Turnaround Management of a Franchisee of Indian Premier League (IPL) with specific reference to Leadership and Group Dynamics with a case study of Deccan Chargers

Thesis submitted to the Padmashree Dr. D.Y.Patil University, Department of Business Management in partial fulfilment of the requirements for the award of the Degree of DOCTOR OF PHILOSOPHY In BUSINESS MANAGEMENT

Submitted by: V. Shankar (Enrolment No: 10161003)

Research Guide: Dr. R. Gopal Director and Head of the Department, Padmashree Dr. D. Y. Patil University, Navi Mumbai CBD Belapur, Navi Mumbai – 400 614.

February, 2014

i

Turnaround Management of a Franchisee of

Indian Premier League (IPL) with specific reference to Leadership and Group Dynamics with

a case study of Deccan Chargers

ii

DECLARATION

I hereby declare that the thesis titled “Turnaround Management of a Franchisee of Indian Premier League (IPL) with specific reference to Leadership and Group

Dynamics with a case study of Deccan Chargers” submitted for the award of

Doctor of philosophy in Business Management at Padmashree Dr. D.Y.Patil

University, Department of Business Management is my original work and the

Dissertation has not formed the basis for the award of any degree, associate ship, fellowship or any other similar titles.

The material borrowed from other sources and incorporated in the thesis has been duly acknowledged.

I understand that I myself could be held responsible and accountable for plagiarism, if any, detected later on.

The research papers published based on the research conducted out of and in the course of the study are based on the study and not borrowed from other sources.

Place: Navi Mumbai

Date:

Signature of Guide Signature of Head of Dept Signature of Student

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CERTIFICATE

This is to certify that the thesis entitled “Turnaround Management of a

Franchisee of Indian Premier League (IPL) with specific reference to Leadership and Group Dynamics with a case study of Deccan Chargers” submitted by Mr. V.

Shankar is a bonafide research work for the award of the Doctor of Philosophy in

Business Management at the Padmashree Dr. D. Y. Patil University Department of Business Management in partial fulfilment of the requirements for the award of the Degree of Doctor of Philosophy in Business Management and that the thesis has not formed the basis for the award previously of any degree, diploma, associate ship, fellowship or any other similar title of any University or Institution.

Also it is certified that the thesis represents an independent work on the part of the candidate.

Place: Navi Mumbai

Date:

Signature of the Head of Signature of the Guide the Department

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Acknowledgement

It has been an exciting journey from the time I took the reins of Deccan Chargers as its Chairman and from „Chumps‟ made them, the „Champs‟. The turnaround in the performance of Deccan Chargers was based on all the general principles that are generally applied to reverse the sickness of a company. However, in the case of sporty business, the challenges are of a different nature. As soon as

IPL-2 was over, I decided to document my experience and strategies. Several books were brought out by me capturing in print the transition of Deccan

Chargers from „Under dogs’ to „Roaring Bulls’ (logo of Deccan Chargers).

1. Beyond Runs and Wickets

2. Its‟ just not cricket

3. Chairman‟s choice – Vol. I & II

A study of these books triggered several inquisitive minds for a deeper understanding of the turnaround strategy.

Dr. Ramamirtham Gopal, my mentor and guide exhorted me to engage in a more detailed research with IPL as focus and Deccan Charges as case study. It was his consistent support and motivation that propelled me to register for PhD in

Business Management under him on 30th November, 2010. I am eternally indebted to him for the care and concern with which he addressed my needs and the issues referred to him. He was too generous to ignore my limitations and worked on my strengths.

Mr. Sanket Ashinkar and Mr. Sushant Bawdekar of the Department of Business

Management of the University, second year students were of considerable help

v in data collection. I was assisted in market survey administered through a structured questionnaire by Ms. Dipti Hulawane and Ms. Insha Amir Khan of the

SIES College of Management Studies. Prof. Nishi Kaul and Dr. Ela Goyal,

Business Management teachers were extremely supportive in interpretations and statistical analysis.

Dr. A. K. Sen Gupta, Director, SIES College of Management Studies critically appraised the thesis at my instance and guided me to undertake studies in related areas to strengthen the project.

I am thankful to the Padmashree Dr.D.Y. Patil University for accepting me as a doctoral student. This is possibly the only university in Western India, nay the country with deep and abiding commitment to Sports. Its state of arts sports stadium is a manifestation of that commitment. It is to the credit of the university management to have provided a conducive environment for research in sports related fields. Being the first doctoral thesis in sports business turnaround, I received the wholesome support of all concerned in the completion of this thesis in due time. To the visionary Dr. D. Y. Patil, Hon‟ble Governor of Bihar, I dedicate this academic effort.

Place: Navi Mumbai

Date:

Signature of the Student

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PREFACE

Sports, like business is a dynamic activity. The game like products and services would have to keep pace with the needs of time to avoid obsolescence.

Innovation is the key to sustain continued interest of all stakeholders in the game.

Several games have lost their steam while not fulfilling the demands of the generations. „One day cricket‟ (60 over game initially later reduced to 50 overs) was touted as one of the most significant innovation in sports to support a fledging test cricket. With people‟s interest waning on any form of a game that takes a long time, 20 over cricket made its advent with a bang. India adopted the same as “Indian Premier League‟ (IPL) in 2008. It was a run away success

„attracting huge crowds in the stadium and high TRPs in the Television screen viewing‟. Revenues exploded catching the attention of all. The cocktail of cricket and business „Cricketainment‟ scripted a new record in sports.

I have been an avid fan of this game and invariably watched all major international events. IPL – 1 kindled enough interest to be glued to the TV screen to watch all fast paced matches. One such match was between Rajasthan

Royals and Deccan Chargers which Deccan Chargers gifted away due to lack of leadership, lack of sustained enthusiasm of the players and lack of strategy and death overs management. It struck me then that all principles of management can be effectively applied in IPL, for that matter in all shorter version sports.

Deccan Chargers continued IPL – 1 without much success and was rightly

vii placed at the bottom of the league table. Providence brought me to lead Deccan

Chargers as its Chairman from IPL – 2. I applied a whole lot of management principles for a turnaround of Deccan Chargers and was successful in make them the winner of IPL – 2 in South Africa in 2009. I documented my actions in three books.

 Beyond Runs and Wickets

 Its‟ Just not Cricket

 Chairman‟s Choice – Vol. I & II

IPL – 3 continued with the same vigor, intensity and strategy and Deccan

Chargers reached the semi-finals missing the final berth by a bad outing in the semi-finals which they could have easily won. This reinforced my belief that

Leadership, Group dynamics, strategy and incentivisation have singularly an important role to play in the success in any match in addition to the art of playing.

The Art and Science of the game, with little documentation on the scientific aspects of sports management and turnaround prompted me to study further and list the hypothesis in a structured format on an identified stratified sample of former players, game enthusiasts and others interested in cricket. The fruit of these efforts is the present research thesis on

“Turnaround Management of a Franchisee of Indian Premier League (IPL)

With specific reference to Leadership and Group Dynamics with a case study of Deccan Chargers”

viii

Every effort has been made, in this untested waters, to swim against the current of minimal literature, absence of archival records and absence of cricket centric research to test every proposition carefully and reach meaning for conclusion that form part of the recommendation. My Alma Mater, the Department of

Business, Padmashree D. Y. Patil University and its Director Dr. R. Gopal, are the inspiration to sprout the seed that I had sown in studying this subject.

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TABLE OF CONTENTS

Chapter No. Title Page No.

Cover Page i

Title ii

Declaration iii

Certificate iv

Acknowledgement v

Preface vii

Table of Contents x

List of Tables xii

List of Figures xxii

List of Abbreviations xxiii

Executive Summary xxiv

Chapter 1 Introduction 1

Chapter 2 Review of Literature 24

Chapter 3 Objectives and Research Methodology 71

Chapter 4 IPL Overview 84

Chapter 5 Data Analysis 120

Chapter 6 Case Study on Deccan Chargers 173

Chapter 7 Conclusions 205

Chapter 8 Recommendations 213

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Chapter 9 Annexure 218

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LIST OF TABLES

Table Table title Pg. No No. 1.1 Salaries of Sports Stars 3

1.2 IPL Teams in 2009 15

1.3 IPL Earnings 16

1.4 Franchisee Cost vs. Earnings 16

1.5 IPL – 1 (2007) – Point Summary 19

1.6 IPL – 1 (2007) –Details 19

1.7 IPL – 1 (2007) – Strike rates 20

1.8 Deccan Chargers comparative performance in IPL-1 and IPL – 20

2

1.9 IPL Season – 2 (2009) 21

1.10 IPL Season – 3 (2010) 21

1.11 IPL Season – 4 (2011) 21

1.12 IPL Season – 5 (2012) 22

1.13 IPL Season – 6 (2013) 22

2.1 Directive versus participative transformational leadership 45

2.2 List of opponents and the matches lost/won by Deccan 60

Chargers in season I.

2.3 List of opponents and the matches lost/won by Deccan 65

Chargers in season II.

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2.4 Result summary of Indian Premier League from season I to 67

season VI

3.1 Bifurcation of the data collected from different geographical 80

regions of Maharashtra

3.2 Statistical tests used for each objective 81

4.1 IPL teams and their franchises, price, captain and coach 85

4.2 Team performances tabulated year wise 87

4.3 Orange cap winners from season 1 to season 6 of IPL 88

4.4 Purple cap winners from Season 1 to Season 6 89

4.5 Fair play points, average points per match and league standing 90

of teams

4.6 Man of the match from Season 1 to Season 6 91

4.7 Bidders, regional broadcast right including their terms of deal. 92

4.8 Teams and their standings in IPL 1 94

4.9 Batsmen with most runs in IPL 1 95

4.10 Batsmen with best batting strike rate in IPL 1 95

4.11 Bowlers with most wickets in IPL 1 96

4.12 Bowlers with best economy rates in IPL 1 96

4.13 Points awarded in a group in IPL 2 98

4.14 Teams and their standings in IPL 2 99

4.15 Batsmen with most runs in IPL 2 99

4.16 Batsmen with best batting strike rate in IPL 2 100

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4.17 Best bowlers with most wickets in IPL 2 100

4.18 Bowlers with best economy rates in IPL 2 101

4.19 Points awarded in the group stage in IPL 3 102

4.20 Teams and their Standings in IPL 3 103

4.21 Batsmen with most runs in IPL 3 104

4.22 Batsmen with best batting strike rate in IPL 3 104

4.23 Bowling: Most wickets in IPL 3 105

4.24 Bowlers with the best economy rates in IPL 3 105

4.25 Players that were retained by their teams in IPL 4 107

4.26 List of the groups A and B in IPL 4 108

4.27 Teams and their support IPL 4 109

4.28 Batsmen with most runs in IPL 4 110

4.29 Bowlers with most wickets in IPL 4 110

4.30 Teams and their standings in IPL 5 111

4.31 Batsmen with most runs in IPL 5 112

4.32 Bowlers with most wickets in IPL 5 113

4.33 Teams and their standings in IPL 6 115

4.34 Batsmen with most runs in IPL 6 116

4.35 Bowlers with most wickets in IPL 6 117

5.1 Reliability Statistics – Cronbach Alpha 120

5.2 Data not following normal distribution 120

5.3 Demographic distribution of respondents 122

5.4 Mean for the role of various parameters in a team success 124

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5.5 Correlation between various parameters affecting team‟s 126

success.

5.6 Difference in Perception of Viewers and Experts towards the 127

effect of Leadership for the turnaround of a Team

5.7 Difference in Perception of Viewers and Experts towards the 128

effect of Team Dynamics for the turnaround of a Team

5.8 Difference in Perception of Viewers and Experts towards the 129

effect of Motivation for the turnaround of a Team

5.9 Difference in Perception of Viewers and Experts towards the 130

effect of Empowerment for the turnaround of a Team

5.10 Difference in Perception of Viewers and Experts towards the 131

effect of Goal Orientation for the turnaround of a Team

5.11 Difference in Perception of Viewers and Experts towards the 131

effect of Recognition from Franchisee for the turnaround of a

Team

5.12 Difference in Perception of Viewers and Experts towards the 132

effect of Open Communication between franchisee and team for

the turnaround of a Team

5.13 Difference in Perception of Viewers and Experts towards the 133

effect of Shared Vision for the turnaround of a Team

5.14 Difference in Perception of Viewers and Experts towards the 133

effect of Support from Franchisee for the turnaround of a Team

5.15 Difference in Perception of Viewers and Experts towards the 134

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effect of Functional Strategy for the turnaround of a Team

5.16 Hypothesis acceptance/rejection based on profile of the 135

respondents (cricket viewer/cricket expert)

5.17 Difference in Perception of graduates and post-graduates 137

towards the effect of Leadership for the turnaround of a Team

5.18 Difference in Perception of graduates and post-graduates 137

towards the effect of Team Dynamics for the turnaround of a

Team

5.19 Difference in Perception of graduates and post-graduates 138

towards the effect of Motivation for the turnaround of a Team

5.20 Difference in Perception of graduates and post-graduates 139

towards the effect of Empowerment for the turnaround of a

Team

5.21 Difference in Perception of graduates and post-graduates 140

towards the effect of Goal Orientation for the turnaround of a

Team

5.22 Difference in Perception of graduates and post-graduates 140

towards the effect of Recognition from Franchisee for the

turnaround of a Team

5.23 Difference in Perception of graduates and post-graduates 141

towards the effect of Open Communication between franchisee

and team for the turnaround of a Team

5.24 Difference in Perception of graduates and post-graduates 142

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towards the effect of Shared Vision for the turnaround of a

Team

5.25 Difference in Perception of graduates and post-graduates 142

towards the effect of Support from Franchisee for the

turnaround of a Team

5.26 Difference in Perception of graduates and post-graduates 143

towards the effect of Functional Strategy for the turnaround of a

Team

5.27 Hypothesis acceptance/rejection based on profile of the 144

respondents (graduates/post-graduates)

5.28 Difference in Perception of males and females towards the 146

effect of Leadership for the turnaround of a Team

5.29 Difference in Perception of males and females towards the 146

effect of Team Dynamics for the turnaround of a Team

5.30 Difference in Perception of males and females towards the 147

effect of Motivation for the turnaround of a Team

5.31 Difference in Perception of males and females towards the 147

effect of Empowerment for the turnaround of a Team

5.32 Difference in Perception of males and females towards the 148

effect of Goal Orientation for the turnaround of a Team

5.33 Difference in Perception of males and females towards the 149

effect of Recognition from Franchisee for the turnaround of a

Team

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5.34 Difference in Perception of males and females towards the 149

effect of Open Communication between franchisee and team for

the turnaround of a Team

5.35 Difference in Perception of males and females towards the 150

effect of Shared Vision for the turnaround of a Team

5.36 Difference in Perception of males and females towards the 151

effect of Support from Franchisee for the turnaround of a Team

5.37 Difference in Perception of males and females towards the 151

effect of Functional Strategy for the turnaround of a Team

5.38 Hypothesis acceptance/rejection based on profile of the 152

respondents (males/females)

