




































INDIAN JOURNAL OF FINANCE AND BANKING 9(1) (2022), 177-183 

 

177 

 

 

                FINANCE AND BANKING 

                                                                  IJFB VOL 9 NO 1 (2022) P-ISSN 2574-6081  E-ISSN 2574-609X 
                                                  

    Available online at https://www.cribfb.com 

                                                                                                                                      Journal homepage: https://www.cribfb.com/journal/index.php/ijfb 
                                                                                                                                                                                              Published by CRIBFB, USA 

PUBLIC, FINANCIAL AND MANAGERIAL EFFECTS ON 

AUTHORITY STYLES IN PUBLIC AND PRIVATE SECTOR: A 

CASE STUDY IN LIC AND RELIANCE INSURANCE   

 Thirupathi Gadaboina (a)1  
 

(a) Professor, Raja BhahadurVenkata Rama Reddy Institute of Technology, Affiliated to Osmania University Hyderabad, India; E-mail: 

drgthirupathi@gmail.com 

 

 
A R T I C L E I N F O 

 
 

Article History: 
 

Received: 21 January 2022 

Accepted: 20 March 2022 
      Online Publication: 26 March 2022 

 
Keywords: 

Authority, Authority Styles, Public 
and Private Sectors, Dimensions of 

Employees 

 
      JEL Classification Codes:  

 

      H81, I13, J24, I18   

 
A B S T R A C T 

 
Flourishing Authority practices like values, virtues, dispositions, attributes, and competencies improve 

employee outcomes. Few Authority practices in the form of strategies were selected to achieve better 

performance. The Authority styles were associated with public, financial, and managerial proportions 

of employees together in public and private sectors would assist the correlation among Authority styles 

and proportions disturbing the Authority styles which would be supportive to identify the main important 

policy variables for recovering the Authority styles. The presentation was based on the primary source 

of data of the public sector, the LIC, and the private sector; Reliance Insurance was chosen voluntarily 

for the research because of the researcher's awareness of different regions of Telangana. The data was 

gathered using the five points Likert scale. The study concluded that authority styles in both sectors 

managers distinguish the employees under supervision without any wisdom of accountability.  

 
 

© 2022 by the authors. Licensee CRIBFB, USA. This article is an open access article  distributed 
under the terms and conditions of the Creative Commons Attribution (CC BY) license 
(http://creativecommons.org/licenses/by/4.0/).  

                                                     

  
INTRODUCTION 

The way flourishing leaders applied the Authority quality practices would be influenced by several factors, including their 

opinions on the circumstances for both working and learning in an organization, their human resources' self-assurance and 

achievement, and the performance, expectations, and accomplishment stages. The Authority practices and arrangement of 

employees in the firm have become a challenging task. Booming Authority practices could improve employee performance. 

Employees' outputs can be better by their values, virtues, dispositions, attributes, and competencies. They adopt unique 

strategies to achieve better performance. The association of Authority styles with select proportions of human resources in 

cooperation with public and private sectors allow the alliance among Authority styles and harmonies that are distressing the 

Authority styles, would be supportive of categorizing the essential variables for recovering the Authority styles. 

 

REVIEW OF LITERATURE 

The manager's character significantly controls their perception, feel, and transmit to other people. Personality traits are liable 

to be appealing unwavering in middle age and help people proceed indefinitely favoured customs. During the working hours, 

the manager's character would rarely support subordinates to hold out work roles successfully. At other times same follows 

(Tirmizi, 2002) factors like assurance, long-standing associations, real facts, and understanding, giving particulars to 

employees, reputation, pioneering approach, and personality had the superior authority on the Authority styles. Broome and 

Hughes (2006) moral behavior, motivation, achievement-oriented approach, experience, knowledge, directive and 

participative approach, supportive and situational factors were showing collision on the Authority styles (Woodbine & Liu, 

2010); this study explained that companion ability behaviour traits, along with participation Authority style, were completely 

                                                      
1Corresponding author: ORCID ID: 0000-0001-6329-8279 

© 2022 by the authors. Hosting by CRIBFB. Peer review under responsibility of CRIBFB, USA.  

https://doi.org/10.46281/ijfb.v9i1.1665 

 
 

