296 200
Optimistic about future 2.36 1.345 200
treat everyone as
individuals
2.29 1.282 200
rewards 3.59 1.331 200
track of mistakes 3.61 1.322 200

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interfere 3.63 1.376 200
consult 3.60 1.382 200
trust 3.61 1.399 200
helps subordinate 3.57 1.328 200
treat subordinates as
equals
3.60 1.456 200
growth 2.24 1.337 200
profitability 2.26 1.335 200
market share 2.22 1.277 200
product quality 2.29 1.285 200
Item-Total Statistics
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
Instil pride 45.93 9.864 .517 -2.057a
Builds respect 45.95 10.032 .472 -1.996a
Sense of confidence 45.92 10.360 .439 -1.904a
Values and beliefs 45.86 10.034 .527 -2.019a
Optimistic about future 45.91 9.881 .515 -2.052a
treat everyone as
individuals
45.98 10.286 .500 -1.947a
rewards 44.68 24.009 -.747 -.219a
track of mistakes 44.66 24.348 -.771 -.202a
interfere 44.64 24.352 -.751 -.195a
consult 44.67 24.636 -.765 -.180a
trust 44.66 24.860 -.772 -.167a
helps subordinate 44.70 24.364 -.769 -.200a

27MARKETING
treat subordinates as
equals
44.67 25.380 -.781 -.135a
growth 46.03 10.049 .496 -2.002a
profitability 46.01 9.613 .562 -2.142a
market share 46.05 9.742 .586 -2.117a
product quality 45.98 9.567 .607 -2.172a
4.2 Quantitative Analysis
Frequency Table
Age
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 28 14.0 14.0 14.0
2 45 22.5 22.5 36.5
3 44 22.0 22.0 58.5
4 45 22.5 22.5 81.0
5 38 19.0 19.0 100.0
Total 200 100.0 100.0

28MARKETING
Gender
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 102 51.0 51.0 51.0
2 98 49.0 49.0 100.0
Total 200 100.0 100.0
Instil pride
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 69 34.5 34.5 34.5
2 63 31.5 31.5 66.0
3 21 10.5 10.5 76.5
4 26 13.0 13.0 89.5
5 21 10.5 10.5 100.0
Total 200 100.0 100.0

29MARKETING
Builds respect
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 74 37.0 37.0 37.0
2 58 29.0 29.0 66.0
3 21 10.5 10.5 76.5
4 24 12.0 12.0 88.5
5 23 11.5 11.5 100.0
Total 200 100.0 100.0

30MARKETING
Sense of confidence
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 68 34.0 34.0 34.0
2 64 32.0 32.0 66.0
3 21 10.5 10.5 76.5
4 24 12.0 12.0 88.5
5 23 11.5 11.5 100.0
Total 200 100.0 100.0

31MARKETING
Values and beliefs
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 54 27.0 27.0 27.0
2 78 39.0 39.0 66.0
3 21 10.5 10.5 76.5
4 26 13.0 13.0 89.5
5 21 10.5 10.5 100.0
Total 200 100.0 100.0

32MARKETING
Optimistic about future
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 66 33.0 33.0 33.0
2 66 33.0 33.0 66.0
3 21 10.5 10.5 76.5
4 25 12.5 12.5 89.0
5 22 11.0 11.0 100.0
Total 200 100.0 100.0

33MARKETING
treat everyone as individuals
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 66 33.0 33.0 33.0
2 70 35.0 35.0 68.0
3 21 10.5 10.5 78.5
4 26 13.0 13.0 91.5
5 17 8.5 8.5 100.0
Total 200 100.0 100.0

34MARKETING
rewards
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 24 12.0 12.0 12.0
2 23 11.5 11.5 23.5
3 21 10.5 10.5 34.0
4 75 37.5 37.5 71.5
5 57 28.5 28.5 100.0
Total 200 100.0 100.0

35MARKETING
track of mistakes
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 22 11.0 11.0 11.0
2 25 12.5 12.5 23.5
3 21 10.5 10.5 34.0
4 73 36.5 36.5 70.5
5 59 29.5 29.5 100.0
Total 200 100.0 100.0