5.39 Difference in Perception based on age groups towards the 154

effect of Leadership for the turnaround of a Team

5.40 Difference in Perception based on age groups towards the 154

effect of Team Dynamics for the turnaround of a Team

5.41 Difference in Perception based on age groups towards the 155

effect of Motivation for the turnaround of a Team

5.42 Difference in Perception based on age groups towards the 155

effect of Empowerment for the turnaround of a Team

5.43 Difference in Perception based on age groups towards the 156

effect of Goal Orientation for the turnaround of a Team

5.44 Difference in Perception based on age groups towards the 156

effect of Recognition from Franchisee for the turnaround of a

xviii

Team

5.45 Difference in Perception based on age groups towards the 157

effect of Open Communication between franchisee and team for

the turnaround of a Team

5.46 Difference in Perception based on age groups towards the 157

effect of Shared Vision for the turnaround of a Team

5.47 Difference in Perception based on age groups towards the 158

effect of Support from Franchisee for the turnaround of a Team

5.48 Difference in Perception based on age groups towards the 159

effect of Functional Strategy for the turnaround of a Team

5.49 Hypothesis acceptance/rejection based on based on age groups 159

of the respondents

5.50 Difference in Perception of students and working professionals 161

towards the effect of Leadership for the turnaround of a Team

5.51 Difference in Perception of students and working professionals 162

towards the effect of Team Dynamics for the turnaround of a

Team

5.52 Difference in Perception of students and working professionals 162

towards the effect of Motivation for the turnaround of a Team

5.53 Difference in Perception of students and working professionals 163

towards the effect of Empowerment for the turnaround of a

Team

5.54 Difference in Perception of students and working professionals 164

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towards the effect of Goal Orientation for the turnaround of a

Team

5.55 Difference in Perception of students and working professionals 164

towards the effect of Recognition from Franchisee for the

turnaround of a Team

5.56 Difference in Perception of students and working professionals 165

towards the effect of Open Communication between franchisee

and team for the turnaround of a Team

5.57 Difference in Perception of students and working professionals 165

towards the effect of Shared Vision for the turnaround of a

Team

5.58 Difference in Perception of students and working professionals 166

towards the effect of Support from Franchisee for the

turnaround of a Team

5.59 Difference in Perception of students and working professionals 167

towards the effect of Functional Strategy for the turnaround of a

Team

5.60 Hypothesis acceptance/rejection based on profile of the 167

respondents (students/working professionals)

5.61 20-20 is an innovative format 168

5.62 IPL is the best form of entertainment mixed with sport 169

5.63 20-20 will take the game of cricket to the next level 169

5.64 Celebrities endorsing the team have affected the team and its 169

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audience positively

5.65 The franchisees have motivated the teams 170

5.66 IPL has added an extra zing for the cricket players 170

5.67 IPL is expected to create a young generation of globally 170

competitive Indian players

5.68 IPL has provided a stage for the young players to learn from the 171 experienced international players

5.69 IPL has added extra zing for the cricket audience 171

6.1 Incentive scheme of Deccan Chargers 195

A.1 Mean for Cricket Viewers and Experts – SPSS Table 241

A.2 Mean for Graduates and Post-graduates – SPSS Table 245

A.3 Mean for Males and Females – SPSS Table 259

A.4 Mean for Different Age groups – SPSS Table 253

A.5 Mean for Students and Working Professionals – SPSS Table 259

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LIST OF FIGURES

Figure No. Figure title Pg. No. 2.1 Factors of transformational and transactional 46

leadership.

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LIST OF ABBREVIATIONS

IPL Indian Premier League

DC Deccan Chargers

KKR Kolkata Knight Riders

DD Delhi Daredevils

MI Mumbai Indians

PWI Pune Warriors India

KXIP Kings XI Punjab

RR Rajasthan Royals

CSK Chennai Super Kings

SRH Sunrisers Hyderabad

KSK Kochi Tuskers Kerala

PWI Pune Warriors India

BCCI Board of Control for Cricket in India

ICC International Cricket Council

HPWS High performance work systems

CEO Chief executive officer

DLF Delhi Land and Finance Ltd.

TVR Television Viewing Ratings

NBA National Basketball Association

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EXECUTIVE SUMMARY

The present business scenario is one wherein constant change is the name of the game. For any firm to survive in any industry there has to be constant monitoring and improvement of its systems and operations. When an organisation faces severe cash crisis or a consistent downtrend in its operating profits or net worth, it is on its way to becoming insolvent. The slide cannot be prevented unless appropriate actions, both internal and external, are initiated to change the future prospects. This process of bringing about a revival in the firm‟s fortunes is what is termed as „Turnaround Management‟. This research on

„Turnaround Management of a Franchisee of Indian Premier League (IPL) with specific reference to Leadership and Group Dynamics with a case study of

Deccan Chargers‟ was undertaken to determine the factors that lead to a turnaround of a team and to establish that applications of leadership principles can completely bring about a turnaround in an organisation from its existing state. The study was in relation to the non-financial strategies that were used in the turnaround of a cricket team in the context of IPL and essentially focused on the softer aspects of turnaround like team building, motivation etc.

Severe performance deterioration beyond a certain level is a precondition for radical/transformational change. Turnarounds are associated with a master plan of actions necessary to reverse a declining business situation. It is a process of reviving and growing underperforming companies. Turnaround is also needed when the companies aren‟t performing to the level they should be and to achieve

xxiv the set goal of the organisation. All organisations may aspire to a high performance work culture, but very few have the advantage of processes, structures and systems right from the beginning.

The progress towards high performance can be seen by the extent of team based problem solving, and the diversity of team composition. Various examples are available which prove the theory that changing of strategies can bring about a change in the performance of an organisation.

Through this research an endeavour has been made to determine whether the managerial concepts such as leadership, motivation, group dynamics / team work, communication, collaboration etc. contribute to performance turnaround.

By understanding the role of these factors in a team‟s positive performance outcomes, the same could be applied in all fields of management besides just sports to achieve winning strategies always.

Leadership motivation is one of the most important factors affecting human behaviour and performance in an organisation. Leadership is about motivating and empathizing, motivation is that one attributes which drives the leaders to achieve beyond the expectations. It is a critical management skill and an ability to motivate a group of people toward a common goal. Also motivation, group dynamics and communication rebound to performance turnaround. The use of transformational and transactional leadership in combination can revitalize the work force massively.

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There is a need to study the managerial and performance turnaround variables in relation to positive outcomes in the business of cricket. Owing to the fact that IPL is by far the most buzzing concept adopted by Indian cricket, analysts are still in the process of acquiring a good sense of it. Hence, there is a gap in literature and the need for this study. The unique blend of business, entertainment and sport has created quite a buzz in this era of management / business centric world. The researcher has made an endeavour to understand the market dynamics for the success of the Indian Premier League (IPL) and what contributes to a cricket team‟s success.

Indian Premier League or IPL is a shorter version cricket tournament founded in the year 2008. This tournament started on the lines of football‟s English Premier

League and the National Basketball Association popularly known as NBA in

USA. IPL was a completely unique concept. The inception of IPL added a new side to the game, making it one of the most sought after games, not only in India but also internationally. Team Deccan Chargers was one of the eight teams in the Season 1 of Indian Premiere League (IPL) when it began in 2008. The team failed to perform in the first season of IPL but made a startling return in the second season, with the introduction of a new Chairman who redesigned the whole team inside out. The study does not intend to focus on the financial turnaround of Deccan Chargers but rather the performance turnaround which reversed their standing from the bottom in the first year of the game(May, 2008) to the first rank in the next year(May, 2009). Financial turnaround is not

xxvi considered as IPL revenue model is relatively fixed and variable elements are few.

The Deccan Chargers Turnaround highlights the relationship between

Leadership and its impact on the turnaround of a sports team. Team Deccan

Chargers which was at the bottom of the table in season 1 of Indian Premier

League made it to the top in season 2 of the game. The loss in the first season made the franchisees sit up and strategize ways in which it could establish its credibility. The team was restructured in the second season with a new leader

Mr. V. Shankar at its helm. The discussions revealed that for a team to be successful, it is essential that the team management follow principles such as

Creating Personal Contact, Communication, Consulting and Decision Making,

Solitude and Affability, Infusing Confidence, Appreciating Fair Criticisms and finally Belief in Vision and Mission of the team

The case sets an example for many studies by supporting the idea that leadership does indeed have a huge impact in bringing about a turnaround in a failing team.

Successful turnarounds are most often associated with the reversal of a survival- threatening decline (Barker and Duhaime, 1997) and the „use of strategies, systems skills and capabilities to achieve growth and sustainable performance recovery‟. There are many leadership theories that have been introduced in order to describe the different ways or techniques a leader uses to get the desired

xxvii results. A lot has changed from the times when leadership was only about being authoritative. A leader has turned from being autocratic to a proponent associate.

The study involved a study of 500 respondents from Navi Mumbai and Mumbai. It used a questionnaire wherein they were asked to give their opinions. The study was restricted to experts from the game of cricket including amateur and professional players as well as students enrolled in professional management courses, since these students are familiar with the managerial concepts. The respondents fell into two distinct categories i.e., the experts and the viewers.

Demographic factors of the respondents such as age, gender, education, profession and cricket expertise were also taken into consideration. The questionnaire used for the study of the respondent‟s perception included 10 attributes: vision, leadership, group dynamics, role of franchisee in terms of support, guidance, open communication and recognition, motivational methods, empowerment, focus on outcomes and functional strategies. Vision and team dynamics top the respondents list as the parameters that contribute to the turnaround of the team. The data collected was analysed using Cronbach Alpha,

Frequencies, Pearson‟s correlation, Man Whitney U Test and Kruskal-Wallis

Test. Cronbach Alpha is a measure of internal consistency, i.e., how closely related a set of items are as a group. Frequencies data are generally analysed by several different techniques, depending upon how the sample units were located and how the data was collected. Correlation between variables measures of how well the variables are related. Mann Whitney U Test was used to test the median between two groups of data.

xxviii

The major finding of the study was that IPL is indeed taking the game of cricket to a whole new level. It is a cocktail of entertainment and sports that enamours all kind of audience. The franchisees have been very supportive and motivating in view of their business interests, thereby helping increase the performance of the team. Also according to the respondents the factors that lead to a team‟s success are vision, team dynamics and leadership. Support from the franchisee, empowerment are some of the other factors that adds to a team‟s success. Since the data was analysed by differentiating between cricket experts and cricket viewers, it was noted that the cricket viewers supported concepts like

Leadership, Empowering the Team Members, Financial Motivation, etc. proving that they are essential for the success of the team and cricket experts, on the other hand, supported concepts like motivation, communication between the team members and the franchisee and support from the franchisee for the success of the team. The working professionals were of the opinion that factors such as communication between franchisee and team members should exist for the better performance of the team, functional strategy for each game makes a difference to the success of the team, support from the franchisee is essential to make the team successful, team dynamics, motivational methods, focus on outcomes and leadership together contribute to the success of the team. The students were more supportive of factors such as Vision of the team, Team

Dynamics, Leadership and Functional Strategy.

In terms of education, the post graduates hinted towards team Dynamics,

Functional Strategy, Support from the franchisee and communication between

xxix the franchisee with the team whereas the graduates gave more importance to factors such as Leadership, Motivation, Empowerment and Vision. Amongst male and female, the females rated factors like Leadership, Team Dynamics,

Motivation, Empowering Team Members, Vision and Recognition from the

Franchisee higher in contributing to the success of a team, while male respondents rated factor such as Communication higher in terms of importance towards the success of a team.

It is recommended that vision; team dynamics, franchisees support and the most important leadership play a vital role in the success of a team irrespective of the organisation, business or sector. Especially when a. organisation is in crisis, all the above factors contribute to building up and re-establishing of an organisation.

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Chapter 1

Introduction

1.1 Introduction

The present business scenario is one wherein constant change is the name of the game. For any firm to survive in any industry there has to be constant monitoring and improvement of its systems and operations. When an organisation faces severe cash crisis or a consistent downtrend in its operating profits or net worth, it is on its way to becoming insolvent. The slide cannot be prevented unless appropriate actions, both internal and external, are initiated to change the future prospects. This process of bringing about a revival in the firm‘s fortunes is what is termed as ‗Turnaround Management‘.

Cricket is the unofficial national sport of India, and its development has been closely tied up with the history of the country, mirroring many of the political and cultural developments around issues such as caste, religion and nationality. Over the past years, the prominence of cricket – the game and its popularity has engaged the sportsmen and its audience to an enormous extent. The game of cricket has thus been acknowledged and appreciated by both young and adults across the globe. Cricket's newest innovation is Twenty20. Twenty20 leagues have been formed across the world but the Indian Premier League (IPL), which began in 2008, is counted as the most popular of them all. The Indian Premier

League (IPL) is an initiative of the Board of Control for Cricket in India (BCCI) and has the approval of the International Cricket Council (ICC). IPL brings along

1 with it a whole new era of cricket. IPL presently consist of nine teams comprising eminent players across the globe and had an estimated brand value of US $ 4.13 billion (valued by Brand Finance 2010) in its upcoming fifth season.

IPL is a serious business. Business, as an element of cricket, is a new dimension to the game and is still in its infancy in India. World over, sporty business is a successful marriage of sports and business. Businessman Lord North Cliff was the first to realize that sports could be a business. At the beginning of the 20th century the owner of Daily Mail was fascinated by the aviation pioneers and offered £1000 to the first person to fly across the English Channel. On July 25,

1909 the heavier-than-air flying machine, a Bleriot XI, crossed the Channel for the first time and was piloted by Louis Bleriot. Daily Mail circulation shot up,

North Cliff made money and Bleriot won glory.

Every single sports achievement, be it an Olympic Gold Medal or a record breaking feat, is a combination of talent and hard work. “But the system of winning top prizes is an industry”. The money earned by some of the top sports person is given in Table 1.1.

The creative introduction of the franchisees in the IPL has given the game a new dimension. It has also added sophistication to this unique amalgamation of

―Cricket‖ and ―Entertainment.‖ With a cocktail of business and sports i.e. cricket and entertainment, the new buzz word that has emerged is

―CRICKETAINMENT‖. Each franchisee has portrayed to have innate strengths

2 and weaknesses. This adds to the scope of this research and the study of IPL from a business perspective.

Table 1.1 Salaries of Sport Stars S No. Sports Star Sport Salary/Winnings Endorsements 1. Floyd Mayweather Boxing $85 million $0 2. Manny Pacquiao Boxing $56 million $6 million 3. Tiger Woods Golf $4.4 million $55 million 4. LeBron James Basketball $13 million $40 million 5. Roger Federer Tennis $7.7 million $45 million 6. Kobe Bryant Basketball $20.3 million $32 million 7. Phil Mickelson Golf $4.48 million $43 million 8. David Beckham Soccer $9 million $37 million 9. Cristiano Ronaldo Soccer $20.5 million $22 million 10. Peyton Manning American Football $32.4 million $10 million

Source: Shankar, V., 2009, Not Just Cricket

A much admired series by all has most evidently created a stir in the curious minds of people in every walk of life including business management. The various seasons of IPL have met with varying levels of success for each of the franchisee. Some of the franchisees incurred losses in the earlier editions of IPL.