To cite this article: Gadaboina, T. (2022). PUBLIC, FINANCIAL AND MANAGERIAL EFFECTS ON AUTHORITY STYLES IN PUBLIC AND 

PRIVATE SECTOR: A CASE STUDY IN LIC AND RELIANCE INSURANCE. Indian Journal of Finance and Banking, 9(1), 177-183. 
https://doi.org/10.46281/ijfb.v9i1.1665 

mailto:drgthirupathi@gmail.com
http://creativecommons.org/licenses/by/4.0/)
http://creativecommons.org/licenses/by/4.0/)
https://doi.org/10.46281/ijfb.v9i1.1665
https://orcid.org/0000-0001-6329-8279


Gadaboina, Indian Journal of Finance and Banking 9(1) (2022), 177-183 

  

178 
 

associated with foremost change. Both openness to skill and expressive readiness were significantly and optimistically 

interrelated with the Authority style that the managers used. This research evaluated a significant constructive correlation 

stuck between the personality of managers, their Authority styles, and their most important alteration capabilities (Alkahtani, 

Abujarad, Sulaiman, & Nikbin, 2011). 

The Authority had a bang in achieving quality and quality control, individual grip, dedication, and involvement in 

running the excellence surrounded by principles and ideas instead of scheming by monster force. Authority can be learned 

through practice and can be well-read with a stuffed result on merit. Therefore leaders represented an encouraging 

environment to perquisite the presentation and competence of the supporters (Lettieri, 1997). 

 

RESEARCH OBJECTIVE 

 To evaluate the association of select proportions of human resources in public and private sectors. 

HYPOTHESIS FRAMED 

 There is no significant association between select proportions of human resources in public and private sectors.  

METHODOLOGY 
The primary data was gathered from the employees of the selected organizations in public and private sectors, this viz., LIC 

and Reliance Insurance. Journals, books, and thesis provided the secondary data. The Reliance Insurance was selected from 

the private sector, and the LIC was selected from the public sector for the analysis. 

 

Sampling 

Reliance Insurance was selected in the private sector, and in the public sector, the LIC was chosen for the study. Amongst 

the different regions of Telangana, the Districts of Warangal, Karimnagar, Nizamabad, and Khammamare were selected for 

the analysis.  

Using stratified random sampling techniques, the workers of both reliance and LIC Insurance have been preferred. 

The study is evaluated with the sample size by adopting the below formula: 

 

n =[t2 x p (1-p)] / m2 

 

In this research, employees are considered as respondents here 13.04% of the respondents of LIC and 13.04% of 

the respondents of Reliance Insurance were chosen for the study. The data were evaluated from 300 respondents of the 

public insurance sector and 300 respondents of the private insurance sector. Finally, the sample size considered for the study 

is 600. 

 

Tools Considered for the Study 

The Authority styles are calculated with the Likert scale. The period considered for the analysis is 2020-2021. 

 

Profile of LIC 

With almost 80% of the market share, LIC is considered the most victorious public sector organization in India. On 1 

September 1956, the Life Insurance Corporation of India was established when the Parliament of India accepted the Life 

Insurance of India Act that publicly owned the insurance industry in India. To generate India's state-owned Life Insurance 

Corporation, 245 insurance companies and provident societies were amalgamated. 

 

Profile of Reliance Insurance 

Reliance Life Insurance is a branch of Reliance Group and is a Reliance Capital Company. Considering the net worth, it is 

integrated in India's most important private-sector financial services companies and positioned with the leading 3 private 

sector financial services and banking companies. Reliance Capital has benefited from asset administration and mutual funds, 

stockbroking, life, general insurance, proprietary investments, private equity, and additional financial services actions. 

Reliance group has started with equity of Rs. 2 billion into Indian general insurance with its financial arm Reliance Capital 

Ltd. Without a foreign tie-up, it is considered the foremost insurance company in India. It is also the earliest private nonlife 

insurance product company to be certified to function. 

