This thesis examines the impact of team leadership on organizational performance, moderated by organizational size. A survey was administered to 268 managers in Pakistan's telecommunications sector. Results of normality tests and correlation analysis show that organizational size significantly moderates the relationship between all facets of team leadership (leadership styles, establishing team structure, decision making, managing conflict, building commitment, sharing information) and organizational performance (business performance, organizational effectiveness). Correlation coefficients indicate team leadership has a strong, positive relationship with organizational performance. Additionally, organizational size positively correlates with both team leadership factors and organizational performance. This suggests organizational size plays a moderating role between team leadership and organizational performance.

1. 1 11/30/2014

2. 2 11/30/2014
Name: Muhammad Salman
Registration #: 1127-MBA/LC/2010
Roll #: L-11264
Session: Aug.2010-Jan.2014

3. Research Thesis
11/30/2014
The Impact of Team Leadership on
Organizational Performance;
Moderated by the Organizational Size
3

4. 4 11/30/2014
Acknowledgement
 I am very much thankful to my supervisor; whose
guideline became fruitful for me. Thankful to the
faculty members of NUML, Islamabad provided me
the opportunity for Research.
 Special Thanks to Ex-Dean, Dr. Rasheed Ahmad
Khan, to whom I had 2 intensive sessions on this
research.

5. Dedication
5 11/30/2014
 This Research Thesis is dedicated to my
supervisor (Dr. Hina Rehman, my family,
my friends) always supported me in my
educational career.

6. 6 11/30/2014
Content of the Presentation
 Chapter 1 = Introduction
 Chapter 2 = Literature Review
 Chapter 3 = Research Methodology
 Chapter 4 = Results & Analysis
 Chapter 5 = Conclusion & Recommendations

7. 7 11/30/2014
Abstract
The present study aims to analyze the role of Organizational Size a
Team Leadership and Organizational Performance. A purposive sample of
268 managers from telecommunication sector of Pakistan participates in the
current study. The age range of managers is 25 to 60 years (57 F, 211 M).
Normality Test and Correlation model demonstrates organizational size
significantly moderating the relationship between team leadership and
organizational performance. This research study reveals that organizational
size significantly moderates the relationship between all facets of team
leadership (Leadership Styles, Team Leadership, Establishing Team
Structure, Decision Making, Managing Conflict, Building Commitment and
Sharing Information) and organizational performance (Business Performance
and Organizational Effectiveness). The result exhibits positive and
significant impact of team leadership on organizational performance.
Response measures on 5 point Likert scale and close-ended poll as
research instrument. Two stage non- proportionate inspecting is utilized for
information gathering.
 Magic words: Team Leadership, Leadership Style, Establishing
Team Structure, Decision Making, Managing Conflict, Building
Commitment, Sharing Information, Organizational Performance,
Organizational Size.

8. 8 11/30/2014
Chapter 1 = Introduction
 The most popular method of increasing the capacity to
work of employees is teams.
 A Real team is never a leaderless.
 Different leadership styles follow in different situations.
 Team leader’s ability to develop that focus on
gathering, estimations & feeling of a mission.
 Leader’s ability to make the right decision at the right
time to achieve the desired goal.
 Leader’s ability to tackle the conflict among the team
members.
 Building Commitment & Sharing Information among the
team members id key responsibility of team Leader.

9. 9 11/30/2014
1.1. Problem Statement
On the basis of the study, this
research is to find out the impact
of team leadership on organizational
performance; moderate by the
organizational size. Presently it is a
need of time; Corporations ought to
give initiative in teams to upgrade the
human asset competencies.

10. 10 11/30/2014
1.2. Objective of the study
The objectives of the research conversed below
 To investigate that Team Leadership has
significant impact on Organizational Performance.
 To find out the moderating effect of
Organizational Size on team leadership and
Organizational Performance.