This study is an effort to determine the factors that lead to a turnaround of a team. The relationship among these factors and the strategies that were employed for the turnaround of the team were also studied. Further, the study was in relation to the non-financial strategies that were used in the turnaround of a cricket team in the context of IPL. In the context of sports, the turnaround essentially is w.r.t transformation of a team which was at the bottom of the series to the topmost of the series. Issues like financial strengths and financial challenges like cash flow etc. were not considered as a part of the exercise. The research essentially focused on the softer aspects of turnaround like team building, motivation etc.

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1.2 Limitations of the Study

Before dwelling on the background of the study, it is necessary to highlight on the limitations of the study so that the background of the study is understood in the right perspective.

1. Gap in literature study - emerging subject

- absence of adequate literature

2. Financial turnaround not considered as IPL revenue model is relatively

fixed and variable elements are few.

3. Study confined to cricket; to be tested on other games as well, now that

Indian Badminton League (IBL), Indian Hockey League (IHL) have also

started.

4. The study has been limited to Mumbai and Navi Mumbai because of time

constraint. Also, Mumbai is the hub of cricket in India and the decision

making body of IPL is also located in Mumbai.

5. Non sports businesses forming part of IPL excluded from the study like

merchandising, loyalty cards, gift wares etc.

1.3 Background of the Study

All organisations may aspire to a high performance work culture, but very few have the advantage of processes, structures and systems right from the beginning. Most organisations have already been in existence for many years and developed a culture before managers turn to address the important question,

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‗How do we evolve into a high performance workplace from one that is just ordinary?‘ The leadership required for high performance workplaces is a generative process where each leader develops more leaders, and a workplace with distributed leadership can be aligned by shared values and vision rather than an administrative control mechanism (Dhar, 2005). Shared vision is vital for learning organisations because it provides the focus and energy for learning‘. A shared vision involves the skills of unearthing shared ‗pictures of the future‘ that foster genuine commitment and enrolment rather than compliance. Creating a shared vision requires the skill of balancing advocacy with inquiry in order to engender ownership without compromises. According to Senge (1997), a shared vision is ‗a vision that many people are truly committed to, because it reflects their own personal vision.

1.4 Leader‟s Vision

According to Muczyk et. al. (1998) it is essential for today‘s turnaround leaders to have a viable strategy or vision as well as a cadre of key people to buy into that vision. Baum et. al. (1998), Pfeffer, (1981) and Peters (1978) introduce an additional aspect to the makeup of an organisational vision. They argue that a vision which is brief, clear and desirable, containing relevant symbolic imagery and communicated by walking the talk, can be crucial to organisational performance and growth. To sustain the spiral of continual improvement that characterises high performance workplaces and the innovations and quantum jumps in performance, processes have to be designed to convert principles into

5 practice (Dhar, 2005). The progress towards high performance can be seen by the extent of team based problem solving, and the diversity of team composition.

The change management literature has been the focus of an increasing amount of research attention (Johnson, 1990; Rajagopalan & Spreitzer, 1997). However, research concerning the link between strategic change and organisational performance remains inconclusive (Kraatz & Zajac, 2001). Successful turnarounds are most often associated with the reversal of a survival-threatening decline (Barker and Duhaime, 1997) and the ‗use of strategies, systems skills and capabilities to achieve growth and sustainable performance recovery‘

(Chowdhury, 2002). Turnarounds are associated with a master plan of actions necessary to reverse a declining business situation (Barker and Duhaime, 1997).

Though several business variables may reflect crisis scenarios, a substantial decline in financial performance is often considered the key motivation in initiating turnaround activity (John, Lang and Netter 1992; Denis and Kruse,

2000).

1.5 Triggers for Turnaround

According to Schendel and Patton (1976), severe performance deterioration beyond a certain level is a precondition for radical/transformational change

(1976). This argument that top level changes are required and have a positive relationship with the turnaround effort is supported by the work of O‘Neil (1986) and Pearce and Robbins (1994).

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The turnaround challenges include the following:

Financial Challenges:

 support of financial institutions by way of loan restructuring. Industry is

experiencing a definite shift in the approach of financial institutions and

banks; they are now tending to support the turnaround effort.

 investing in technology up gradation through internal generation

 financial restructuring in low interest cost regime (Raina, Chanda & Mehta,

2003).

Non-financial Challenges:

 leadership that provides a vision, induces creativity, challenges the existing

business assumptions, and shows willingness to take tough decisions.

 gaining trust of the suppliers to seek their support.

 maximizing productivity of all resources and capacity utilization

 manpower rationalization

 stringent working capital management

 stretching the targets and making assets ‗sweat‘

 streamlining systems

Leadership motivation is one of the most important factors affecting human behaviour and performance in an organisation. Leadership, on the other hand, sometimes involves driving through changes and new initiatives, which may be unpopular in some quarters. It is possible to identify a range of approaches to leading change in an organisation, depending on the use of authority by the leader, and the amount of freedom given to subordinates. Leadership is a critical

7 management skill and is the ability to motivate a group of people toward a common goal. The strength of an organisation lies in the application of the people who help to achieve results. Business executives, leadership development professionals, individual managers and program Participants alike strive to improve firm performance in a sustainable manner through increased leadership capability. A study by Dimitrios et. al. (2013) investigates the nexus of high-performance work systems (HPWS) with corporate change that leads to enhanced performance. The case study method is used and the impact of high- performance work systems, adopted at a German medical technology company, on corporate turnaround and performance outcomes was studied. Through in- depth interviews with the social partners of corporate change, the authors investigate how leadership, competition forces and employee relations interacted with a bundle of high-performance work practices led the company to massive changes in production with noticeable performance outcomes. The analysis lends support to the HPWS approach that links certain high-commitment work practices to corporate changes and enhanced performance outcomes such as rising employee productivity and sales over the last decade. The study also pinpoint key factors that could optimally be used as a best practice framework for change management leading to corporate turnaround in a highly volatile world economy. Another study by O'Kane & Cunningham (2012) examines the effect of leadership changes on (1) the initiation of organisational turnarounds, (2) turnaround performance, and (3) the leadership approaches adopted. Set in an

Irish context, they use four in-depth case studies purposefully selected at

8 different stages of the turnaround process. Findings describe the circumstances under which the chief executive officer (CEO) changes are likely; the importance of humility, trust, and integrity to turnaround leadership; and why certain companies might purposefully delay the implementation of CEO changes. In addition, they found that newly appointed outsider CEOs and insider leaders who are not replaced are differentiated in the manner by which they manage expectations and implement retrenchment-oriented moves at the outset of the turnaround process. Tetteh (2008) advocates that, turnaround is a process of reviving and growing underperforming companies. Turnaround efforts are usually led by experienced turnaround managers, who are consultants brought into a company during its decline phase. The turnaround process has three phases, namely, the crises stage, stabilization stage, and recovery stage. Turnaround managers, already working under difficult conditions, face many challenges from factors both internal and external to their company. Roman (2011) offers information on the three-step prioritization strategies in turnaround management.

It states that the company must survive and continue its operation while the leader must realize its achievement in terms of sales revenue. It mentions that the customer-centric and growth-oriented short- and long-term strategies must be implied. It adds that the employees must be engaged in the communication plan.

A study by Lohrke, et. al. (2004) shows that both, business commentators and scholarly researchers have acknowledged the key role that top management teams (TMTs) play in reversing the fortunes of failing firms. Yet research results have been mixed, providing little support for such widespread application. This

9 study begins by examining the reasons for these inconsistent results. In general, researchers have failed to diagnose the appropriateness of team-building interventions and to tailor interventions to the specific needs of teams. This in turn reflects the absence of an explicit theory of team building in which relevant variables are identified and related. To correct this, a group-process model is proposed for purposes of diagnosis and for designing specific team- building interventions. Application of this model is illustrated with an empirical study of team building utilizing a complex management-simulation game with newly formed groups. The results illustrate the diagnostic application of the model and provide support for team building as a means of improving group effectiveness through its effect on group process in this situation. Implications for future team- building research and for the practice of team building are discussed.

Clegg and Walsh (2004) identify some mindsets that dominate the practice of change management, and argue that these should be replaced by some alternatives. The alternatives are drawn largely from operations management and socio-technical thinking. They characterize existing approaches as partial, and speculate that this may be one of the reasons why so many change initiatives are ineffective at meeting their goals. On the other hand Benson (2008) focuses on the importance for a manager to understand how to motivate employees and manage change within an organisation, and how productivity is affected by the nature of the information-based organisation. They also highlight how productivity is affected by employee motivation, and how today's fast-paced information-based organisations can take advantage of motivational and change

10 management theory. Oakland and Tanner (2007) interviewed senior management in 28 organisations from a variety of industries, including the public sector, to gain their insights on how to manage change successfully. The research, which was conducted over a six-month period, examined a number of themes covering the triggers for change, planning for change, and implementing change. The forces for change, as experienced by the respondents, were also captured. A number of insights were identified through the research which showed that successful change focuses on both strategic and operational issues.

The key links between the strategic objectives and operational improvement are through the core processes, which need to be understood, measured and improved. If the links are broken, then the change is largely ineffective. The research led to the definition of two main constructs of change management: readiness for change and implementing change. In a case study of Hope Creek

Generating Station, a nuclear power plant located in southern New Jersey

McCune (1989) says that when the organisations involved in the construction of

Hope Creek Generating Station found themselves placed under tight budget and schedule constraints, the only way that they could complete the project was through increased productivity. The first lesson drawn as the turn-around effort began at Hope Creek was that internal communications play a central role.

Important information was passed down the chain of command in memos, reaching the general population in weekly meetings. Implementing Hope Creek's team building program required selling the concept to those whose support was essential. The relationship between organisational characteristics and team

11 building is very essential. Researchers Svyantek, Goodman, Benz & Gard (1999) presents three goals for the success. First, an approach to meta-analysis which combines meta-analytic procedures with a more complete description of the organisational setting is presented. Second, a meta-analysis of the influence of team building on workgroup effectiveness is conducted. The results of this meta- analysis support the contention that team building impacts positively on workgroup productivity. Finally, a discussion of the role of meta-analysis in providing information which both scientists and practitioners may use to understand the relationship between organisational characteristics and the effects of team building on productivity measures is given.

1.6 Indian Premier League

With the invention of Twenty-20 matches, the cricket has become an industry now. India‘s economic liberalization has been stretched to ludicrous lengths. The

Twenty 20 matches were flagged by the DLF-IPL as entertainment product that sold to cricket consumers by seat. It was argued by purists and cricketing pundits about cricket being a game of skill and patience, but it seemed it was evolving and had managed to push the longer formats of the game. There was a huge incongruity between what the purists said and what the public chose to watch. While it was not believed by the modernists that Twenty20 was a problem, the popularity of the sport was single handled revitalized by the same.

Not to forget the theorists who believed that superstars were en-cashing on the mega money, which was taking away the soul of the sport? The argument can

12 continue. However IPL which was originally thought of as a counter to a rebel league and would eventually die-down, however stood firm and has moving into its 6th Edition. More importantly, every edition of IPL has been star studded with some of the finest cricketers of the world such as Sachin Tendulkar, Chris Gayle,

Kevin Pietersen, Brendon McCullum, and Dale Steyn in action. It provides an opportunity for the young generations to share the dressing rooms with these cricketing greats and also an opportunity to get counted. The imagination of the nation was captured by IPL, with thousands upon thousands of people filling stadiums out week in week out, and millions more watching on television around the globe. This has significantly impacted some of the cricketing nation‘s boards to revisit their international itinerary and players commitments/ contracts to accommodate the IPL. The IPL as a whole has been an exciting venture.

However there are concerns about its long term future. With major stakeholders of the sport supporting it, the International game still looks to hold all the aces when it comes to successful cricket and holding the viewer‘s imagination. So where will the IPL go as a competition? Is the IPL with its fast paced nature going to stick around for a long period, or will it be a phase that passes as quickly as one of its matches? Viewing figures released by Television Viewing Ratings

(TVR) have shown that the opening games of 2012 IPL season had an 18.7% drop in audience size. Interest in the middle part of the tournament was found to be on the decline. Three major and regular sponsors in the form of LG

Electronics and Indian companies Parle and Godrej have withdrawn their sponsorship amid concerns that the IPL could be a flash in the pan. Cricket

13 passions are inspired by like no other competition on the planet. The appeal is spreading quickly and other Twenty20 competitions are growing in popularity around the World too. The Big Bash League in Australia, Bangladesh Premier

Leagues, and the West Indies league are such examples. As IPL is gaining popularity, there is a question mark on One day games and test cricket behind.

IPL seems to the future of cricket.

IPL is modelled on the lines of National Basketball Association of USA (NBA) and the English Premier League (Football). At its inception in 2008, IPL had eight

Franchisee teams some of them owned by celebrities from the film fraternity. The eight teams were: Deccan Chargers, Chennai Super Kings, Kings Eleven

Punjab, Royal Challengers Bangalore, Rajasthan Royals, Delhi Dare Devils,

Kolkata Knight Riders, and Mumbai Indians. The ‗Rajasthan Royals‘ won the tournament with Deccan Chargers at the bottom eight. IPL is a division of the

Board of Control for Cricket in India (BCCI). It has a brand value of $4.13 billion

(as valued by Brand Finance, 2010). Similar to IPL, there other leagues such as

Australian, Bangladesh, and West Indies also started, but they were not as successful. There were 10 franchisees in 2011 and 9 in 2012. Franchises are granted to the successful bidders through auction. All franchisees are business enterprises. Each team can have a maximum of 10 overseas players of which 4 alone can play in a match. 4 players from ‗catchment areas‘ and 4 ‗India under

22‘ players need to be included in the team. For 9 teams – 18 matches played by each team – 9 at home venue and 9 ‗away‘. The first 4 teams of the league move

14 to the knock out, 1 and 2 – winner to finals, lower to playoffs, 3 and 4 – winner to playoffs

Table 1.2: IPL Teams in 2009 Team Name City Owners Price Captain Kolkata Kolkata Shahrukh Khan (Red Chillies US $84 Sourav Knight Entertainment), Juhi Chawla, Jay million Ganguly Riders Mehta (Mehta Group) Chennai US111.6 Chennai India Cements MS Dhoni Super Kings million Rajasthan Lachlan Murdoch (emerging US$75.09 Shane Jaipur Royals Media-led consortium) million Warne Mumbai US$67 Sachin Mumbai Reliance Group Teesta Retail Indians million Tendulkar Royal US$76 Anil Challengers Bangalore UB Group million Kumble Bangalore Preity Zinta, Ness Wadia (Bombay Dyeing), Mohit Burman Kings XI Mohali US$107 Yuvraj (Dabur), Karan Paul (Apeejay Punjab (Chandigarh) million Singh Surendara Group), The Oberoi Group Delhi US$91 Virendra New Delhi GMR Group Daredevils million Sehwag Deccan US$111.9 Adam Hyderabad Deccan Chronicle Holdings Limited Chargers million Gilchrist Source: http://en.wikipedia.org/wiki/Indian_Premier_League

Playoffs – Loser of 1st and winner of 2nd, winner of this to the finals. Total of 76 matches spread over 2 months from April each year. In 2009 the teams were the same but there was a big turnaround! The team that stood at the bottom in 2008 made it to number one position. This turnaround was due to the change in the leadership at Deccan Chargers. The new leader paved a way for victory with his non-financial strategy. He created a vision and followed it up with a mission.