36MARKETING
interfere
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 26 13.0 13.0 13.0
2 21 10.5 10.5 23.5
3 21 10.5 10.5 34.0
4 66 33.0 33.0 67.0
5 66 33.0 33.0 100.0
Total 200 100.0 100.0
consult
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 28 14.0 14.0 14.0
2 19 9.5 9.5 23.5
3 21 10.5 10.5 34.0
4 69 34.5 34.5 68.5
5 63 31.5 31.5 100.0

37MARKETING
Total 200 100.0 100.0
trust
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 29 14.5 14.5 14.5
2 18 9.0 9.0 23.5
3 21 10.5 10.5 34.0
4 66 33.0 33.0 67.0
5 66 33.0 33.0 100.0
Total 200 100.0 100.0

38MARKETING
helps subordinate
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 25 12.5 12.5 12.5
2 22 11.0 11.0 23.5
3 21 10.5 10.5 34.0
4 78 39.0 39.0 73.0
5 54 27.0 27.0 100.0
Total 200 100.0 100.0

39MARKETING
treat subordinates as equals
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 35 17.5 17.5 17.5
2 12 6.0 6.0 23.5
3 21 10.5 10.5 34.0
4 62 31.0 31.0 65.0
5 70 35.0 35.0 100.0
Total 200 100.0 100.0

40MARKETING
growth
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 77 38.5 38.5 38.5
2 61 30.5 30.5 69.0
3 21 10.5 10.5 79.5
4 20 10.0 10.0 89.5
5 21 10.5 10.5 100.0
Total 200 100.0 100.0

41MARKETING
profitability
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 73 36.5 36.5 36.5
2 65 32.5 32.5 69.0
3 21 10.5 10.5 79.5
4 19 9.5 9.5 89.0
5 22 11.0 11.0 100.0
Total 200 100.0 100.0
market share
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 74 37.0 37.0 37.0
2 64 32.0 32.0 69.0
3 21 10.5 10.5 79.5
4 26 13.0 13.0 92.5

42MARKETING
5 15 7.5 7.5 100.0
Total 200 100.0 100.0
product quality
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 65 32.5 32.5 32.5
2 73 36.5 36.5 69.0
3 21 10.5 10.5 79.5
4 22 11.0 11.0 90.5
5 19 9.5 9.5 100.0
Total 200 100.0 100.0

43MARKETING
4.2 Regression analysis
Regression analysis and model development for transformative leadership style
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .797a .635 .624 .819 2.198
a. Predictors: (Constant), treat everyone as individuals, Sense of confidence
, Values and beliefs , Optimistic about future , Instil pride , Builds respect
b. Dependent Variable: profitability
ANOVAa
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 225.048 6 37.508 55.929 .000b

44MARKETING
Residual 129.432 193 .671
Total 354.480 199
a. Dependent Variable: profitability
b. Predictors: (Constant), treat everyone as individuals, Sense of confidence ,
Values and beliefs , Optimistic about future , Instil pride , Builds respect
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .242 .126 1.918 .057
Instil pride .237 .111 .239 2.134 .034
Builds respect -.017 .115 -.017 -.145 .885
Sense of confidence .061 .111 .062 .548 .584
Values and beliefs .243 .117 .236 2.072 .040
Optimistic about future .167 .112 .168 1.494 .137
treat everyone as
individuals
.167 .088 .161 1.900 .059
a. Dependent Variable: profitability

45MARKETING
Regression analysis and model development for transactional leadership style
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .816a .666 .661 .777 2.139
a. Predictors: (Constant), interfere , track of mistakes , rewards
b. Dependent Variable: profitability
ANOVAa
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 236.036 3 78.679 130.197 .000b
Residual 118.444 196 .604
Total 354.480 199
a. Dependent Variable: profitability
b. Predictors: (Constant), interfere , track of mistakes , rewards
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta

46MARKETING
1 (Constant) 5.322 .165 32.323 .000
rewards -.239 .097 -.239 -2.461 .015
track of
mistakes
-.416 .095 -.412 -4.363 .000
interfere -.193 .101 -.199 -1.906 .058
a. Dependent Variable: profitability
Regression analysis and model development for democratic leadership style
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .837a .701 .695 .737 2.049
a. Predictors: (Constant), treat subordinates as equals , helps subordinate ,
consult , trust
b. Dependent Variable: profitability
ANOVAa
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 248.502 4 62.126 114.312 .000b
Residual 105.978 195 .543
Total 354.480 199

47MARKETING
a. Dependent Variable: profitability
b. Predictors: (Constant), treat subordinates as equals , helps subordinate ,
consult , trust
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 5.269 .153 34.436 .000
consult -.177 .094 -.183 -1.887 .061
trust -.212 .097 -.222 -2.192 .030
helps subordinate -.174 .096 -.174 -1.825 .070
treat subordinates as
equals
-.273 .095 -.298 -2.893 .004
a. Dependent Variable: profitability

48MARKETING
4.2 Analysis
The analysis of the data shows that there is difference in opinion among different
respondents. There is diversity among the respondent where they belong to different age
groups and gender. In this research, the majority of the respondents have agreed to the
transformation style and consider it to be most effective. This can depicted by the regression
models developed by evaluating the relationship between the different elements of leadership
styles. The reliability analysis shows that the value of alpha is -0.971 but it does not mean
that internal consistency between the variables are low. The value is negative as there is
negative correlation among the items but the internal consistency and scale reliability is high.
In case of the first regression analysis, which determines the impact of
transformational style of leadership on organizational performance, it can be seen that model
is significant. The value of P is .000, which is less than 0.05, this means that there is
significant relationship between transformational style of leadership and organizational
performance. The value of Durbin Watson in the research is 2.198, which means that there is
no autocorrelation between the variables. The value of multiple R is 0.797, which determines
the correlations between the predictors and the dependent variable. In this research, the value
of multiple R is relatively high and shows strong positive correlation. This means that the
precision of the model is high and it is expected to develop accurate model. R square is the
coefficient of determination, which evaluates the variance in the explaining capability of the
independent variable. It also defines the goodness of fit of the model and in this analysis, the
value of R square is .635 which is acceptable. The goodness of fit of the model is moderate
which is normal in respect to the fact that it is difficult to predict human behaviour. The
value of R square shows that the independent variable can explain 63.5% of the
characteristics of the dependent variable. The regression model for transformational
leadership is, OP= .242+ .237IP+.243VB where OP=organizational profitability, IP= instil

49MARKETING
pride, VB= Values and beliefs. When the value of IP and VB is put s 1 in the research, it can
be seen that the organizational performance becomes 0.722.
In case of the second regression model, which evaluates the relationship between
transactional style of leadership and organizational performance, it can be seen that there is
relationship between both the variables as the model is significant at two tail having a p value
of .000. The value of Durbin Watson in the model is 2.139 which shows that there is no
autocorrelation among the elements. The value of multiple R is 0.816, which shows that there
is strong positive relationship between the predictors and the dependent variable. This also
means that the precision of the model is high and it is expected to develop accurate model.
The value of r square in the research is .666 which can be acceptable and it shows that the
explaining capability of the independent variables are 66.6% which is quite in studies
involving human behaviour. The regression model for the transactional leadership and
organizational performance is OP= 5.322- .239R -.416TM - .193INT where
OP=organizational profitability, R= rewards, TM= track of mistakes and INT= interference.
It can be seen that if we put the value of all the predictors as 1 then, there is decrease in
organizational profitability and value becomes 4.474.
In case of the third regression model, it measures the relationship between democratic
style of leadership and organizational performance. The Durbin Watson test shows that there
is no autocorrelation between the variables and the p value shows that there is relationship
between democratic style of leadership and organizational performance. The value of R in the
research is 0.837 which is shows strong positive correlation. This means that the model is
precise. The value of R square in the research is .701 which is acceptable and it shows that
the explaining capability of the independent variable is 70.1%. The regression model
equation in the research is OP= 5.269 - .212TR -.273TSE where OP=organizational
profitability, TR= trust, TSE= treats subordinates equally. When we put the value of TR and

50MARKETING
TSE as 1, the value of OP becomes 4.784 which shows decrease in organizational
performance. The analysis of the three regression model clearly shows that transformational
leadership has significant positive impact on the organizational performance in respect to
ot6her styles of leadership.