 

RESULTS AND DISCUSSION 

Table 1. Analysis representing the Socio-Financial characteristics of respondents/ Demographic factors 

  
Demographic 
factors 

Objects No. of 
Respondents(LIC) 

Percentage No: of Respondents(Reliance 
Insurance) 

Percentage 

Gender Male  240 80 273 91 

  Female 60 20 27 9 

  Total 300 100 300 100 

Age 21-25 years 21 7 57 19 

  26-30 years 39 13 84 28 

  31-35 years 48 16 72 24 

  36-40 years 99 33 27 9 

  41-50 years 81 27 57 19 



Gadaboina, Indian Journal of Finance and Banking 9(1) (2022), 177-183 

  

179 
 

  50+ years 12 4 3 1 

  Total 300 100 300 100 

Monthly Income Rs.10001-15000  15 5 22 7 

  Rs.15001-20000  24 8 27 9 

  Rs.20001-25000 63 21 75 25 

  Rs.25001-30000  75 25 92 31 

  Rs.30001-35000  72 24 18 6 

  Rs.35001 and 
above 

51 17 66 22 

  Total 300 100 300 100 

Marital Status Married 267 89 180 60 

  Unmarried 33 11 120 40 

  Total 300 100 300 100 

Education Secondary 24 8 17 6 

  Higher secondary 32 10 32 11 

  Graduation 87 29 107 35 

  Post-Graduation 141 47 132 44 

  Professional 16 5 9 3 

  Diploma 5 1 3 1 

  Total 300 100 300 100 

Employees HGA 99 33 93 31 

  Assistant 84 28 90 30 

  AAO 69 23 57 19 

  AO 36 12 45 15 

  DO 9 3 15 5 

  BM 3 1 0 0 

  Total 300 100 300 100 

Source: Calculated from primary data 

 

Interpretation 
Among 300 respondents of LIC, almost 80% of respondents are Males, and the leftover 20% of respondents are Females. 

Nearly 91% of the respondents from Reliance Insurance are Males, and the remaining 9% are females. 

In LIC, about 33% of respondents come under the age group of 36-40 years then by 41-50 years are 27%, 31-35 

years 16.00 percent, 26-30 years 13%, 21-25 years 7% and above 50 years 4%. In Reliance Insurance, about 28% of 

respondents come under the age group of 26-30 years then by 31-35 years are 24%, 21-25 years and 41-50 years are 19%, 

36-40 years are 9% and above 50 years are 1%.  

Among 300 respondents of LIC, about 25% of respondents come under the monthly income group of Rs. 25001-

30000 later by Rs. 30001-35000 are 24%, Rs. 20001-25000 are 21%, above Rs. 35000 are 17%, Rs. 15001-20000 are 8% 

and Rs. 10001-15000 are 5%.  

In Reliance Insurance, respondents belong to the monthly income group of Rs. 20001-25000 are 25% observed by 

Rs. 25001-30000 are 31%, above Rs. 35000 are 22%, Rs. 15001-20000 are 9%, Rs. 10001-15000 are 7% and Rs. 30001-

35000 are 6%. 

About 89% of the total respondents in LIC are married, whereas the leftover is 11% are unmarried. Concerned with 

Reliance Insurance, 60% of respondents are married, and the remaining 40% of the respondents are unmarried. 

In LIC, almost 47% of respondents are post-graduates, 29% are graduates, and 10% have completed their higher 

secondary and 80% of the respondents have done their secondary, 5% of the answerers are professions, and 1% has 

completed their diploma. In Reliance Insurance, about 44% of respondents are post-graduates, 35% are graduates, 11% have 

finished their higher secondary, 6% have done their secondary education, 3% of the answerers are professionals, and 1% 

have done their diploma. 

Among 300 respondents of LIC, almost 33% of respondents are HGA, and 28% are assistants, AAO are 23%, AO 

is 12%, DO are 3%, and BM is 1%. In Reliance Insurance, about 31% of respondents are HGAand then 30% are Assistants, 

AAO is 19, AO are 15%, DO are 5%, and BM is zero. 

 

(CFA) for Proportions Disturbing Authority Styles in LIC 

The (CFA) is accepted for everyproportiondistressingAuthority style in LIC furthermore the outcomes are obtained in Table 

2. 

 

Table 2. (CFA) for proportions distressing Authority Styles in LIC 

 
Proportions Chi-Square Value P-Value GFI CFI RMR RMSEA 

Public 5.1 0.6 0.8 1.00 0.09 0.00 

Financial 4.9 0.3 0.8 1.00 0.08 0.00 

Managerial 5.2 0.3 0.8 1.00 0.08 0.07 

Source: Calculated from primary data 

 

Ten items give the public dimensions, and as per the CFA results, this indicates an excellent fit with the reliable 

value of 2which represents a perfect fit. 