11. 11 11/30/2014
1.3. Significance of the Research
This research is helpful for the top, middle and senior
supervisors of the small, medium and large
organizations. Categorized Performance, respect
size and team administration are key focuses at
the feeling of organization theory. An extensive
variety of writing is needed of the way that team
leadership has an effect on hierarchical execution.
Despite the fact that the past writing did not
indicate the impact of leadership size as a
paramount variable in joining the team authority
and organizational performance. In this way,
momentum exploration is centering the part of
organizational size as directing variable between
team initiative and Organizational Performance.

12. 1.4. Hypotheses
12 11/30/2014
Current research is determined through the following hypotheses:
 H1: Team leadership has a positive impact on organizational
performance.
 H2: Organizational size moderates the relationship between
leadership styles and organizational performance.
 H2a: Organizational size moderates the relationship between
establishing team structure and organizational performance.
 H2b: Organizational size moderates the relationship between
decision making and organizational performance.
 H2c: Organizational size moderates the relationship between
managing conflict and organizational performance.
 H2d: Organizational size moderates the relationship between
building commitment and organizational performance.
 H2e: Organizational size moderates the relationship between
sharing information and organizational performance.

13. 13 11/30/2014
1.5. Research Questions
 Does the Team Leadership influence the
Organizational Performance?
 Is there any relationship between analytical
performance and business performance?
 Is there any relationship between Organizational
Performance and financial performance?
 How organizational performance can be improved
through its business and financial performance?

14. 14 11/30/2014
Theoretical Framework
Team leadership
Leadership Styles (LS)
Establishing Team Structure
Decision Making (DM)
Managing Conflict (MC)
Building Commitment (BC)
Sharing Information (SI)
Organizational
performance
Business performance
Efficiency effectiveness
Organizational size
Number of employee

15. Chapter 3 (Research Method.)
 Sample Size
 Sample Frame
 Research Design
 Research Instrument
 Sample Design
 Statistical Tools
15 11/30/2014

16. 3.1. Sample Size
16 11/30/2014
 This research conducts on employees of middle
level management of telecom sector because
the top level management always involved in
strategic planning. It becomes difficult to
access them so middle level management is
the right population for this survey. Telecom
sector reflects the leading industry of Pakistan. It is
because the team leadership activities are mostly
being performed in this sector. 300
questionnaires are distributed for the current
research among the middle managers, but 268
managers respond properly.

17. 17 11/30/2014
3.2. Sample Frame
 Four Small organizations (Netcom, NAYA Tel, SIT & Tele
sys), three Medium organizations
(Warid, ZTE Pakistan & Ministry of IT and Telecom) & four
Large organizations (Mobilink, PTCL, UFone & Telenore)
contributes in the field Survey. Telecom sector has
positive impact on the economy of Pakistan. In 2007
sector grew by 80%, for the last 7 years growth
rate is over 100%. Around 63% of the general public
believes that telecom sector is being taxed rather
heavily. At the end of 2013 total amount contributed in
Pakistan’s economy by the telecom sector was 150
million. At the end of June, current year it was increased
to 167 million. In last 6 years telecom sector
contributed to 14 billion in the FDI. Moreover, it is
contributing heavily in GDP of Pakistan to 3.2% of total 7%.

18. 18 11/30/2014
3.3. Research Design
3.4. Research Instrument
The Instrument that used is “Structured Close-
Ended Questionnaire” using 5 points likert scales
ranging from Strongly Disagree to Strongly Agree.

19. 19 11/30/2014
3.5. Sampling Design
 “Two Stage Non -Probability Sampling” is used for
data collection. First Stage – Non-Proportioning
Stratified Sampling and in the Second Stage -
Convenience Sampling
 Non-Proportioning Stratified Sampling
In the first stage, stratified sampling is used.
Generally fixed quota from each sub organization is
selected. 20% data is gathered from small organizations,
30% of the data is gathered from medium organizations
and rest 50% data is collected from large organizations.
 Convenience Sampling
In the second stage convenience sampling is
used, data is gathered from the conveniently available
middle level employees of the telecom sector.