1.7 Why Financial Turnaround Not Considered In The Study

IPL revenue model provides a great share of fixed revenue to each franchise.

The fixed share of central pool revenue ensures solvency for each of the IPL

15 franchise. No matter what is the performance of the team in the field. From 2010, each franchise has been reporting breakeven i.e. surplus revenue in most cases.

Table 1.3 IPL Earnings S. Rights Group Money No. 1. Television Rights (10 Sony Network Rs. 8700 crores years) World Sports Group (Promotions) Now Rs. 540 crores terminated. approx. Times Group – 4 years (terms not disclosed) 2. Title Sponsorship PepsiCo Rs. 396.8 crores Rights (5 years) 3. Umpire Sponsorship King Fisher Rs. 106 crores 4. Franchisee fees from $724 million Rs. 3620 crores 9 franchisees 5. Annual Earnings Approx. Rs. 1500 crores

Source: Shankar, V., 2009, Not Just Cricket

Table 1.4: Franchisee Cost vs. Earnings Franchisee Earnings Franchisee Cost 1. Team Sponsorship (V) Salaries of Players & Off – field (F) staff 2. Gate Collection (V) Stadium Hosting Cost (F) 3. In Stadia Advertising (V) Travel & Hotel Etc. – Contract (F) 4. Share of 80% of Media Rights of BCCI (F) TV / Other Media Advertising (V) (Uniformly upto 80% and balance 20% on league position weightage) 5. Share of 60% of BCCI Sponsorship rights (F) 6. Entertainment sponsor (cheer leaders) (F) 7. Prize money for league positions (winners (F) $2 million) 8. Merchandise (V) 9. Clubs Loyalty Cards (V) From 2009 every franchisee has reported profits (F) = Fixed (V) = Variable

Source: Shankar, V., 2009, Not Just Cricket

The present revenue sharing ensures no operating loss to any franchise and therefore this aspect is not considered in the turnaround study.

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1.8 Deccan Chargers

Deccan Chargers known for brevity sake as DC was a cricket franchise in the

Indian Premier League (IPL) based in the city of Hyderabad. The team was one of the eight founding members of the IPL in the year 2008. The Franchisee of the team was the Deccan Chronicle Holdings Ltd, a celebrated publishing house in

Hyderabad. At the first season of IPL Deccan Chargers finished last. Despite the fact that the team was one of the celebrated teams expected to win the inaugural edition of the IPL, the team failed to make a mark. Andrew Symmonds, who was the team‘s most expensive player, batted only three innings before leaving to play for the Australian national team. In addition, the team captain V.V.S.

Laxman had an injury which ended his season after 6 games. Only three bowlers

R.P. Singh, Pragyan Ojha and Shahid Afridi took more than 4 wickets in the competition. In this 14 match period, the team went on a losing streak at home and only managed two wins overall, one against the Mumbai Indians and one against the Chennai Super Kings and as a result they finished at the bottom of the table. The second season held in South Africa in 2009 saw the best of

Deccan Chargers. Under the captaincy of Adam Gilchrist, an Australian wicket- keeper batsman, Deccan Chargers emerged as the winners of IPL 2.

This team was one of the important teams between 2008 to 2010 editions of IPL.

The team is an excellent example of a complete turnaround from being the last in the 2008 edition to becoming the champions in the 2009 series. A new leader came in to take the reins of the team bringing along with him lot of non-financial managerial principles and strategies to bring about a successful turnaround for

17 the team. The leader was taking was in all the decisions taken and had devised many strategies for the same. Hence, the case was studied to see how the turnaround of the team took place.

The research was limited to analyzing the performance of the Deccan Chargers

Team only for two IPL seasons i.e., 2008 & 2009. The focus was on identifying the factors responsible for the turnaround during this period.

1.9 Why Management Principles are relevant to IPL

In view of the limited overs, the gap between the winner and the team at the bottom of the table is too narrow and any turnaround can push the laggard team to the top in one edition itself. While one cannot discount the fact that several factors beyond the control of the teams also contribute to the success or failure of the teams on a given day – the state of the pitch, inclement weather haunting the grounds half way through truncating the number of overs for each day and then Duckworth Lewis formula lifting the scales, dew factor, the toss and nothing working well for the team on a given day despite best efforts. While some of the factors can be managed, resigning to acceptance of ‗this is not our day‘ will never lead anywhere. If one realizes that the gap between the winner and the loser is too thin and one over or even a ball can turn the tide, one should not give up till the very end.

The data for the six editions of IPL as tabulated below brings out how ‗close‘ every match can be:

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Table 1.5: IPL – 1 (2007) – Point Summary Teams MP W L RR P Rajasthan Royals 14 11 3 +0.632 22 Kings XI Punjab 14 10 4 +0.509 20 Chennai Super Kings 14 8 6 -0.192 16 Delhi Daredevils 14 7 6 +0.342 15 Mumbai Indians 14 7 7 +0.570 14 Kolkata Knight Riders 14 6 7 -0.147 13 Royal Challengers 14 4 10 -1.160 8 Deccan Chargers 14 2 12 -0.467 4 Source: www.espncricinfo.com Notes: MP: Matches played, W:won, L:lost, RR: Run Rate, P: Points

By its very nature T20 is a batsman‘s game even though in some editions of IPL, in view of the turning tracks, bowlers had an upper hand. Generally, the power of the willow overshadows the mastery of the swing or the spin. When we compare the ratios of the strike-rates of what Deccan Chargers achieved against what they gave with other teams in IPL - 1, the results are all the more revealing.

A further expansion of these results reveals the following:

Table 1.6: IPL – 1 (2007) Details Team Runs OP WL SR RG OB WT ST Deccan Chargers 2,229 268.4 93 8.30 2,307 263.5 67 8.76 Royal Challengers 1,986 266.1 106 7.46 2,205 260.9 65 8.45 Kolkata Knight Riders 1,943 248.7 88 7.83 1,718 212.0 70 8.10 Kings XI Punjab 2,352 258.7 71 9.09 2,301 267.7 94 8.02 Rajasthan Royals 2,245 256.5 72 8.75 2,153 268.3 94 8.02 Delhi Daredevils 2,031 231.8 67 8.76 2,031 246.4 87 8.24 Mumbai Indians 2,080 248.3 79 8.38 2,096 258.8 94 8.10 Source: www.espncricinfo.com Notes: OP: Overs Played, WL: Wickets Lost, SR: Scoring rate batting, RG: Runs given, OB: Overs bowled, WT: Wickets taken, ST: Scoring rate bowling

Despite the narrow range of 0.88 – 1.09 net strike rates, Deccan Chargers (0.95) was placed at the bottom while Rajasthan Royal (1.09) was at the top.

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Table 1.7: IPL – 1 (2007) Strike rates Team Strike Rate Rajasthan Royals 1.09 Kings XI Punjab 1.065 Delhi Daredevils 1.063 Mumbai Indians 1.03 Chennai Super Kings 0.98 Kolkata Knight Riders 0.97 Deccan Chargers 0.95 Royal Challengers Bangalore 0.88 Source: www.espncricinfo.com

Even for Deccan Chargers, the comparative performance between IPL-1 and

IPL-2 where they were the last in IPL-1 and first in IPL-2, the difference is too small as for as the field performance is concerned as the statistic below indicates:

Table 1.8: Deccan Chargers comparative performance in IPL-1 and IPL-2 Sr. No. Batting IPL-1 IPL-2 1. Theoretical number of balls 1617 1828 2. No. of balls actually faced 1631 1843 3. No. runs scored 2233 2408 4. Runs scored per ball 1.36 runs per ball 1.30 runs per ball 5. Dot balls given 678 743 6. 6‘s scored 92 99 7. 4‘s scored 206 173 8. 3‘s scored 4 8 9. 2‘s scored 72 157 10. 1‘s scored 577 659 11. (2-1) No. of balls batting not done 63 92 11.a. No. of balls not faced due to all 8 34 getting out early. 11.b. No. of balls not faced on a/c of 55 55 winning ahead of the 20 overs 12. No. of wickets lost 93 101 13. Average run per wicket 24.01 runs per wicket 23.84 runs per wicket 14. Wickets lost due to run-outs 8 12 Source: www.espncricinfo.com

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Table 1.9: IPL Season – 2 (2009) P Team M W L T NR Net RR For Ratio Against Ratio Pt A/B (A) (B) 1 DD 14 10 4 0 0 +0.311 1978/255.2 7.75 1953/262.4 7.44 20 1.042 2 CSK 14 8 5 0 1 +0.951 2086/255.3 8.17 1855/257.1 7.21 17 1.133 3 RCB 14 8 6 0 0 -0.191 1994/276.0 7.22 2027/273.2 7.41 16 0.974 4 DC 14 7 7 0 0 +0.203 2111/272.4 7.74 2097/278.1 7.54 14 1.027 5 KXIP 14 7 7 0 0 -0.483 1787/251.2 7.11 1887/248.3 7.59 14 0.937 6 RR 14 6 7 0 1 -0.352 1688/253.1 6.66 1810/257.5 7.02 13 0.949 7 MI 14 5 8 0 1 +0.297 1897/256.2 7.40 1802/253.4 7.11 11 1.04 8 KKR 14 3 10 0 1 -0.789 1757/248.5 7.07 1867/237.5 7.86 7 0.90 Source: www.espncricinfo.com Notes: P: Position, M: Matches Played, W = Won, L: Lost, T: Tied, NR: No Result, RR: Run rate, Pt: Points

Despite a favorable ratio, Mumbai Indians were one notch above the bottom.

Table 1.10: IPL – 3 (2010) P Team M W L T NR Net RR For Ratio Against Ratio Pt A/B (A) (B) 1 MI 14 10 4 0 0 +1.084 2408/277.0 8.69 2100/276.0 7.60 20 1.012 2 DC 14 8 6 0 0 -0.297 2188/277.4 7.88 2254/275.4 8.18 16 0.963 3 CSK 14 7 7 0 0 +0.274 2285/271.1 8.42 2257/276.5 8.16 14 1.03 4 RCB 14 7 7 0 0 +0.219 2166/260.4 8.31 2245/277.3 8.09 14 1.03 5 DD 14 7 7 0 0 +0.021 2155/275.4 7.82 2166/277.5 7.80 14 1.00 6 KKR 14 7 7 0 0 -0.341 2144/273.0 7.85 2192/267.3 8.20 14 0.957 7 RR 14 6 8 0 0 -0.514 2179/270.4 8.05 2224/259.4 8.57 12 0.939 8 KXIP 14 4 10 0 0 -0.478 2278/276.2 8.24 2365/271.1 8.72 8 0.948 Source: www.espncricinfo.com Notes: P: Position, M: Matches Played, W = Won, L: Lost, T: Tied, NR: No Result, RR: Run rate, Pt: Points

Table 1.11: IPL – 4 (2011) P Team M W L T NR Net RR For Ratio Against Ratio Pt A/B (A) (B) 1 RCB 14 9 4 0 1 +0.326 1962/237.0 8.27 2000/251.3 7.95 19 1.040 2 CSK 14 9 5 0 0 +0.443 2118/265.1 7.98 1978/262.1 7.54 18 1.058 3 MI 14 9 5 0 0 +0.040 1998/275.2 7.26 1951/270.2 7.22 18 1.006 4 KKR 14 8 6 0 0 +0.433 1888/249.2 7.57 1861/260.4 7.14 16 1.060 5 KXIP 14 7 7 0 0 -0.051 2224/275.4 8.07 2173/267.4 8.12 14 0.994 6 RR 14 6 7 0 1 -0.691 1687/242.2 6.96 1801/235.2 7.65 13 0.910 7 DC 14 6 8 0 0 +0.222 2140/279.2 7.66 2037/273.5 7.44 12 1.030 8 KTK 14 6 8 0 0 -0.214 1901/256.2 7.41 1989/260.4 7.63 12 0.971 9 PWI 14 4 9 0 1 -0.134 1775/247.3 7.17 1858/254.2 7.30 9 0.982 10 DD 14 4 9 0 1 -0.448 2031/258.2 7.86 2076/249.5 8.32 9 0.945 Source: www.espncricinfo.com Notes: P: Position, M: Matches Played, W = Won, L: Lost, T: Tied, NR: No Result, RR: Run rate, Pt: Points

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After IPL – 4, fresh auctions were held and most of the teams except to some extent CSK, had relatively new teams.

Table 1.12: IPL – 5 (2012) P Team M W L T NR Net RR For Ratio Against Ratio Pt A/B (A) (B) 1 DD 16 11 5 0 0 +0.617 2365/283.5 8.34 2361/306.0 7.71 22 1.082 2 KKR 16 10 5 0 1 +0.561 2150/285.1 7.54 2032/291.1 6.98 21 1.080 3 MI 16 10 6 0 0 -0.100 2313/312.3 7.40 2343/312.2 7.50 20 0.987 4 CSK 16 8 7 0 1 +0.100 2232/293.3 7.60 2144/285.4 7.51 17 1.012 5 RCB 16 8 7 0 1 -0.022 2472/296.2 8.34 2505/299.3 8.36 17 1.000 6 KXIP 16 8 8 0 0 -0.216 2390/313.3 7.62 2455/313.1 7.84 16 0.972 7 RR 16 7 9 0 0 +0.201 2516/316.0 7.96 2402/309.3 7.76 14 1.023 8 DC 16 4 11 0 1 -0.509 2312/298.4 7.74 2405/291.3 7.77 9 0.996 9 PWI 16 4 12 0 0 -0.551 2321/319.2 7.27 2424/310.0 7.81 8 0.931 Source: www.espncricinfo.com Notes: P: Position, M: Matches Played, W = Won, L: Lost, T: Tied, NR: No Result, RR: Run rate, Pt: Points

Table 1.13: IPL – 6 (2013) P Team M W L T NR Net RR For Ratio Against Ratio Pt A/B (A) (B) 1. CSK 16 11 5 0 0 +0.530 2461/303.5 8.10 2310/305.1 7.57 22 1.070 2. MI 16 11 5 0 0 +0.441 2514/318.1 7.90 2350/315.0 7.46 22 1.059 3. RR 16 10 6 0 0 +0.322 2405/310.5 7.74 2326/313.4 7.42 20 1.043 4. SRH 16 10 6 0 0 +0.003 2166/308.5 7.02 2206/314.4 7.01 20 1.001 5 RCB 16 9 7 0 0 +0.457 2571/301.0 8.54 2451/303.1 8.08 18 1.057 6 KXIP 16 8 8 0 0 +0.226 2428/305.2 7.95 2417/312.5 7.73 16 1.028 7 KKR 16 6 10 0 0 -0.095 2290/313.4 7.30 2316/313.1 7.39 12 0.988 8 PWI 16 4 12 0 0 -1.006 2262/318.4 7.10 2519/310.5 8.11 8 0.875 9 DD 16 3 13 0 0 -0.848 2234/314.5 7.10 2436/306.4 7.95 6 0.893 Source: www.espncricinfo.com Notes: P: Position, M: Matches Played, W = Won, L: Lost, T: Tied, NR: No Result, RR: Run rate, Pt: Points

What plays a decisive role in such a thin gap between winning and losing is essentially leadership on and off the field. While the franchise management sets the mission, provides the resources and a general climate conducive for performance, it is the captain on the field who controls the fortunes of the game.