 



Gadaboina, Indian Journal of Finance and Banking 9(1) (2022), 177-183 

  

180 
 

Concurrent and Discriminate Strength for Proportions disturbing Authority Styles in LIC 

Besides, satisfactoriness of capacity model for proportions disturbing Authority styles in LIC is as well considered assuming 

the criterion of Composite Reliability (CR), Average Variance Extracted (AVE) along with Discriminate Validity (DV) of 

the variables, and the final outputs are given in Table 3. 

 

Table 3. Build dependability in support of proportions distressing Authority Styles in LIC 

 

 

 

 
 

 
                                                     Source: Calculated from primary data 

 

The collective constancy for proportions worrying authority styles in LIC is higher than the normal value of 0.7. 

The general difference evaluated is higher than the least value of 0.50. The discriminate strength is more than 0.6, signifying 

that concurrent strength is established for proportions that are distressing Authority styles in LIC. 

 

(CFA) for Proportions Distressing Authority Styles in Reliance Insurance 

The (CFA) was achieved for every dimension distressing Authority styles in Reliance Insurance, in addition to the findings 

are given in Table 4. 

 

Table 4. (CFA) for proportions distressing Authority Styles in Reliance Insurance 

 
 

 
 

 

 

 

                                                      Source: Calculated from primary data 

 

The result depicts an unconditional to the public dimensions of CFA proportions, which fit an exceptional 2. 

 

Concurrent and Discriminate Strength for Proportions Disturbing Authority Styles in Reliance Insurance 

Besides, the satisfactoriness of the capacity model for proportions distressing Authority styles in Reliance Insurance in 

addition to calculating and assuming the standard of Composite Reliability (CR), Average Variance Extracted (AVE) in 

addition to Discriminant Validity (DV) of the calculation along with the outputs are accessible in Table V. 

 

Table 5. Build dependability for proportions distressing Authority Styles in Reliance Insurance 

 

 

 

 

 

 
                                                   Source: Calculated from primary data 

 

The outcomes signify that combined reliability for proportions distressing Authority styles in Reliance Insurance 

is bigger than the regular value of 0.70, the standard difference evaluated is larger than the slightest value of 0.50, and 

discriminate strength is privileged than 0.60 demonstrating that concurrent strength is established for proportions distressing 

Authority styles in Reliance Insurance. 

 

Public Proportions 

The public proportions covering trust, teamwork, dignity, working conditions, feedback collected, security maintained, 

respect, discipline in LIC and Reliance Insurances are evaluated by effective weighted mean, and Table 6 indicates its 

results. 

 

Table 6. Public proportions distressing Authority Styles in LIC and Reliance Insurance 

 

Public proportions 

LIC Reliance Insurance t-Value Sig 

Weighted 

Mean 

Status Weighted 

Mean 

Status 

Respondents are working together. 3.08 Neutral 3.01 Neutral   

Respondents are working as a team. 3.31 Neutral 3.21 Neutral   

The supervisor provides the required 

response regarding job performance. 

3.44 Neutral 3.68 Agree   

Proportions CR AVE DV 

Public 0.7 0.6 0.6 

Financial 0.7 0.7 0.6 

Managerial 0.8 0.6 0.6 

Proportions Chi-Square 
Value 

P-Value GFI CFI RMR RMSEA 

Public 6.4 0.6 0.9 0.9 0.02 0.06 

Financial 4.9 0.4 0.9 1.0 0.01 0.00 

Managerial 3.9 0.6 0.9 0.9 0.05 0.04 

Dimensions CR AVE DV 

Public 0.7 0.7 0.6 

Financial 0.7 0.6 0.6 

Managerial 0.8 0.6 0.6 



Gadaboina, Indian Journal of Finance and Banking 9(1) (2022), 177-183 

  

181 
 

Overseen encourages employees to achieve 

the best. 

3.23 Neutral 3.79 Agree   

Secured job 4.16 Agree 4.21 Agree 13.562 0.01 

The supervisor performs the job of 

informing their employees. 

3.97 Agree 4.00 Agree   

The expectation among employees v/s 

senior management. 