51MARKETING
Chapter 5: Conclusion and recommendation
In this study, it can be concluded that effective leadership practice has become
necessary in case of driving the positive organizational performance. Analysing different
perspectives of the participants, it has been identified that transformational leadership style
can be considered as one of the important leadership practices which can bring the positive
growth in the marketing start-ups.
5.2 Linking objectives
 To analyse literature review critically on leadership styles and the survival (as well as
the growth) of small marketing and advertising companies in the UK
In the literature review section, different leadership styles have discussed. Discussing the
different leadership styles those implications in different situations have been mentioned.
 To organize in-depth self-administered questionnaires with a total of 200 managers
and employees of small marketing and advertising companies and start-ups in South
East region of UK
After conducting the survey, it has been identified that the leadership has become necessary
for bringing the positive organizational growth. Based on the analysis, it has been identified
that transformational leadership practice can play an effective role for ensuring organizational
growth.
 To collect data and analyse the relationships between leaders/managers and the
performance of these small marketing and advertising companies
In the data analysis method, it is clearly mentioned that in order to ensure the organizational
growth or implementing the leadership practices, cooperation between the managers and the
term members are needed.

52MARKETING
 To provide a set of recommendations to managers in order to adopt an effective
leadership style in the way they manage a small marketing and advertising companies
and start-ups
In order to adopt an effective leadership practice, it has been suggested that strong visionary
approach and strong behavioural characteristics are needed. By ensuring the engagement of
individuals’ in decision making process, the effective leadership style can be adapted.
5.3 Recommendations
 Implementation of transformational leadership practice in the organization can
inspire individuals to achieve the organizational goals. Involvement of individuals in decision making process so that individuals needs
and demands can be analysed.
5.4 Future scope of the study
Analysing the entire research paper, it can be said that in this study different
organizational performance indicators have been mentioned, which has enhanced the research
quality. By continuing this, it can also be said that highlighting different leadership style and
its importance for bringing positive growth in organizational performance, it will definitely
help the researcher to investigate the topic in detail.

53MARKETING
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57MARKETING
Appendix
Appendix 1
Correlations
Instil
pride
Builds
respect
Sense
of
confid
ence
Values
and
beliefs
Optimi
stic
about
future
treat
everyo
ne as
individ
uals
rew
ards
track
of
mistak
es
inter
fere
Instil pride Pearson
Correlatio
n
1 .863** .878** .871** .870** .826** -.85
7**
-.853** -.85
1**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
Builds
respect
Pearson
Correlatio
n
.863*
*
1 .877** .897** .880** .798** -.84
9**
-.870** -.85
6**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
Sense of
confidence
Pearson
Correlatio
n
.878*
*
.877** 1 .851** .889** .792** -.86
8**
-.872** -.85
6**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
Values and
beliefs
Pearson
Correlatio
n
.871*
*
.897** .851** 1 .856** .823** -.85
5**
-.845** -.85
4**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200

58MARKETING
Optimistic
about future
Pearson
Correlatio
n
.870*
*
.880** .889** .856** 1 .803** -.87
3**
-.852** -.85
4**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
treat
everyone as
individuals
Pearson
Correlatio
n
.826*
*
.798** .792** .823** .803** 1 -.77
5**
-.814** -.81
2**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
rewards Pearson
Correlatio
n
-.857
**
-.849** -.868** -.855** -.873** -.775** 1 .863** .890
**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
track of
mistakes
Pearson
Correlatio
n
-.853
**
-.870** -.872** -.845** -.852** -.814** .863
**
1 .883
**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
interfere Pearson
Correlatio
n
-.851
**
-.856** -.856** -.854** -.854** -.812** .890
**
.883** 1
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
consult Pearson
Correlatio
n
-.852
**
-.862** -.878** -.851** -.851** -.799** .878
**
.880** .872
**