Leadership in cricket therefore is just not on field co-ordination, it is much beyond that, as much like running enterprise. It entails the propagation of a vision which

22 every team member buys into early and readily. It demands intelligent and detailed analysis of the strength and weakness of the opponents and that of one‘s own team. Perhaps most importantly, it requires the extra-ordinary man management skill because T20 game is brief and so intense that all players are on edge. There is no single principle of effective management that applies but a college of several factors like leadership, motivation through activity incentivisation, delegation, clear communication, quick decision making, evaluated risk taking, team work etc. do play a noteworthy role.

23

Chapter 2 Review of Literature

2.1 Introduction An organisation‘s intention is to achieve its objectives. The purpose of an organisation‘s formation is the objective or the goal and its focus is to effectually acquire that. This does not just happen. There are some imperative things that need to be considered; things that will make the objective of the organisation actually come to life. It is the collective effort of the team and its leader that makes the objectives feasible. The necessary elements that the team needs to have are (a) to share the vision of the organisation, (b) the skills to achieve it and

(c) a driving force of a honcho or a leader. The amalgamation of the three aspects concocts a proficient work force that helps build the organisation.

All organisations aspire to a high performance work culture, but very few have the advantage of processes, structures and systems right from the beginning.

Most organisations have already been in existence for many years and developed a culture before managers turn to address the important question,

‗How do we evolve into a high performance workplace from one that is just ordinary?‘ The leadership required for high performance workplaces is a generative process where each leader develops more leaders, and a workplace with distributed leadership can be aligned by shared values and vision rather than an administrative control mechanism (Dhar, 2005). The above theory suggests that the leader‘s job is productive, that is by creating more leaders

24 amongst the team members, which triggers a sense of responsibility in the minds of the team members. They also become accountable to the organisation.

Organisations need to have an efficient work force that will help give the desired results. In most cases organisation doesn‘t acquire this kind of prolific work force from inception. Hence, it becomes a need for an organisation to make amends that will revamp the state of the team which will ameliorate the performance. That is the team that actively participates in the process of achieving the objectives and also shares the vision of the organisation. This is not an easy task though; it is the vigorous efforts of the leader combined with the team‘s efforts that bring about a commendable change in the outcome.

For the purpose of this study, Northouse's definition is used. He defines it as

―Leadership is a process whereby an individual influences a group of individuals to achieve a common goal‖ (Northouse, 2001). The leader impels the team towards performing their best, resulting in achieving the ultimate goal. An organisation needs a strenuous leader who pulls all his forces together and guides the team to its prospective goal. Leadership has been defined in studies in the past as being autocratic in nature, but the recent studies have shown the remarkable change in the roles of a leader. A leader has turned from being authoritative to a proponent associate. The leader maintains an affable relationship with the team members‘ by being accessible, being aware of their needs and help solving any issues or problems regarding the work. A leader has to be transformational, alluring and ingenious. A leader is a focused and a proactive member, who maps out the complete process for the team to reach its

25 destination. A leader with acute thinking helps the team remain in the right direction and prevents it from going haywire.

The leader is the one who instils in the team the feeling of belongingness which in turn helps the team share the common vision and work towards achieving it.

Shared vision is vital for learning organisations because it provides the focus and energy for learning. A shared vision involves the skills of unearthing shared

‗pictures of the future‘ that foster genuine commitment and enrolment rather than compliance. Creating a shared vision requires the skill of balancing advocacy with inquiry in order to engender ownership without compromises. When a team shares a vision there is mutual understanding amongst the team members sans conflicts. It also becomes easier to make decisions when the objectives are the same. This also helps the organisation create a ‗before‘ and ‗now‘ picture, thorough which judgment can be made as to what needs to be changed and what remains constant for the organisation in future. In fact, a reason, people seek to build a shared vision is their desire to be connected in an important undertaking (Senge, 1990). People like to share the vision with the leaders as that makes them feel important in the organisation and when the organisation succeeds in its task or goal, the team member experience the same kind of satisfaction as that of a leader. Also since the team member has been equally participative he shares the win or accomplishment of the organisation or a team.

Shared vision glues the team together and how does it do that? The answer is in the word ‗shared‘ vision itself. It is like equity, where everyone‘s sharing the same vision and input ideas and efforts, now either they win or lose; they are

26 responsible for it no matter what. Obviously every team‘s goal is to win and hence everyone puts equal efforts and hard work in achieving the objective.

Shared vision unites an organisation or a team to one goal or objective. In order for the team members to share vision they need to communicate well and the job is done by none other than the leader himself. A leader makes sure that his communication is clear and unambiguous regarding the vision of the organisation. There should be no difference between the leader‘s vision and that of the organisation.

2.2 Leadership Vision

Vision is an important aspect of an organisation. It is the base on which an organisation is built. It is the anticipated possibilities related to the organisation‘s future endeavours. An organisation is insignificant without a well-defined vision, every process and action is taken to actuate it. An organisation sans vision is like a body without its spinal cord; it will be unstable and will become chaotic.

Mumford and Strange (2005) suggest that vision is ultimately a cognitive construction or a mental model, a conceptual representation used both to understand system operations and guide actions within the system. The vision is a blueprint that depicts the organisations operations, which helps design or determine the action path.

A leader shares the vision of an organisation, but it goes beyond the organisational mission or vision statement. Visionary leaders are passionate about their visions. Their passion for vision is said to affect followers' outcomes

27 and overall business performance (Kotter, 1996). Followers are immensely influenced by a leader‘s alacrity and perseverance towards the vision. If the leaders are zealous and agog about their vision then it rubs on the followers too.

This causes the adherents to arduously work with the leader. It directly results in the performance assisting in turning around the lousy outcome to a commendable one. According to Muczyk et. al. (1998) it is essential for today‘s turnaround leaders to have a viable strategy or vision as well as a cadre of key people to buy that vision. The turnaround leaders need to have feasible strategy with the help of which they will transform the organisation. Another important aspect is the followers or the team, who should be trained and skilled for the particular purpose. This makes it easier for the leader to communicate the vision to the team members who get the basic idea of the strategy and perform it according to the expectation of the leader.

The leader‘s job is to impart the vision to the followers in such a way that it motivates them and boosts them in working for the organisation‘s goal.

Kirkpatrick and Locke (1996, p. 36) noted: "the vision quality and vision implementation each affected self-set goals and self-efficacy, which, in turn, affected performance." This explains that the vision‘s communication with the team or the members of the organisation, and the process of implementing it, should both influence the members by turning them from being individualistic to working as a team. This obviously results into a laudable performance. The job to communicate the vision of the organisation is that of the leader. A leader‘s vision should be at par with the vision of the organisation. This way the leader is able to

28 enlighten the members with the mission or the vision of the organisation effectively. Articulating a vision conveys "a view of a realistic, credible, attractive future for the organisation, a condition that is better in some important ways than what now exists" (Bennis & Nanus 1985, p. 89). The study suggests that the vision is pragmatic, wherein it is not just a vague philosophy or mission; it is something that is achievable with the right amount of motivation, skills and efforts. Credibility creates conviction in the team members, a belief that the organisation will improve or get in a better state than it presently is. Baum et. al.

(1998), Pfeffer, (1981) and Peters (1978) introduce an additional aspect to the makeup of an organisational vision. They argue that a vision which is brief, clear and desirable, containing relevant symbolic imagery and communicated by walking the talk, can be crucial to organisational performance and growth. The idea should be expressed in such a way that it is comprehensible to the members. An effective leader communicates the vision clearly such that followers will be attracted to it. The leader has to be consistent with his words and actions; it shouldn‘t be just empty promises. They actually do what they say and put the words into practice, this is imperative for the increase in performance and augmentation of an organisation.

If followers understand and "buy-in" the vision then followers are more likely to be committed to its implementation (Locke et al., 1991). This underlying concept keeps an organisation moving. If the vision is meticulous, then it is easier for the team members to comprehend and work on it. The vision has to be communicated well with the members of the organisation. If the vision is not

29 clear, it can cause various issues in the effective working of an organisation.

There will be confusions even resulting in conflicts, which is the last thing an organisation wants. Sawyer and Southwick (2002) observed that conflicts between project and functional objectives inhibit effective project planning, execution, and communication. An organisation intends on having an easy environment so the work is done smoothly without any unnecessary hassles. The process to achieve the perspective goal is a task in itself, wasting time and energy on petty issues is not an option. Also conflict slows down the team, with no cooperation amongst the team members, becoming a barrier in the process to achieve the ultimate objective.

Articulating the vision to the followers is extremely important for a turnaround to happen. In the new culture, the role of a leader is to express a vision, get buy-in, and implement it. That calls for open, caring relations with employees, and face- to-face communication. According to Tichy and Sherman, people who cannot convincingly articulate a vision won't be successful (Tichy and Sherman, 1994).

The leader has to be accessible in order to have a candid relationship with the followers. He should have a feeling of empathy for the members, so that it is easier for them to relate their predicaments with him. This only makes it easier for everyone including the leader, as the leader can work accordingly. This creates fervency in the minds of the members and they work wilfully than by feeling pressured. Goals are accomplished when project team members willingly engage and participate in all aspects of project activities (Project Management

Institute, 2005).

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Every leader has his distinctive working style that can turn around a failing organisation into a successful one. Each leader develops a vision in his/her own way (Nanus, 1992), and a leader's style, vision content and operating context vary widely (Westley and Mintzberg, 1989). No two leaders work the same way or follow the same formulae in achieving the objective. Different organisations demand different working styles and a leader have to mould his techniques according to it. It is not necessary that what worked for a particularly company, team or an organisation may work for another too. Organisations have contrasting goals and work environment. The leader has to design and plan around the idiosyncrasies of the organisation‘s system. To sustain the spiral of continual improvement that characterises high performance workplaces and the innovations and quantum jumps in performance, processes have to be designed to convert principles into practice (Dhar, 2005). There are various methods used by the leaders to make sure that the organisation practically changes. The leader has to design the methodologies and use techniques that will help organisation breakthrough from its initial tardy state to a better performing one.

The progress towards high performance can be seen by the extent of team based problem solving, and the diversity of team composition. The change management literature has been the focus of an increasing amount of research attention (Johnson, 1990; Rajagopalan & Spreitzer, 1997). There have been various research studies that have been dedicated to find out what actually triggers the change in the performance. There is not a particular method to do that, it is all according to the need of the organisation at that time. However,

31 research concerning the link between strategic change and organisational performance remains inconclusive (Kraatz & Zajac, 2001). Whether strategic change does really augment or completely reverse the organisation‘s state remains obscure. However various examples are available which proves the theory that changing of strategies can bring about a change in the performance of an organisation.

Successful turnarounds are most often associated with the reversal of a survival- threatening decline (Barker and Duhaime, 1997) and the ‗use of strategies, systems skills and capabilities to achieve growth and sustainable performance recovery‘ (Chowdhury, 2002). Turnaround strategies are a set of momentous guidelines, long-term decisions and manoeuvres targeted at the reversal of the state of the organisation for its survival. It is a step by step process, not something that can be expected to change instantly. Sometimes it may take years, sometimes just a few changes can bring about the desired results. It just depends on how fast the leader determines what would work the best for the organisation. Turnarounds are associated with a master plan of actions necessary to reverse a declining business situation (Barker and Duhaime, 1997).

These master plans are designed according to the leaders perspective of what would be best to bring about a reversal.

There are many leadership theories that have been introduced in order to describe the different ways or techniques a leader uses to get the desired results.

A lot has changed from the times when leadership was only about being

32 authoritative. A leader has turned from being autocratic to a proponent associate.

It has been discussed above that organisations demand their own unique ways to work, and that what might work for one might not work for another. This is why various approaches have been studied to distinguish one leadership technique from another. These leadership practices have been efficacious in dealing with business crisis. There are many theories of Leadership practices and each theory has its own principle ways and application methods. The theories are (a) charismatic leadership, (b) transformational leadership and (c) transactional leadership. These theories when practiced individually have worked too, but in coalescence have given astounding results.

2.3 Charismatic leadership

Weber (1947) was the first to use the term ―charisma‖ and describe the charismatic leader as one who could bring about social change. He identified these types of leaders who arise ―in times of psychic, physical, economic, ethical, religious, [or] political distress‖ (Weber, 1968). The concept of charisma has long been used in the social sciences to describe extraordinary leaders and leadership (House and Baetz, 1979). Charismatic leadership is great for projects that require energy and talent, for example sports-related tasks. Even though charisma is a central part of transformational leadership, it has been the basis of many studies, qualifying it to be considered as a distinguished leadership theory.

Charisma is not something that can be learnt, it is an inherent quality that is made up of many other traits. Charismatic leaders use their charm to get work

33 done. This can prove to be extremely efficient as they can make their followers do remarkable things. Charismatic leaders are futuristic and they are very good in articulating the vision to the followers effectively. Bass (1985) described charismatic leaders as having great referent power and influence.

A charismatic leader serves as a beacon to subordinates, provides clarity when the situation is unclear, resolves shortcomings and motivates change by articulating a strategic vision (Conger & Kanungo, 1988; Ehrhart & Klein, 2001;

Jacobsen & House, 2001). Charismatic leaders differ from other leaders by their ability to formulate and articulate an inspirational vision and by exhibiting actions that create an impression that they and their mission are extraordinary (Conger and Kanungo, 1994; 1987). Charismatic leadership results in positive follower outcomes, such as heightened motivation, job satisfaction, and performance

(House and Howell, 1992; Shamir, 1991). This makes the cohorts believe in the vision or actions taken by the leader as they feel confident about the leader‘s plans and techniques, resulting in them working with the leaders ardently towards achieving the perspective goal.

Conger (1989) is among those who suggested that envisioning, communication of vision, trust, and empowerment are the key components of charismatic leadership. Every study clearly defines the various elements of charismatic leadership and this study also attempts to do the same. A charismatic leader has to be clear with the vision of the organisation and develop his vision based on that. The vision of the organisation and his should correlate with each other in order to avoid any confusion. If the leaders are in par with the vision then

34 communicating it with the team will be as smooth as butter. This also makes the follower confident and increases the trust amongst the members and the leaders because they believe their leader knows what he is doing and they trust his decisions. Kirkpatrick and Locke (1996) also supposed three components of charismatic leadership focusing on the formulation and communication of vision: vision, vision implementation, and communication style. Every leader has his own distinctive style that he utilises to elucidate the vision. The application of the techniques designed is based on the team that is, what is the best way to communicate and implement the vision.

Charismatic leaders add value to people by sharing sapience, resources, and even special occasions. Such leaders embrace camaraderie and appreciate togetherness. According to Walman and Yammarino (1999), in a study conducted by Kotier and Heskett, they found that charismatic leaders create a

"strong organisational culture . . . managers and employees share a common set of values and behaviours" (p. 291).