3.76 Agree 3.81 Agree   

Top-level people treat workers with respect 

& dignity. 

3.80 Agree 3.87 Agree   

The supervisor manages employee 

complaints. 

2.85 Neutral 3.08 Neutral   

The supervisor manages employees' 

regulations. 

3.65 Agree 3.64 Agree   

Source: Calculated from primary data 

 

In LIC, the outcome explains that the job is protected, The supervisor performs the job of informing their 

employees, there is the belief among employees and superiors, Top hierarchy treats workers with decorum and the supervisor 

manages to handle employee's regulations are decided by the employees as these public proportions are distressing the 

Authority styles.  

The employees are neither approved nor disagreed with respondents working together, respondents working as a 

team, the supervisor provides required response regarding job performance, overseen encourages employees to achieve to 

the best, and the supervisor manages employee complaints. 

In Reliance Insurance, the supervisor provides the required response regarding job performance. The overseer 

encourages employees to achieve the best, most secured job, the supervisor performs the job of informing their employees, 

and there is an expectation among employees v/s senior management. 

Top-level people treat workers with respect and dignity, and the supervisor manages the employees decide 

employees' regulations as these public proportions affect the Authority styles.  

Employees working together, employees working as a team, and the supervisor manage employee complaints that 

are neither agreed nor disagreed by the employees as these proportions distress the Authority styles. 

The t-value of 13.562 is essential at the 1% level, signifying a considerable difference between public proportions 

distressing the Authority styles in public and Reliance Insurance.  

Therefore, the null hypothesis is rejected. The alternate hypothesis has accepted that there is a significant difference 

between public proportions distressing the Authority styles in the public and private sectors. 

 

Financial Proportions 

The Financial proportions that are distressing the Authority styles in LIC and Reliance Insurances are evaluated by the 

weighted mean, and lastly, the outcome is obtainable in Table 7. 

 

Table 7. Financial Proportions distressing Authority Styles in LIC and Reliance Insurance 

 
 

Financial Proportions 

LIC Reliance Insurance t-Value Sig 

Weighted 

Mean 

Status Weighted 

Mean 

Status 

Respondents are pleased with the pay to 

enhance the procedure. 

3.96 Agree 4.04 Agree   

Respondents are happy with their salaries. 4.05 Agree 4.16 Agree   

Respondents are fulfilled with general 

remuneration packages. 

3.61 Agree 3.81 Agree   

Respondents are happy with the scope for 

future expansion. 

3.84 Agree 4.05 Agree 12.892 0.01 

Respondent’s promotions are managed 

moderately. 

3.28 Neutral 3.69 Agree   

Respondent’s remuneration package is 

competitive. 

4.04 Agree 4.17 Agree   

The compensation is clear when differentiated 

from other jobs. 

3.84 Agree 4.07 Agree   

Respondents have sufficient contribution 

towards a decision that affects jobs. 

3.83 Agree 3.91 Agree   

The organization has sufficient funds. 4.06 Agree 4.20 Agree   

The organization provides elevated awareness 

to employee's benefit 

3.96 Agree 4.01 Agree   

Source: Calculated from primary data 

 

In LIC, Respondents are pleased with the pay to enhance procedure, employees are satisfied with the salary, 

respondents are fulfilled with general remuneration packages, respondents are happy with the scope for future expansion, 

respondent’s remuneration package is competitive, and the compensation is clear when differentiated with other jobs. 

Respondents have sufficient contribution towards a decision which impacts jobs, The organization has ample funds, and the 

organization gives elevated awareness to staff benefit are decided by the employees as these Financial proportions are 

disturbing the Authority styles while they are neither approved nor disagreed with employee's promotions are handled fairly 

as it affects the Authority styles. 



Gadaboina, Indian Journal of Finance and Banking 9(1) (2022), 177-183 

  

182 
 

In Reliance Insurance, respondents are pleased with the pay to enhance procedure, employees are satisfied with the 

salary, respondents are fulfilled with general remuneration packages, respondents are happy with the scope for future 

expansion, respondents' promotions are managed moderately, and respondent's remuneration package is competitive. The 

compensation is clear when differentiated from other jobs, respondents have sufficient contribution towards a decision 

which impact jobs, the organization has ample funds and the organization trains elevated awareness to staff benefit are 

agreed by the employees as these Financial dimensions are affecting the Authority styles.  