20. 20 11/30/2014
3.6. Statistical Tools
After conducting the field survey, the responses are
analyzed through Normality Tests and
Correlation Analysis. First normality test is used which
tells us about the normality of the data, also skewness
and kurtosis. Than correlation analysis is used which
determines the reliability of the results.
Correlations
Correlation is used for the relationship between two or
more variables. Correlation coefficient (beta) range is
starting from -1 to +1. The -1 and +1 coefficients tell
us about the perfect 86 negative or perfect positive
relationship between the variables. Zero value shows the
absence of correlation. Pearson r is a commonly used
measurement of beta.

21. 21 11/30/2014
Chapter 4 (Data & Analysis)
Pilot Study
Team Leadership Organizational Performance
Cronba
N of
ch's
Items
Alpha
.935 32
Cronbach's
Alpha
N of
Items
.888 20
Results are indicated in the table for team authority
unwavering quality worth is .936 0f 32 things. For
organizational performance the unwavering quality
qualities are .888 of 20 things. So from the above
values shows that the questionnaire is reliable and is
measuring what the researcher tend to measure.

22. 22 11/30/2014
Reliability Analysis
Team Leadership Organizational Performance
Cronbach'
s
Alpha
N of
Items
.922 36
Cronbach's
Alpha
N of
Items
.872 20
Results indicates that the reliability value of team leadership α =
.922 0f 36 items and for organizational performance value of α =
.872, which shows questionnaire is highly reliable for research
purpose. After reliability analysis, Normality analysis is conducted
to ensure that the data gathered is normal. Normality Test is
conducted in both methods: numerically and graphically.

23. 23 11/30/2014
Test for Normality (T. leadership)
Gender Kolmogorov-Smirnova Shapiro-Wilk
Statistic Df Sig. Statistic Df Sig.
Leadership Style Male .086 211 .001 .977 211 .002
Female .122 57 .034 .972 57 .210
Team Leadership Male .123 211 .000 .961 211 .000
Female .157 57 .001 .948 57 .017
Establishing Team
Structure
Male .104 211 .000 .975 211 .001
Female .119 57 .043 .962 57 .074
Decision Making Male .152 211 .000 .954 211 .000
Female .141 57 .006 .950 57 .019
Building
Commitment
Male .132 211 .000 .962 211 .000
Female .113 57 .069 .955 57 .033
Managing
Conflict
Male .096 211 .000 .978 211 .002
Female .082 57 .200* .975 57 .275
Sharing
Information
Male .152 211 .000 .960 211 .000
Female .115 57 .057 .952 57 .025
a. Lilliefors Significance Correction
*. This is a lower bound of the true significance.

24. 24 11/30/2014
 The above table shows the results of significance of
K-S & S-W tests for the independent variable
elements. Leadership Style results are .001 and .002
for male, .034 and .210 for female. Same as other
elements establishing team structure are .000 and
.001 for male, for female .043 and .074. Decision
Making results are .000 and .000 for male, for female
.006 and .019. Building Commitment results are .000
and .000 for male, .069 and .033 for female. As the
results of significance of Managing Conflict .000 and
.002 for male, .200 and .275 for female. Significance
values are .000 and .000 for male, for female .057
and .025.

25. 25 11/30/2014
Test for Normality (Org. Size)
Tests of Normality (Table 4. 6. 3.)
Gend
er
Kolmogorov-
Smirnova
Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
Df Sig.
organizati
onal size
Male .159 211 .000 .929 211 .000
Femal
.154 57 .002 .921 57 .001
e
a. Lilliefors Significance
Correction
Above table shows that the significance results of moderating
variable, organizational size are .000 and .000 for male, for
female is .002 and .001 values of K-S & S-W tests.

26. 26 11/30/2014
Test for Normality (Org. Performance)
(Table 4. 8. 3.)
gender Kolmogorov-Smirnova Shapiro-Wilk
Statisti
c
Df Sig. Statisti
c
Df Sig.
Organizational
Performance
Male .102 211 .000 .971 211 .000
female .074 57 .200* .972 57 .208
Business
Performance
Male .084 211 .001 .980 211 .004
female .102 57 .200* .969 57 .158
org. effectiveness Male .083 211 .001 .978 211 .002
female .087 57 .200* .971 57 .186
a. Lilliefors Significance Correction
*
. This is a lower bound of the true
significance.