Conger and Kanungo (1998) believed that there are three characteristics or stages that distinguish charismatic leaders from non-charismatic leaders. A charismatic leader exhibits a greater sense of the needs of followers, ability to communicate a shared vision, and the use of innovative means for achieving that vision. The study states that charismatic leaders when aware of the need of the followers and when they make sure that they are attended, a follower is satisfied in terms of work environment or when his needs are fulfilled he is motivated to do

35 well in that kind of environment. An unsatisfied environment only leads to an uninterested work force. If the leader takes personal interest in the followers needs it creates an affinity between the leaders and the followers and hence will require minimal effort to transact the vision. He should also use new and innovative methods to communicate the vision, only words are not enough.

Robbins (1992) specified some of the characteristics that differentiate the charismatic leaders from non- charismatic leaders. The characteristics he mentioned include: a) Self-confidence b) Strong faith in that vision c) Out of ordinary behaviour d) Change seekers. Conger and Kanungo (1998) believed that there are three characteristics or stages that distinguish charismatic leaders from non-charismatic leaders. A charismatic leader exhibits a greater sense of the needs of followers, ability to communicate a shared vision, and the use of innovative means for achieving that vision.

Conger (1990) refers to unethical and destructive leadership behaviour as the

"dark side" of charismatic leadership. He points out that charismatic leadership can be used in a negative manner by a leader. A leader might use his charismatic qualities for personal gain. There can be various ways for a charismatic leader to use his skills to his own benefit. Conger describes three skill areas that a charismatic leader might use to his own avail being, the leader‘s strategic vision; their communication and impression-management skills; and their general management practices. The charismatic leader‘s vision may reflect his needs rather than the organisations. He might use his effective communication skills to manipulate the followers into believing the faulty

36 information or even false promises. He can hide the negative information from the cohorts and present it to them in a positive light. The general management would also be more of an autocratic management style wherein the followers are ignored or isolated and there will be indigent management of followers.

Charismatic leaders can have both positive and negative side to them. A charismatic leader has the ability to radically change an organisation. This kind of leadership skills is more effective when an organisation is under crisis and is in urgent need of a turn around. The positive points of charismatic leadership are enough to vouch that it is an effective type of leadership. A personalised charismatic leadership has the ability to damage an organisation if the leader is all about personal accretion. The negative aspects of charismatic leadership can be over shadowed by the positive attributes if certain measures are taken when selecting the leader. These measures need to be taken to choose an amenable leader for the organisation.

2.4 Transformational leadership

Transformational leadership is one of the best forms of leadership which is being utilised to a large extent in today‘s organisations. It is because of its unique characteristic traits that make it a necessary topic to be discussed in leadership studies, especially when it comes to crisis management where this kind of leadership works effectively in transforming the state of the organisation.

Transformational leadership suggests metamorphoses of an organisation from its present condition for the better. There are different schools of leadership theory

37 in the literature, in which transformational leadership can be found amongst the contemporary perspectives (Keegan and Den Hartog, 2004; Turner and Müller,

2005). Many research studies have transformational leadership as its core subject where they discuss the importance and significance of transformational leadership in today‘s time extensively. Transformational leadership occurs when leaders and followers raise one another to higher levels of motivation and morality. Leaders address themselves to followers‘ wants, needs, and other motivations, as well as to their own, and thus may serve as an independent force in changing the makeup of the followers‘ motive base through gratifying their motives (Burns, 1978: 20).

Transformational leadership involves the transformation of attitudes and assumptions of organisation members to build commitment to the organisation's mission, objectives, and strategy (Yukl, 1989). In order for an organisation to evolve, the thinking of the members should change too. The leader has to make sure that the followers are committed to the organisation‘s vision and goal. The leader transforms the attitude of the followers to one that is more organisational oriented than self-oriented. Burns described a transformational leader as one who elevates followers‘ desires for achievement and self-development while promoting the development of the organisation (Burns, 1978). The transformational leader increases the followers feeling to develop themselves and accomplish while also encouraging upliftment of the organisation.

Transformational leaders are generally more people oriented than results

38 oriented, and transformational leaders are great motivators (Harland, 2005, pp.

2-14).

As stated Parker and Craig (2008, p. 173) "... it is reasonable to surmise that in a project, transformational leadership can turn an ensemble of skilled, varied personnel into a multi-skilled, creative and synergised force accomplishing project goals with alacrity." It can be conjectured that transformational leadership can bring together individual personalities to work in union towards achieving the perspective goal of the organisation. The members of the organisation when unite together it creates a productive ambience wherein the followers share ideas and knowledge with each other, a learning environment where everyone is able to benefit from it. This results in the followers accomplishing the goals with avidity. Transformational leaders are like boosting agents for the followers. The employees are inspired by personalities like these and willingly work with them towards achieving the goal of the organisation. They motivate the followers to prioritise the organisation‘s vision upon their own. In the study by Purvanova,

Bono and Dzieweczynski (2006, p. 3), the employees under transformational leaders recognise their jobs as more ―challenging, meaningful, and significant,‖ and this recognition is positively related to the employees‘ organisational performance.

According to Burns, the result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents (Burns, 1978). The transforming leaders are

39 not autocratic leaders who bark orders on the followers and get work done. They treat the followers equally and motivate them to help each other and in the process enhance their own skills. The leader let the followers work independently without pressurising them, providing guidance when needed and making sure no wrong practices are adapted in the organisation.

Transformational leadership is characterised by the impact on follower behaviour

(Burns, 1978; Bass, 1985). Bass (1985) described transformational leadership as a higher order construct which comprises four factors: charisma, inspiration, intellectual stimulation, and individualised consideration. Since its original introduction by Burns (1978) and Bass (1985), transformational leadership theory has evolved to describe four dimensions of transformational behavior: idealised influence, inspirational motivation, intellectual stimulation, and individualised consideration. Transformational leaders have been characterized as charismatic, inspirational, able to stimulate others intellectually, and capable of showing individualised consideration. Charisma evokes devotion to leaders and their mission. The inspiration from leaders creates a climate of openness and trust.

Intellectual stimulation causes subordinates to see new possibilities and to challenge their own assumptions. Individualised consideration focuses on the worth of individuals and their development in the organisation (Bass, 1985a).

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2.4.1 Transformational leadership factors

Idealised Influence or charisma

Idealised influence, or charisma, as Bass (1985) originally defined it, is the emotional component of leadership, which is ―used to describe leaders who by the power of their person have profound and extraordinary effects on their followers‖ (p. 35). Charismatic leaders are often described as being magnetic personalities. These people can get their work done with the help of their charming personalities. The charismatic leaders are said to have clear vision and are able to communicate it the followers effectively. According to Bass, Charisma is the most generic form of transformational leadership. This type of leaders not only behests respect among their subordinates but also inspire them to give their best by keeping them ebullient and excited about work. Weber (1947) conceptualised charisma as including five components: the exhibition of extraordinary gifts, a dilemma, and an innovative solution to the problem posed by the dilemma, followers attracted to this individual because of his perceived abilities, and validation of this individual‘s abilities by repeated successes. The study states that leaders with charisma have an unusual gift to turn a quandary to an advantage for an organisation. The followers are attracted to the personality of charismatic leaders and tend to adhere to everything they say. These are in fact not assumptions but have been proved right many times on numerous occasions. Bass (1999) suggested that ―we should define concepts to fit the way we intend to use them. To fit modern usage of the term charisma, we need to tame it or substitute another term for it such as idealised influence constructed

41 from survey evidence of leaders at all levels or organisation and types of organisations‖ (p. 547). Charisma and idealised influence are different words describing the same thing. In many studies the term idealised influence is used in the place of charisma. The common traits that are associated with idealised influence are zeal, vim and devotion. Idealised influence requires that leaders express conviction, be willing to take a stand, and relate to followers emotionally

(Judge & Piccolo). The leader shows credulousness to the followers and creates a personal connection with them.

Inspirational motivation

It is a leader‘s job to inspire members of his organisation with their pertinacity to a mission, their compliance to take tasks and their strong covet to accomplish.

Idealised influence is indeed an important element of transformational leadership but it is not enough. Inspirational motivation is leadership that inspires and motivates followers to reach ambitious goals that may have previously seems unreachable. This factor which is distinct from idealised charismatic effect

‗employs or adds non-intellectual, emotional qualities to the influence process‘

(Bass, 1985, p.63). A leader has to inspire the followers to get the expected work force. Leaders who demonstrate the inspirational qualities do not only encourage the followers to perform the task and complete it but also gives them a meaning with challenge to boost their performance while motivating them to share the vision. The dimension of inspirational motivation is distinguished from idealised influence primarily by its focus whereas idealised influence concerns the leader‘s

42 ability to influence followers to act, inspirational motivation is concerned with the leader‘s ability to communicate the vision and inspire followers to subsume personal interests to the goal of achieving the vision (Judge & Piccolo, 2004).

Inspirational leaders are known to be optimistic who are hopeful and confident about the future. They have the ability to augment confidence and incite ardor and resoluteness.

Intellectual stimulation

Intellectual stimulation advocates wit, substantive thinking, sound judgment and effectively dealing with the problems by finding solutions for it. Intellectual stimulation refers to the leader‘s ability to encourage followers to find new ways of dealing with issues (Mink, 2007), challenge assumptions and take risks (Judge

& Piccolo, 2004), and be innovative and creative (Bass, 1999). These leaders promote innovation and encourage creative thinking in the followers. They make sure that the followers are not afraid to experiment and aren‘t harsh with them in case of failures that might occur in the process. Here, the leader appeals to followers‘ intellects by creating ―problem awareness and problem solving, of thought and imagination, and of beliefs and values‖ (Bass, 1985, p.99)

Leaders with intellectual stimulation embolden the subordinates to be avant- garde and creative. These leaders support followers as they challenge the deeply held beliefs and values of their leaders, their organisations, and themselves. This encourages followers to innovatively handle organisational problems (Yukl,

2006).

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Individualised consideration

Bass (1985) stated that leaders using individualised consideration provide socio- emotional support to followers and is concerned with developing followers to their highest level of potential and empowering them. Individualised consideration is the most distinguished construct associated with transformational leadership.

The leader gives personal attention to the followers and tends to their need individually. The leader learns the issues faced by the followers and helps them solve it, by giving them personal guidance and providing solutions for it.

Individual consideration includes taking affirmative actions to develop the follower‘s abilities through delegating tasks and responsibilities to provide growth opportunities and treating followers with respect (Bass & Riggio, 2006). The leader not only helps in problem solving and guides them but also gives them opportunities through which they can develop into an adept work force.

According to Avolio and Bass (2004), individualised consideration represents an attempt on the part of leaders to not only recognise and satisfy their subordinates‘ current needs, but also to expand and elevate those needs in an attempt to maximise and develop their full potential.

There are arguments that transformational leadership is unethical, but they fail to understand that there‘s a difference between transformational leaders who are selfish and the ones who work towards the upliftment of their followers. Self- aggrandising pseudo-transformational leaders can be branded as immoral, but transformational leaders, who engage in the moral uplift of their followers, who move them to share in the mutually rewarding visions of success, who enable

44 and empower them to convert the visions into realities, should be applauded, not chastised (Bass and Steidlmeier, 1999).

Table 2.1: Directive versus participative transformational leadership An individually considerate leader can be: Directive or Participative ‗I will provide the support you need in your ‗What can we do as a group to give each other efforts to develop yourself in the job.‘ the necessary support to develop our capabilities:‘

An intellectually stimulating leader can be: Directive or Participative ‗You must re-examine the assumption that a ‗Can we try to look at our assumptions as a cold fusion engine is a physical impossibility. group without being critical of each other‘s Revisit this problem and question your ideas until all assumptions have been listed?‘ assumption.‘ An inspirationally motivating leader can be: Directive or Participative ‗You need to say to yourself every day you are ‗Let‘s work together to merge our aspirations getting better. You must look at you and goals for the good of our group.‘ progression and continue to build upon it over time.‘

A leader showing idealised influence can be: Directive or Participative ‗I‘ve made the decision so there‘s no going ‗We can be a winning team because of our back. You must trust me and my direction to faith in each other. I need your support to achieve what we have set out to do.‘ achieve our mission.‘

Source: Adapted from Full Range Leadership Development, Avolio and Bass (1991)

For Bass (1985), transformational and transactional leadership are distinct but not mutually exclusive processes. Transformational leadership increases follower motivation and performance more than transactional leadership, but effective leaders use a combination of both type of leadership. It is observed that both transformational and transactional leadership in combination can give adequate results. If one is used by the leaders for the followers at the initial stage to build up the work force then the other helps increase the density of it. Bass (1978) differentiated between transactional and transformational leadership. He described transactional leadership as that which emphasises exchanges

45 between followers and leaders. This idea of exchange is easily seen at most levels in many different types of organisations. He described transformational leadership as that process through which leaders engage with followers and develop a connection (one that did not previously exist) that increases the moral and motivation of the follower and the leader.

Fig 2.1: Factors of transformational and transactional leadership

2.5 Transactional leadership

Transactional leadership is when the leader and the follower have a give and take relationship. This means the followers are not only expected to work well but in return are given back something for their services. On the leadership continuum, transactional leadership is located on the end opposite transformational leadership. Viewed as more common place than transformational leadership (Burns, 1978), transactional leadership tends to be based on an exchange process whereby followers are rewarded for

46 accomplishing specified goals (Hollander, 1978; House, 1971; Song et al., 2009).

The leaders today use both transformational leadership and transactional leadership in combination to get the kind of work force they require.

Transformational leadership works on inducing value and vision through motivation whereas transactional leadership uses the materialistic approach to elevate the performance of the followers. In transactional leadership, the followers are promised rewards by the leaders in return of their service to the organisation. Waldman et al. (2001) argued that transactional leadership represents an active form of strategic leadership that is an important ingredient for organisational effectiveness.

Transactional leadership, according to Bass and Avolio (1995) has three sub- constructs, contingent reward and management-by-exception, active and passive. Contingent reward is when the leader uses incentive as a source of motivation for the followers. The leader informs the follower of the rewards that he will receive if he performs at a specific level in the organisation. The awards are given to the followers in return for their above par performance. Contingent reward is a constructive transaction (Bass, 1998), and it is reasonably effective in motivating followers, but to a lesser degree than the transformational leadership behaviours.

Transactional leadership is the style of leadership that is most often exhibited in business today and is characterised by a reward system for followers that encourages them to meet organisational goals in return for a reward (Humphries,

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2001). The simple phrase, ―if you do this, I will give you that‖ captures the essence of this factor (Northouse, 2001). Transactional leadership is a unique concept opted by leaders to improve the performance or work efforts of the employees or followers. Transactional leadership is described as an exchange process in which leaders recognise followers‘ needs and then define appropriate exchange processes to meet both the needs of the followers and leaders‘ expectations (Bass, 1985). It is a kind of gift, a bonus, even an incentive that is given to the followers in order to meet with the goals of the organisation. The followers take these as rewards for their efforts and hence it boosts them and drives them to work hard and achieve the intended goals of the organisation.

Transactional leadership is the style of leadership that is most often exhibited in business and industry today (Bass, 1985).

Transactional leadership is broken down into two types of transactions.