The t- value of 12.892 is important at 1 percent level representing that there is a significant difference between 

Financial proportions distressing the Authority styles in public and Reliance Insurance. Consequently, the null hypothesis 

is rejected and the alternate hypothesis is accepted and this indicates that there is a significant difference between financial 

dimensions distressing the Authority styles in the public and private sectors. 

 

Managerial Proportions 

The Managerial proportions distressing the Authority styles in LIC and Reliance Insurances are explained by calculating 

the weighted mean, and the output is accessible in Table 8. 

 

Table 8. Managerial proportions distressing Authority Styles in LIC and Reliance Insurance 

 
 

Managerial proportions 

LIC Reliance Insurance t-Value Sig 

Weighted 

Mean 

Status Weighted 

Mean 

Status 

Employees are treated with respect by the supervisor. 4.07 Agree 4.27 Agree   

Without harassment, the work can be done. 3.65 Agree 3.92 Agree   

The conveniences are sufficient. 3.93 Agree 4.13 Agree   

Good working conditions. 3.57 Agree 3.95 Agree   

Respondents experience a liberated environment to 

talk about their issues with their supervisor. 

3.97 Agree 4.13 Agree 13.186 0.01 

Respondents have adequate aid to control the work 

pressure. 

3.69 Agree 3.87 Agree   

Respondent’s complaints control moderately. 3.68 Agree 3.92 Agree   

Respondents work dedicatedly towards the 

organization. 

4.05 Agree 4.27 Agree   

Managers assign responsibilities to assistants 

professionally. 

3.63 Agree 3.84 Agree   

The organization has an efficient decision-making 

system 

3.04 Neutral 3.93 Agree   

Source: Calculated from primary data 

 

In LIC, Employees are treated with respect by the supervisor; without harassment, the work can be done. The 

conveniences are sufficient, good working conditions, respondents experience liberated environment to talk about their 

issues with their supervisors, Respondents have adequate aid to control the work pressure, and respondent's issues control 

moderately. Respondents work dedicatedly towards the organization, and Managers assign responsibilities to assistants 

professionally are decided by the employees as these Managerial proportions are disturbing the Authority styles. At the 

same time, they are neutral with the decision-making processes in the organization as it affects the Authority styles. 

In Reliance Insurance, Employees are treated with respect by the supervisor, without harassment, the work can be 

done, the conveniences are sufficient, good working conditions, respondents experience a liberated environment to talk 

about their issues with their supervisors, and Respondents have adequate aid to control the work pressure, and Respondent’s 

issues control moderately. Respondents work dedicatedly towards the organization, Managers assign responsibilities to 

assistants professionally and the organization has an efficient decisiveness policy that impacts the Authority styles. 

The t- value of 13.186 is significant at 1% level, signifying an important variation among Managerial proportions 

affecting the Authority styles in public and Reliance Insurance. Hence, the null hypothesis is rejected, and the alternate 

hypothesis is accepted, and this is represented as there is significant differentiation between Managerial proportions 

affecting the Authority styles in the public and private sectors. 

 

Relationship among Authority Styles and proportions distressing the Authority Styles 

The connection between Authority styles and proportions distressing the Authority styles was evaluated by analyzing the 

Pearson correlation coefficients with the outcomes in Table 9. 

 

Table 9. Relationship among Authority Styles and proportions distressing the Authority Styles 

Particulars LIC Reliance Insurance 

 LS SD ED OD LS SE ED OD 

LS 1.00    1.00    

SD 0.45** 1.00   0.42** 1.00   

ED 0.47** 0.45** 1.00  0.48** 0.44** 1.00  

OD 0.36** 0.43* 0.32* 1.00 0.46** 0.42** 0.47** 1.00 

Source: Calculated from Primary Data 

 



Gadaboina, Indian Journal of Finance and Banking 9(1) (2022), 177-183 

  

183 
 

 In LIC, the correlation coefficients signify that the Authority styles are considerably and allied through financial 

proportions, public proportions, and managerial proportions at 1% level. Secondly, Authority styles are aligned with public 

proportions and financial proportions at a modest point but are connected through managerial dimensions at a low degree. 

