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. 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