59MARKETING
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
trust Pearson
Correlatio
n
-.851
**
-.845** -.858** -.867** -.850** -.797** .899
**
.868** .892
**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
helps
subordinate
Pearson
Correlatio
n
-.852
**
-.853** -.863** -.857** -.845** -.809** .872
**
.883** .890
**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
treat
subordinates
as equals
Pearson
Correlatio
n
-.867
**
-.848** -.858** -.852** -.854** -.801** .880
**
.887** .880
**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
growth Pearson
Correlatio
n
.793*
*
.753** .773** .791** .792** .728** -.82
1**
-.824** -.82
3**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
profitability Pearson
Correlatio
n
.762*
*
.731** .734** .757** .746** .722** -.77
2**
-.794** -.77
6**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200

60MARKETING
market share Pearson
Correlatio
n
.796*
*
.780** .772** .786** .797** .731** -.79
0**
-.816** -.81
1**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
product
quality
Pearson
Correlatio
n
.769*
*
.771** .783** .798** .787** .767** -.79
2**
-.813** -.79
2**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200 200
Correlations
cons
ult trust
helps
subordi
nate
treat
subordi
nates as
equals
grow
th
profita
bility
market
share
product
quality
Instil pride Pearson
Correlation
-.852
**
-.851
**
-.852** -.867** .793*
*
.762** .796** .769**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
Builds respect Pearson
Correlation
-.862
**
-.845
**
-.853** -.848** .753*
*
.731** .780** .771**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
Sense of
confidence
Pearson
Correlation
-.878
**
-.858
**
-.863** -.858** .773*
*
.734** .772** .783**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000

61MARKETING
N 200 200 200 200 200 200 200 200
Values and
beliefs
Pearson
Correlation
-.851
**
-.867
**
-.857** -.852** .791*
*
.757** .786** .798**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
Optimistic
about future
Pearson
Correlation
-.851
**
-.850
**
-.845** -.854** .792*
*
.746** .797** .787**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
treat everyone
as individuals
Pearson
Correlation
-.799
**
-.797
**
-.809** -.801** .728*
*
.722** .731** .767**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
rewards Pearson
Correlation
.878*
*
.899*
*
.872** .880** -.821
**
-.772** -.790** -.792**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
track of
mistakes
Pearson
Correlation
.880*
*
.868*
*
.883** .887** -.824
**
-.794** -.816** -.813**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
interfere Pearson
Correlation
.872*
*
.892*
*
.890** .880** -.823
**
-.776** -.811** -.792**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200

62MARKETING
consult Pearson
Correlation
1 .868*
*
.883** .877** -.800
**
-.791** -.813** -.804**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
trust Pearson
Correlation
.868*
*
1 .869** .902** -.853
**
-.801** -.832** -.818**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
helps
subordinate
Pearson
Correlation
.883*
*
.869*
*
1 .867** -.840
**
-.787** -.815** -.820**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
treat
subordinates
as equals
Pearson
Correlation
.877*
*
.902*
*
.867** 1 -.847
**
-.810** -.817** -.836**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
growth Pearson
Correlation
-.800
**
-.853
**
-.840** -.847** 1 .858** .864** .861**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
profitability Pearson
Correlation
-.791
**
-.801
**
-.787** -.810** .858*
*
1 .866** .879**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
market share Pearson
Correlation
-.813
**
-.832
**
-.815** -.817** .864*
*
.866** 1 .856**

63MARKETING
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
product quality Pearson
Correlation
-.804
**
-.818
**
-.820** -.836** .861*
*
.879** .856** 1
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 200 200 200 200 200 200 200 200
Appendix 2
Activities 1st to
3rd
Week
4th to
10th
week
11th to
13th
Week
14th to
17th
Week
18th to
21st
Week
22nd
to 23rd
Week
24th
Week
Selection of the topic 
Data collection from
secondary sources
 
Creating layout 
Literature review   
Analysis and
interpretation of
collected data from
primary source
  
Findings of the data  
Conclusion of the study 
Formation of draft  
Submission of final
work