Constructive transactions occur when leaders assign tasks and discuss the compensation that can be expected for accomplishing those tasks. The second type is corrective transactions in which leaders correct mistakes either when they occur or after such mistakes have been highlighted (Bass, 1990). Constructive transactions are promises made by the leaders to the followers of the compensation that will be given if the tasks are done according to the expectation. On the other hand corrective transaction is when the leader makes sure that in case the followers make mistakes or become confused they are guided as well as corrected. Blanchard and Johnson (1985) described transactional management as a simple process of creating strong expectations

48 with employees, along with clear indications of what they will get in return for meeting these expectations. Most research has linked contingent rewards to positive organisational outcomes (Howell & Avolio, 1993; Lowe, Kroeck, &

Sivasubramaniam, 1996). The contingent reward system is a motivation-based system that is used to reward those that meet their identified goals. It provides positive reinforcement for a job well done. This reinforcement measurement encourages employees to effectively complete their tasks and meet their goals in a professional and timely fashion. Unlike annual performance reviews and evaluations, the contingent reward system provides more frequent assessments of the employee‘s work with applicable rewards when qualified Contingent awards are when the subordinates are praised for the work done by them. These rewards are given to the followers when the goals are accomplished or even to keep the followers at a good pace when completing the task.

Within the context of Maslow's hierarchy of needs, transactional leadership works at the basic levels of need satisfaction, where transactional leaders focus on the lower levels of the hierarchy. Transactional leaders use an exchange model, with rewards being given for good work or positive outcomes. Conversely, people with this leadership style also can punish poor work or negative outcomes, until the problem is corrected (Bass, Bernard; 2008). Transactional leadership concentrates on the lower level needs and the process to fulfil it.

Successful turnarounds are most often associated with the reversal of a survival- threatening decline (Barker and Duhaime, 1997) and the ‗use of strategies,

49 systems skills and capabilities to achieve growth and sustainable performance recovery‘ (Chowdhury, 2002). Turnaround is basically changing the techniques or methods used earlier, that were the cause of the bad state of the organisation.

This is done by using various strategies planned out accordingly by the leader and improve the performance of the subordinates. Turnarounds are associated with a master plan of actions necessary to reverse a declining business situation

(Barker and Duhaime, 1997). The master plan is the plan of action that has been decided to be practiced in order for the reversal of the organisation. Though several business variables may reflect crisis scenarios, a substantial decline in financial performance is often considered the key motivation in initiating turnaround activity (John, Lang and Netter 1992; Denis and Kruse, 2000). Many factors result in the crisis situation but the number one factor is financial decline.

If the company is suffering huge cash losses then the company has to recover from it.

2.6 Triggers for turnaround

According to Schendel and Patton (1976), severe performance deterioration beyond a certain level is a precondition for radical/transformational change

(1976). This argument that top level changes are required and have a positive relationship with the turnaround effort is supported by the work of O‘Neil (1986) and Pearce and Robbins (1994). In order to bring around the turnaround, there has to be huge change in the organisation that will completely rev the organisation from its initial tardy state to a better performing one. The above

50 study states that when top level changes are made it directly causes a turnaround.

Leadership motivation is one of the most important factors affecting human behaviour and performance in an organisation. Leadership is about motivating and empathising, motivation is that one attribute which drives the leaders to achieve beyond the expectations. It initiates a united desire to reach the ultimate goal. Leadership, on the other hand, sometimes involves driving through changes and new initiatives, which may be unpopular in some quarters. It is possible to identify a range of approaches to leading change in an organisation, depending on the use of authority by the leader, and the amount of freedom given to subordinates. Leadership is a critical management skill and is the ability to motivate a group of people toward a common goal. The strength of an organisation lies in the application of the people who help to achieve results.

Business executives, leadership development professionals, individual managers and program Participants alike strive to improve firm performance in a sustainable manner through increased leadership capability.

A study by Dimitrios et. al. (2013) investigates the nexus of high-performance work systems (HPWS) with corporate change that leads to enhanced performance. The case study method is used and analyzes of the impact of a

HPWS, adopted at a German medical technology company, on corporate turnaround and performance outcomes is seen. Through in-depth interviews with the social partners of corporate change, the authors investigate how leadership,

51 competition forces and employee relations interacted with a bundle of high- performance work practices led the company to massive changes in production with noticeable performance outcomes. The analysis lends support to the HPWS approach that links certain high-commitment work practices to corporate changes and enhanced performance outcomes such as rising employee productivity and sales over the last decade. The study also pinpoint key factors that could optimally be used as a best practice framework for change management leading to corporate turnaround in a highly volatile world economy. The above study states that leadership does improve the organisation quality and productivity wise. The combination of leadership skills, performing followers and even competition results in some huge changes in the state of the organisation. It is also possible that certain high end changes, identifying the weaknesses of the organisation and working towards improving the performance can bring out distinctive outcomes.

Another study by O'Kane & Cunningham (2012) examines the effect of leadership changes on (1) the initiation of organisational turnarounds, (2) turnaround performance, and (3) the leadership approaches adopted. Set in an

Irish context, they use four in-depth case studies purposefully selected at different stages of the turnaround process. Findings describe the circumstances under which the chief executive officer (CEO) changes are likely; the importance of humility, trust, and integrity to turnaround leadership; and why certain companies might purposefully delay the implementation of CEO changes. In addition, they found that newly appointed outsider CEOs and insider leaders who

52 are not replaced are differentiated in the manner by which they manage expectations and implement retrenchment-oriented moves at the outset of the turnaround process.

Turnaround is needed when the companies aren‘t performing to the level they should be, to achieve the set goal of the organisation. Turnaround is done when a company is in crisis and in need of a complete reversal of its present state.

Tetteh (2008) advocates that, turnaround is a process of reviving and growing underperforming companies. Turnaround efforts are usually led by experienced turnaround managers, who are consultants brought into a company during its decline phase. The companies bring out managers or new consultants in order to trigger the change. The new consultant is expected to fill in the gap that is causing the decline and design a plan to bring the change.

The turnaround process has three phases, namely, the crises stage, stabilization stage, and recovery stage. Turnaround managers, already working under difficult conditions, face many challenges from factors both internal and external to their company. The crisis stage is when the problematic areas of the company are identified and solutions are mapped out to solve the issues. This will make the organisation stable and will direct it to a common mission. Step by step the problem will be solved and the issues would be resolved and the organisation will start recovering from its unruly state. Roman (2011) offers information on the three-step prioritization strategies in turnaround management. It states that the company must survive and continue its operation while the leader must realize its

53 achievement in terms of sales revenue. It mentions that the customer-centric and growth-oriented short- and long-term strategies must be implied. It adds that the employees must be engaged in the communication plan.

A study by Lohrke, et. al. (2004) shows that both, business commentators and scholarly researchers have acknowledged the key role that top management teams (TMTs) play in reversing the fortunes of failing firms. Yet research results have been mixed, providing little support for such widespread application. This study begins by examining the reasons for these inconsistent results. In general, researchers have failed to diagnose the appropriateness of team-building interventions and to tailor interventions to the specific needs of teams. This in turn reflects the absence of an explicit theory of team building in which relevant variables are identified and related. To correct this, a group-process model is proposed for purposes of diagnosis and for designing specific team- building interventions. Application of this model is illustrated with an empirical study of team building utilizing a complex management-simulation game with newly formed groups. The results illustrate the diagnostic application of the model and provide support for team building as a means of improving group effectiveness through its effect on group process in this situation. Implications for future team- building research and for the practice of team building are discussed.

Clegg and Walsh (2004) identify some mindsets that dominate the practice of change management, and argue that these should be replaced by some alternatives. The alternatives are drawn largely from operations management

54 and sociotechnical thinking. They characterize existing approaches as partial, and speculate that this may be one of the reasons why so many change initiatives are ineffective at meeting their goals. On the other hand Benson (2008) focuses on the importance for a manager to understand how to motivate employees and manage change within an organisation, and how productivity is affected by the nature of the information-based organisation. They also highlight how productivity is affected by employee motivation, and how today's fast-paced information-based organisations can take advantage of motivational and change management theory.

Oakland and Tanner (2007) interviewed senior management in 28 organisations from a variety of industries, including the public sector, to gain their insights on how to manage change successfully. The research, which was conducted over a six-month period, examined a number of themes covering the triggers for change, planning for change, and implementing change. The forces for change, as experienced by the respondents, were also captured. A number of insights were identified through the research which showed that successful change focuses on both strategic and operational issues. The key links between the strategic objectives and operational improvement are through the core processes, which need to be understood, measured and improved. If the links are broken, then the change is largely ineffective. The research led to the definition of two main constructs of change management: readiness for change and implementing change. In a case study of Hope Creek Generating Station, a nuclear power plant locate in southern New Jersey McCune (1989) says that

55 when the organisations involved in the construction of Hope Creek Generating

Station found themselves placed under tight budget and schedule constraints, the only way that they could complete the project was through increased productivity. The first lesson learned as the turn-around effort began at Hope

Creek was that internal communications would have to play a central role.

Important information was passed down the chain of command in memos, reaching the general population in weekly meetings. Implementing Hope Creek's team building program required selling the concept to those whose support was essential. The relationship between organisational characteristics and team building is very essential.

Researchers Svyantek, Goodman, Benz & Gard (1999) presents three goals for the success. First, an approach to meta-analysis which combines meta-analytic procedures with a more complete description of the organisational setting is presented. Second, a meta-analysis of the influence of team building on workgroup effectiveness is conducted. The results of this meta-analysis support the contention that team building impacts positively on workgroup productivity.

Finally, a discussion of the role of meta-analysis in providing information which both scientists and practitioners may use to understand the relationship between organisational characteristics and the effects of team building on productivity measure is given. The relationship between team building and organisational change is evident with a lot of research examples of company‘s available for creating a conclusion.

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The use of work groups and teams has become common during the past decades, with approximately 80% of large organisations using work groups

(Forsyth, 1999). Working in groups is believed to have a number of potential benefits. Group members tend to be more satisfied with their performance than individuals. One of the reasons is that groups fulfil their members‘ social and emotional needs (Levine & Moreland, 1998). Organisations that use work groups and teams are expected to have more involved members, establish more challenging goals, produce more satisfaction for their members and achieve higher levels of performance than organisations that favour individual production.

(Cohen, 1994; Likert, 1961). Effective team dynamics involves sharing both credit for positive experiences and blame for negative experiences (Marks et al., 2001) and increase effective team performance and productivity. Setting clear and challenging goals is one of the motivational techniques often used to increase task performance in teams. The goal commitment can be accomplished through using strategy of active participation (Locke & Schweiger, 1979; Locke, Shaw,

Saari, & Latham, 1981). Group members are more committed to goals and have more positive attitudes to attaining those goals than individuals because of the visibility and volition that come with discussing and deciding on a group goal with other group members (Lewin, 1958; Fishbein & Ajzen, 1975).

Research documenting turnarounds in public and private organisations concludes that the right leader is not just one of multiple factors, but rather a critical component of successful turnarounds (Bossidy, 2001 et al.). It can be noted that the process of turning around a failing organisation is very different

57 than the organisation which is already performing well. These literatures conclusively establish to conclude that leadership would also be different for different types of settings. It can also be noted that turnaround leaders are swift and focused which results in the turnaround of an organisation. This stands in contrast to research about incremental (or ―first order‖) change leaders, who focus on a broader process of culture change to improve long-term results

(Kotter, 1996; Senge, 1990; Waters et al., 2003).

Implementing Practices Even When They Deviate From Norms to Achieve

Goals

Turnarounds necessitate significant (i.e., second-order) changes that require a willingness to alter the basic organisational systems in place. Waters et al. refers to these types of changes as ―breaking with the past,‖ even when the changes conflict with prevailing values and norms (2003, p. 7). Often, successful turnaround leaders are able to achieve results within larger policy or organisational constraints (Paton & Mordaunt, 2004). In his examination of turnaround change, Fullan (2005) describes the importance of deviating from organisational policies as opportunities for ―productive conflict‖ because they call for change that can create opportunities to do things differently and communicate that the status quo is not acceptable.

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2.7 Deccan Chargers

Deccan Chargers (DC) was one of the eight teams which played in the Indian

Premier League that was started in the year 2008. It was a Hyderabad based team and was bought by Deccan Chronicles Holdings Ltd. The team played in the IPL from 2008 to 2012 and was later terminated because of financial issues with the BCCI. The team though terminated, but it‘s winning the season 2009 and relative success in 2010 will always be etched in people‘s memories. It was one of the best wins the tournament had ever seen. A highly difficult season with close wins and losses on foreign pitches, it was unexpected to see an under- performing team take away the IPL trophy. The team proved its potential, leaving behind the ―underdog‖ tag it was associated with, after the poor performance in the season I.

In the season I of the Indian Premier League, Deccan chargers had many star players. Talented players like Adam Gilchrist, Shahid Afridi, Scott Styris, Andrew

Symmonds, Herschelle Gibbs, Chaminda Vaas, and V.V.S.Laxman etc. were some of the few. V.V.S Laxman was the captain of the team in season I. The presence of all these players would mean that Deccan Chargers were one of the most fancied team that people were looking forward to see them play in the tournament. These players were some of the most aggressive players, but unfortunately failed to play as a team. The team did not live up to the expectations and gave a dreary performance. Andrew Symmonds, who was the team‘s most expensive player, batted only three innings before leaving to play for the Australian national team. In addition, the team captain V.V.S. Laxman had an

59 injury which ended his season after 6 games. Only three bowlers R.P. Singh,

Pragyan Ojha and Shahid Afridi took more than 4 wickets in the competition. In this 14 match period, the team went on a losing streak at home and only managed two wins overall, one against the Mumbai Indians and one against the

Chennai Super Kings and as a result they finished at the bottom of the table. The team clearly was not swift with their bowling and fielding.

Table 2.2: List of opponents and the matches lost/won by Deccan Chargers in season I No. Date Opponent Venue Result Scorecard 1 20 April 2008 Kolkata Knight Riders Kolkata Lost by 5 wickets [1] 2 22 April 2008 Delhi Daredevils Hyderabad Lost by 9 wickets [2] 3 24 April 2008 Rajasthan Royals Hyderabad Lost by 3 wickets [3] 4 27 April 2008 Mumbai Indians Mumbai Won by 10 Wickets [4] 5 1 May 2008 Kings XI Punjab Hyderabad Lost by 7 wickets [5] 6 3 May 2008 Royal Challengers Bangalore Lost by 3 runs [6] Bangalore 7 6 May 2008 Chennai Super Kings Chennai Won by 7 wickets [7] 8 9 May 2008 Rajasthan Royals Jaipur Lost by 8 wickets [8] 9 11 May 2008 Kolkata Knight Riders Hyderabad Lost by 23 runs [9] 10 15 May 2008 Delhi Daredevils Delhi Lost by 12 runs [10] 11 18 May 2008 Mumbai Indians Hyderabad Lost by 25 runs [11] 12 23 May 2008 Kings XI Punjab Mohali Lost by 6 wickets [12] 13 25 May 2008 Royal Challengers Hyderabad Lost by 5 wickets [13] Bangalore 14 27 May 2008 Chennai Super Kings Hyderabad Lost by 7 wickets [14] Overall Record of 2 – 12 Failed to make Semi-finals, ended 8/8 Source: http://en.wikipedia.org/wiki/Deccan_Chargers#2008_season

It was observed that the players weren‘t performing as a team. There was a lack of cohesiveness in the team. Factor like lack of communication also led to the teams under performance. Things like communication, performing as a team, guidance of the leader may sound superficial to the people who think that performance on field has nothing to do with any of the above factors. The team returned in the next season with a complete makeover, under a new leadership and won the championship which is enough to support the theory above.