27. 27 11/30/2014
Above table shows the significance
values for dependent variable,
organizational performance. The values
are .000 and .000 for male, .200 and .208
for female. Element of business
performance, results are .001 and .004
for female values are .200 and .158 for
female. Organizational effectiveness
values are .001 and .002 for male, values
are .200 and .186 for female.

28. 28 11/30/2014
Correlation Statistics
H1: Team Leadership has positive impact on Organizational
Performance.
Correlations (4. 11. 1.)
Team Leadership Organizational
Performance
Team
Leadership
Pearson
Correlation
1 .906**
Sig. (2-
tailed)
.000
N 268 268
Organizational
Performance
Pearson
Correlation
.906** 1
Sig. (2-
tailed)
.000
N 268 268
**. Correlation is significant at the 0.01 level (2-
tailed).

29. 29 11/30/2014
For checking the impact of Team
Leadership on Organizational
Performance Correlation Analysis is used.
Results shown above in the that r = .906
and p = .000 which shows that there is
statistically significant positive (perfect)
relationship between team leadership and
organizational performance.

30. 30 11/30/2014
H2: Organizational Size moderates the
relationship between Leadership Styles and
Organizational Performance.
For checking the moderation effect of organizational size on
leadership style and organizational performance correlation
analysis is used. Firstly, leadership style and organizational
size correlation analysis is conducted. It is shown table that r
=.388 and p = .000 which shows that there is statistically
significant positive relationship between leadership styles &
organizational performance. Secondly, for organizational
size and organizational performance, results shown where r
= .411 and p = .000. Hence, there is positive relationship
between leadership styles, organizational size &
organizational performance.

31. 31 11/30/2014
H2a: Organizational size moderates the
relationship between Establishing Team
Structure and organizational performance.
 For checking the moderating effect of organizational size
on establishing team structure & organizational
performance. Correlation analysis is used. Firstly,
establishing team structure & organizational size
correlation analysis is conducted. It is shown in table that r
= .388 and p = .000 which shows that there is statistically
significant positive relationship between establishing
team structure & organizational size. Secondly, for
organizational size and organizational performance,
results shown in table where r = .411 and p = .000. Hence,
there is positive relationship among establishing team
structure, organizational size & organizational
performance.

32. 32 11/30/2014
H2b: Organizational Size moderates the
relationship between Decision Making and
Organizational Performance.
 For checking the moderating effect of
organizational size on decision making &
organizational performance. Correlation analysis is
used. Firstly, decision making & organizational size
correlation analysis is conducted. It is shown in table
that r = .385 and p = .000 which shows that there is
statistically significant positive relationship between
decision making & organizational size. Secondly, for
organizational size and organizational performance,
results shown in table where r = .411 and p = .000.
Hence, there is positive relationship among
establishing team structure, organizational size &
organizational performance.

33. 33 11/30/2014
H2c: Organizational Size moderates the
relationship between Managing Conflict and
Organizational Performance.
 For checking the moderating effect of
organizational size on managing conflict &
organizational performance. Correlation analysis is
used. Firstly, managing conflict & organizational size
correlation analysis is conducted. It is shown in table
that r = .394 and p = .000which shows that there is
statistically significant positive relationship between
managing conflict & organizational size. Secondly,
for organizational size and organizational
performance, results shown in table where r = .404
and p = .000. Hence, there is positive relationship
among managing conflict, organizational size &
organizational performance.

34. 34 11/30/2014
H2d: Organizational Size moderates the
relationship between Building Commitment
and Organizational Performance.
 For checking the moderating effect of organizational size
on building commitment & organizational performance.
correlation analysis is used. Firstly, building commitment &
organizational size correlation analysis is conducted. It is
shown in table that r = .367 and p = .000 which shows that
there is statistically significant positive relationship
between building commitment & organizational size.
Secondly, for organizational size and organizational
performance, results shown in table where r = .411 and p
= .000. Hence, there is positive relationship among
building commitment, organizational size &
organizational performance.