 The correlation coefficients demonstrate that public proportions are considered along with extremely allied with 

financial proportions at 1% level and managerial proportions at a 5% level. It explains that the public proportions are related 

in cooperation with financial and managerial proportions at a reasonable level. The outcome indicates that the financial 

proportions are considerably connected with managerial proportions at a 5% level with a low degree of involvement. 

In Reliance Insurance, the correlation analysis specifies that the Authority styles are considerably allied with public, 

financial, and managerial proportions at a 1% level. It is pragmatic that the Authority styles are allied with public, financial, 

and managerial at a modest stage. 

The correlation coefficients specify that public proportions are considerably and entirely correlated with financial 

proportions and managerial proportions at 1% level. The public proportions are related to Financial and Managerial 

proportions to a reasonable degree. The analysis says that financial proportions are drastically allied with Managerial 

proportions at 1% level with the modest level of connection.  

Hence, the null hypothesis is rejected and the alternate hypothesis is accepted and this explains that there is a 

considerable association between Authority styles and proportions distressing the Authority styles in the public and 

private sector. 

 

CONCLUSION 

This study observes the Authority styles of leaders and subordinates in public and private organizations. The managers 

distinguish that the employees can only work under supervision and don't have any wisdom of accountability in work. In 

contrast, the employees anticipate freedom at work and involvement in Managerial actions. No single Authority style in the 

business is successful. The Authority style changes in different circumstances and would be affected by public, financial, 

and managerial proportions. The research can further expand on the impact of Authority styles and Authority practices on 

motivation, employees' welfare, and employees' work-life balance in both public and private sectors. Successful adoption, 

diffusion, and implementation of quality Authority practices can be critical determinants that could be further explored for 

Managerial success and effectiveness. 

 

 
Author Contributions: Conceptualization, T.G.; Data Curation, T.G.; Methodology, T.G.; Validation, T.G.; Visualization, T.G.; Formal Analysis, T.G.; 
Investigation, T.G.; Resources, T.G.; Writing – Original Draft, T.G.; Writing – Review & Editing, T.G.; Supervision, T.G.; Software, T.G.; Project 

Administration, T.G.; Funding Acquisition, T.G. Authors have read and agreed to the published version of the manuscript. 

Institutional Review Board Statement: Ethical review and approval were waived for this study, due to the research does not deal with vulnerable groups 
or sensitive issues. 

Funding: The authors received no direct funding for this research. 

Informed Consent Statement: Informed consent was obtained from all subjects involved in the study. 
Data Availability Statement: The data presented in this study are available on request from the corresponding author. The data are not publicly available 

due to restrictions. 

Conflicts of Interest: The authors declare no conflict of interest.                                                                                                                                                                                                                                    
 

REFERENCES 

Alkahtani, A. H., Abujarad, s. Y., Sulaiman, M. B., & Nikbin, D. (2011, May). The impact of personality and leadership 

styles on leading change capability of Malaysian managers. Australian Journal of Business and Management 

Research, 1(2), 70-99. 

Broome, T. A., & Hughes, S. (2006). Moral and Behavioural motivation. Journal of Management Development. 

Lettieri, R. (1997). Book Review: The Absolutes of Leadership Philip Crosby Jossey-Bass, 1997, 144 pp. $15.00, paper. 

Journal of Leadership Studies, 4(4), 155-157. 

Tirmizi, S. A. (2001). A Study of Leadership Prototypes in Pakistani Organizations. LEAD Pakistan, Islamabad. 

Woodbine, G., & Liu, J. (2010). Leadership Styles and the Moral Choice of Internal Auditors. Electronic Journal of 

Business Ethics and Organization Studies, 15(1). Retrieved from http://urn.fi/URN:NBN:fi:jyu-201010052961 

 

 

 
Publisher’s Note: CRIBFB stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. 

 

 
© 2022 by the authors. Licensee CRIBFB, USA. This article is an open access article distributed under the terms and conditions of the Creative Commons 

Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/). 

Indian Journal of Finance and Banking (P-ISSN 2574-6081 E-ISSN 2574-609X) by CRIBFB is licensed under a Creative Commons Attribution 4.0 

International License. 

http://creativecommons.org/licenses/by/4.0/)
http://creativecommons.org/licenses/by/4.0/
http://creativecommons.org/licenses/by/4.0/