35. 35 11/30/2014
H2e: Organizational Size moderates the
relationship between Sharing Information and
Organizational Performance.
 For checking the moderating effect of organizational
size on sharing information & organizational
performance. Correlation analysis is used. Firstly,
sharing information & organizational size correlation
analysis is conducted. It is shown in table that r = .444
and p = .000 which shows that there is statistically
significant positive relationship between sharing
information & organizational size. Secondly, for
organizational size and organizational performance,
results shown in table where r = .411 and p = .000.
Hence, there is positive relationship among sharing
information, organizational size & organizational
performance.

36. 36 11/30/2014
Inter-correlation Matrix
Correlations (Table 4. 11. 14.)
Team
Leadershi
p
Organization
al Size
Organization
al
Performance
Team
Leadership
Pearson
Correlation 1 .423** .906**
Sig. (2-tailed) .000 .000
N 268 268 268
Organizational
Size
Pearson
Correlation .423**
1
.411**
Sig. (2-tailed) .000 .000
N 268 268 268
Organizational
Performance
Pearson
Correlation .906** .411** 1
Sig. (2-tailed) .000 .000
N 268 268 268
**. Correlation is significant at the 0.01
level (2-tailed).

37. 37 11/30/2014
 By checking all three variables Team Leadership
(IDV), Organizational Size (MODV), and
Organizational Performance (Dependent Variable,
results shows in table values of Pearson correlation r
= 1 for Team Leadership, r = .423 organizational size
and r = .906 for the organizational performance.
Which indicate that there is significant positive
(perfect) impact of team leadership on
organizational performance. It also shows that
organization size plays moderating effect between
both independent variable team leadership and
dependent variable organizational performance.

38. Chapter 5
 5.1 Discussion
38 11/30/2014
H1: Team leadership has positive impact on
organizational performance. The finding
of this study is aligned with Bass (1990), Follett (1926),
Morgeson, Amid & Belli (2002), Shone (2002), Gutheri
(1994), Lills (2004), Karam (2009), Carson, Morrne (2007)
& Wang et al (2010) these research studies explain that
there is positive impact of team leadership on
organizational performance. The findings of the current
study also elaborates the reliability analysis are put in
here with the key results as r = .906 and p = .000. This
indicates that our findings come true to the previous
findings. Team leadership elements always have a
positive perfect impact on organizational performance.

39. 39 11/30/2014
H2: Organizational sizes moderate the
relationship between leadership style
and organizational performance.
 For checking the moderating effect of organizational size
between leadership styles and the organizational performance,
the current research r = .388 & p = .000 is aligned with the
previous research of Burns (1978) , House (1977), Rost (1900),
Kanter (1989) & Meindle (1988), Marks, Zaccaro, & Mathieu
(2000), Bala, Halam, Shirivastave & Karishna (2007) shown in the
previous studies that leadership style have strong positive impact
on organizational performance. The current results also provide
quick and concerning results regarding the impact of leadership
style on the organizational performance. Variety in the leadership
style aspects played a vital role in the perfect positive impact of
leadership style. Attributes of leadership style like charisma,
individual concern to the tasks and the pragmatic view of the
leadership those are concern with the view of leadership theory
either transformational or transactional leadership come into the
practice.

40. 40 11/30/2014
H2a: organizational size moderates the
relationship between establishing team
structure and organizational performance.
 Previous research is aligned with current research for team
structure and organizational performance. It is viewed by
Pielstic (2000), Barry (1991), Mohrman & Cohen (1995),
Machan, Chawo & Balis (1996) in the previous researches
shown as team structure is the magic that binds a powerful
method guaranteeing patient wellbeing and decreasing
therapeutic, considering the learning, execution, and
disposition of medicinal allies that shows there is positive
impact of establishing team structure on organizational
performance. Bass (1998), Judge, Piccolo (2004) & Mehara et
al. (2006) this also shows strong positive impact of
establishing team structure on organizational performance.
The results or findings come true and relate to the previous
studies. Reliability analysis of the current factor of establishing
team structure is very much reliable as the values identified
here r = .388 and p = .000

41. 41 11/30/2014
H2b: organizational size moderates the
relationship between decision making and
organizational performance.
 David & Schweigr (1994), Amason (1996),
Abdul & Rasheed (1997) & Rehman (2011),
previous research is aligned with current
study, the findings r = .385 and p = .000
shows that there is positive impact of
decision making on organizational
performance.

42. 42 11/30/2014
H2c: organizational size moderates the
relationship between managing conflict and
organizational performance.
Aligning the previous research with
current study of managing conflict on
organizational performance. Alessandra
(1993), Kim Min & Cha (1999), Brickman
(1996) & Hiller et al. (2006). Current results
r = .394 and p= .000 shows that there is
significant positive relationship between
managing conflict on organizational
performance.

43. 43 11/30/2014
H2d: organizational size moderates the
relationship between building commitment
and organizational performance.
 Previous research is aligned with the current
research on building commitment on
organizational performance. It is cited by
Vermeulen (2003), Moreland & Barb (2003),
Taggar (2002), Vivette (2001) Jiang & Jing (2003)
& Klein et al. (2006). Results find shows r = .367 &
p = .000 which shows that there is strong positive
impact of building commitment on
organizational performance.

44. 44 11/30/2014
H2e: organizational size moderates the
relationship between sharing information on
organizational performance.
Previous study Henry (1995), Jehn & Shah
(1997), Jessica & Leslie (2009), current
results r = .444 and p = .000 shows that
there is strong positive impact of sharing
information on organizational
performance.

45. 45 11/30/2014
5.2. Direction of Future Research
 Researcher's effort to demonstrate that the relationship
exist around Organization Size, Team Initiative and
Hierarchical Execution boundaries with in
Telecommunication part.
 The study upgrades creative path for the exploration of
administration by opening up a database on the
significance of Organization Size, Team Initiative and
Authoritative Execution Exercises.
 This research exertion opens new degree in
Organization Size, Team Initiative and Hierarchical
Execution think about the related and joined on their
exercises as HR analyst further examined with honor.
 This study is likewise useful for team leaders openly and
private areas organization to anticipate methods in
choice making, strategy making and execution
systems.

46. 46 11/30/2014
5.3 Limitation of the study
 Important restrictions with respect to the effects of
this exploration study are taking after:
 We have chosen the specimen through non
Likelihood advantageous testing and the
demographic variables, for example, sex,
conjugal status, age, occupation encounters and
instructive capability are not considered to make
this examination an exceptionally point by point
one.
 Telecommunication part is the focused on region
of study in exploration.
 The strategy utilized for creating information, shut
surveys, center gathering dialog, Delphi method,
in-profundity meetings and it.

47. 47 11/30/2014
5.4 Course of future Research
 Future examination ought to look for extra team initiative variables
beginning better example to raise the measurable dissection
power. Least information show deficient or dull side of picture yet
most extreme show respectable quality of examination.
 This research exertion serves to create the graphical model for
delineating the relationship around Team authority, Choice making,
Critical thinking, team structures and hierarchical execution. It
likewise distinguishes control of authoritative Size boundaries to the
relationship of Hierarchical execution, business execution,
Authoritative adequacy, least crowd recommend, push the
example size of noteworthy studies. Suggestions for the future
examination work is for the intriguing analyst and designer is to form
the new model for the Team administration relationship not just
Telecom, Keeping money parts, include more organizations too.

48. 5.5 Conclusion
48 11/30/2014
 Conclusion recognized those variables which affect
Team Leadership and likewise acknowledged more
three variables. Telecom chiefs' reaction indicated
team leadership style is the most influential variable to
Team Leadership Exercises although choice making
can likewise assume an essential part to team initiative
Exercises. To spot into a nutshell it is closed in the
brightening of theories that team administration is
emphatically connected with authoritative execution
directed by organizational size. There exists critical
moderate positive affiliation between Team Authority
and hierarchical execution Exercises while an alternate
speculation tells that administration styles has positive
effect on authoritative Execution. Results r = .906 tells
that its effect is sure or positive or perfect in general
telecom.