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The second season was held in South Africa in 2009 that saw the best of Deccan

Chargers. The entire management of the team was sacked which included the removal of the CEO J. Kalyan Krishnan and the team‘s coach Robin Singh. The team was revamped with a new management and the new chairman V. Shankar was introduced who brought out the best in the team. He changed the team physically and mentally, which is evident from the huge difference in the team‘s performance in season 1 and season 2 of IPL. V. Shankar who was an avid fan of cricket and an acclaimed businessman took the reins of the team in his hands.

The franchisee went for a complete new look for the team by changing its logo and jersey colour. In the logo the tagline was scrapped, the logo consisted of a charging bull on a silver shield. The jersey too was changed from pale brown to vibrant blue. Mr. Darren Lehmann who had played in the IPL season 1 was made the new coach for the team with the idea that the players would relate easily with him since he has been in their shoes. This was a highly thoughtful action taken by the franchisee to create an affinity between the players and the coach. Also, the team‘s Adam Gilchrist was made the captain of the team who is known to be a charismatic leader. The Conger-Kanungo scale of charismatic leadership

(1994) measures strong articulation via the following items: (a) exciting public speaker, (b) skilful performer when presenting in a group, and (c) able to inspire through effective communication. The franchisee described Gilchrist with the qualities that are quite relevant to the above theory of charismatic leadership in his interview in the book ‗Not Just Cricket‘ by the author R. Sridhar. He says, ―I wanted Deccan chargers to play in the field. I wanted fair play, I wanted ethics,

61 and more importantly I wanted to redefine the behaviour of the players both on and off the field. I wanted a captain who believed in all these. I wanted a man of character, a man of conviction.‖ Also he continued, ―Because this was the foundation on which we could build the team, motivate them, and inspire them to achieve something which seemed impossible. I did not believe that ―mercenaries‖ who merely played for money could do this. They have to believe in the vision, and the values. I wanted to win and I wanted to win the right way. That is why we chose Adam Gilchrist-an honest cricketer, who has always upheld the spirit of the game. He gained visibility through his game and gentlemanly behaviour. There was no hype about Gilchrist.‖ The Chairman took every possibility under consideration so that there was no chance for loss. The Chairman as a leader was very apt with his vision and applied all his leadership skills to achieve what was thought till yesterday an unattainable goal.

The choice of Darren Lehmann as a coach was also a conscious effort by the franchisee to create a rapport between the players and the coach. The players who instead of feeling pressured under an outsider, were coached under a cricketer who himself was part of the game. That way the coach could empathize with the team and knew exactly what was needed to bring that eccentric performance on the field. The players too would have the comfort level in terms of communicating their issue with the coach without a second thought. More importantly Darren Lahmann had never coached before. The excitement of a new professional career brought alongwith it a vision, fresh and innovation coaching concepts that infused life into the team.

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The Chairman was a good example of the perfect leadership quality that is required to lead a team towards success or the ultimate goal. The franchisee kept the team motivated and boosted their confidence through mails and even one to one communication. His constant contact with the team even when he wasn‘t around proved his dedication towards the goal. The franchisee showcased the qualities of transformational as well as transactional leadership.

His constant communication, appreciation helped transform the team. He introduced an incentive scheme to keep them going even when the chips were down. He made sure that opinions of the captain Adam Gilchrist and the coach

Darren Lehmann were always considered; in fact they helped him take some major decision for the team. All this shows that V. Shankar with inbuilt leadership qualities proved to be a turning point for the team. He proved almost every leadership theory by putting them into practice.

Deccan Chargers won all the games in the initial matches of the tournament but consecutively lost a few matches after which it was considered impossible for the team to reach the finals. They managed to win some really close matches though, qualifying them for the semi-finals. In the semi-finals the team played against Delhi Daredevils which one of the best teams of the tournament with highest ranking in the points table. The team Deccan chargers was 4th in the league‘s table but with the 2nd highest impact for the knock-outs losing 3 of their last 5 league matches and both their last 2 matches. Adam Gilchrist, considered as one of the greatest wicket keepers in the world, also the captain of the team scored 85 runs out of just 35 balls leading the team to the finals. The team won

63 the semi-finals against Delhi Daredevils by 6 wickets. Gilchrist‘s performance changed the scenario for the team and his high impact performance took the team to the finals. The team that had ended last in the IPL table in 2008 dramatically turned around their fortunes through Gilchrist‘s captaincy and high impact performances by Andrew Symmonds, Dwayne Smith and Rohit Sharma.

Symmonds and Gilchrist went on the deliver tournament-defining performances while Gibbs, Ojha (both in the final) and Ryan Harris (semi-final) also delivered peak performances for their team.

The team Deccan Chargers was one of the important teams between 2008 to

2010 tenure for IPL. The team is an excellent example of a complete turnaround from being the last in the 2008 series to becoming the champions in the 2009 series. A new leader came in to take the reins of the team bringing along with him lot of non financial managerial principles and strategies to bring about a successful turnaround for the team. The leader was taking was in all the decisions taken and had devised many strategies for the same. Hence, the case was studied to see how the turnaround of the team took place.

The research was limited to analyzing the performance of the Deccan Chargers

Team only for two IPL seasons i.e., 2008, 2009 and 2010. The focus was on identifying the factors responsible for the turnaround during this period.

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Table 2.3: List of opponents and the matches lost/ won by Deccan Chargers in season II No. Date Opponent Venue Result Scorecard 1 19 April Kolkata Knight Cape Town Won by 8 wickets; MoM – [15] 2009 Riders R. P. Singh 4/22 (3.4 overs) 2 22 April Royal Cape Town Won by 24 Runs; MoM – [16] 2009 Challengers Adam Gilchrist – 71 (45) Bangalore 3 25 April Mumbai Indians Durban Won by 12 Runs; MoM – [17] 2009 Pragyan Ojha 3/21 (4 Overs) 4 27 April Chennai Super Durban Won by 6 wickets; MoM – H [18] 2009 Kings Gibbs 69 (56 ) 5 30 April Delhi Daredevils Centurion Lost by 6 wickets [19] 2009 6 2 May Rajasthan Port Lost by 3 wickets [20] 2009 Royals Elizabeth 7 4 May Chennai Super East London Lost by 78 runs [21] 2009 Kings 8 6 May Mumbai Indians Centurion Won by 19 Runs; MoM – [22] 2009 Rohit Sharma 38 (36), 4/6 (2 overs) 9 9 May Kings XI Punjab Kimberley Lost by 3 Wickets [23] 2009 10 11 May Rajasthan Kimberley Won by 53 runs; MoM – [24] 2009 Royals Dwayne Smith 47 (32) 11 13 May Delhi Daredevils Durban Lost by 12 runs [25] 2009 12 16 May Kolkata Knight Johannesbu Won by 6 wickets; MoM – [26] 2009 Riders rg Rohit Sharma 32 (13) 13 17 May Kings XI Punjab Johannesbu Lost by 1 run [27] 2009 rg 14 21 May Royal Centurion Lost by 12 runs [28] 2009 Challengers Bangalore 15 22 May Delhi Daredevils Centurion Won by 6 wickets; MoM – [29] 2009 Adam Gilchrist – 85 (35} (Semifi nal) 16 24 May Royal Johannesbu Won by 6 runs [30] 2009 Challengers rg (Final) Bangalore

Source: http://en.wikipedia.org/wiki/Deccan_Chargers

2.8 Indian Premier League

The introduction of Indian Premier League by Mr. Lalit Modi, league‘s first chairman and commissioner, bought a new side of the game of cricket that

65 crossed all boundaries in terms of popularity and acceptance. Since it was a new concept, it was speculated by the purists that this might not go down well with the avid cricket fans. Introducing something like this would mean plunging into the ocean neck deep, where the only way of surviving was the audience acceptance and saving it from vanishing forever. However, contrary to what the purists or the experts said IPL was accepted with open arms with a viewership of about 200 million in India alone.

IPL was from the beginning very different from the normal domestic tournaments that were played in India and around the world, even though it comes under the domestic games category. The basic cricket rules were the same but the way of going about the game was different. Beginning with, it was not a national tournament; it had crossed national boundaries by inviting international players to play in the tournament. World class players from all around the world were playing alongside India‘s star players. Another great aspect of the game was letting the domestic and new and upcoming players to be a part of the game.

This served as a huge opportunity for the young and aspiring cricketers to exhibit their skills in front of the massive crowds that thronged the stadiums.

The crowds would come in huge numbers to watch their favourite players play alongside each other. Another reason that the tournament was a crowd puller was the presence of eminent personalities from Bollywood and business, who turned out to support their favourite team. The biggest difference between IPL and other domestic tournaments was that the teams were state based. For

66 example the team Delhi Daredevils was based out of Delhi, Kolkata Knight

Riders was based out of Kolkata and so on.

Table 2.4: Summary result of Indian Premier League from season I to season VI Team Span Titles Mat W L T NR Win % Best Worst Chennai 2008– 2 82 47 33 1 1 58.64 Champions Semi- Super Kings 2013 (2 times) finals Deccan 2008– 1 75 29 46 0 0 38.66 Champions 8th of Chargers 2012 8 Delhi 2008– 0 76 39 37 0 1 51.31 Semi-finals 10th of Daredevils 2013 10 Kings XI 2008– 0 74 36 37 1 0 49.32 Semi-finals 8th of Punjab 2013 8 Kochi 2011- 0 14 6 8 0 0 42.85 8th of 10 8th of Tuskers 2011 10 Kerala Kolkata 2008– 1 73 37 35 1 0 51.36 Champions 8th of Knight Riders 2013 8 Mumbai 2008– 1 78 44 33 0 0 56.41 Champions 7th of Indians 2013 8 Pune 2011– 0 32 8 23 0 1 25.80 9th of 10 9th of Warriors 2013 9 India Rajasthan 2008– 1 73 38 34 1 0 52.73 Champions 7th of Royals 2013 8 Royal 2008– 0 80 40 38 1 1 51.26 Runners-up 7th of Challengers 2013 (2 times) 8 Bangalore Sunrisers 2013- 0 15 8 6 1 0 56.66 4th of 10 4th of Hyderabad 2013 10

Source: http://en.wikipedia.org/wiki/List_of_Indian_Premier_League_records_and_statistics Notes: Mat: Matches, W: Won, L: Lost, T: Tied, NR: No Result

With the invention of Twenty-20 matches, cricket had become an industry now.

This industry stretched India's economic liberalisation to ludicrous lengths. The

DLF-IPL flagged Twenty-20 matches as entertainment product. Purist and cricketing pundits argued about cricket being a game of skill and patience, but it seemed it was evolving and had managed to push out the longer formats of the game. There was a huge incongruity between what the purists said and what the public chose to watch. While the modernists believed Twenty20 cricket wasn‘t a

67 problem, it had single-handedly, revitalised the popularity of the sport. Not to forget the theorists who believed that superstars were encashing on the mega money, this was taking away the soul of the sport. The argument continues, however, IPL which was originally thought of as a ploy of take over the rebel league and would eventually die-down, stood firm and has moved into its 7th

Edition. More importantly, every edition of IPL has been star studded with some of the finest cricketers of the world such as Sachin Tendulkar, Chris Gayle, Kevin

Pietersen, Brendon McCullum, Dale Steyn etc. It provides an opportunity for the young generation to share the dressing rooms with these cricketing greats and also an opportunity to get counted. The IPL has certainly captured the imagination of the Indian nation, with millions of people filling stadiums week in and week out, and many more around the globe, watching on television. This has significantly impacted some of the cricketing nation‘s boards to revisit their international itinerary and players commitments / contracts to accommodate the

IPL. IPL as a whole has been an exciting and audacious venture. However there are concerns about its long term future, and with very few high profile figures in the sport supporting it, the International game still looks to hold all the aces when it comes to successful cricket and holding the viewer‘s imagination. So where will the IPL go as a competition? Is the IPL and its fast paced nature going to stick around for a long period, Or will it be a phase that passes as quickly as one of its matches? Viewing figures released by Television Viewing Ratings (TVR) have shown that the opening games of 2012 IPL season had an 18.7% drop in audience size. Interest in the middle part of the tournament was found to be on

68 the decline. Three major and regular sponsors in the form of LG Electronics and

Indian companies Parle and Godrej have all withdrawn their sponsorship amid concerns the IPL could be a flash in the pan. The IPL inspires cricket passions like no other competition on the planet. The appeal is spreading quickly and other

Twenty20 competitions are growing in popularity around the World too. The Big

Bash League in Australia and Bangladesh Premier Leagues are such examples.

It seems that IPL is leaving the One Day game and test cricket behind. Is IPL the future of cricket?

At its inception in 2008, IPL had eight Franchisee teams some of them owned by celebrities from the film fraternity. The eight teams were: Deccan Chargers,

Chennai Super Kings, Kings Eleven Punjab, Royal Challengers Bangalore,

Rajasthan Royals, Delhi DareDevils, Kolkata Knight Riders, and Mumbai Indians.

The ‗Rajasthan Royals‘ won the tournament with Deccan Chargers at the bottom eight. In 2009 the teams were the same but there was a big turnaround! The team that stood at the bottom in 2008 made it to number one position. This turnaround was due to the change in the leadership at Deccan Chargers. The new leader paved the way for victory with his non-financial strategy. He created a vision and followed it up with a mission.

2.9 Research Gap

A review of literature in the context of performance enhancement and performance turnaround shows that although many studies have been conducted over sports, not many are cricket centric. There is a need to study the managerial

69 and performance turnaround variables in relation to positive outcomes in the business of cricket. Owing to the fact that IPL is by far the most buzzing concept adopted by Indian cricket, analysts are still in the process of acquiring a good sense of it. Hence, there is a gap in literature and the need for this study.

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Chapter 3 Objectives and Research Methodology

3.1 Statement of Research Problem

The primary purpose of this study is to understand the factors responsible for the success of a sports team taking the example of a cricket team in the Indian

Premier League (IPL). The unique blend of business, entertainment and sport in

IPL has created quite a buzz in this era of management / business centric world.

The study proposes to understand the new concept of turnaround management.

The study does not intend to focus on the financial turnaround of Deccan

Chargers but rather the performance turnaround which reversed their standing from the bottom in the first year of the game (May, 2008) to the first rank in the next year (May, 2009). The study analyzes the case of the team Deccan

Chargers to understand the role of turnaround strategic management in the team‘s success.

Research Questions

1. What are the non-financial strategies that lead to the turnaround of an

organization or team?

2. What are the market dynamics and business plans of IPL?

3. Which factors have an impact on the turnaround of an organization or team?

4. Does the leader have an impact on the turnaround of an organization or

team?

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5. How has turnaround taken place in the game of IPL and can the concepts of

turnaround management be applied to IPL?

3.2 Scope of the Study

The study is restricted to experts from the game of cricket including amateur and professional players as well as students enrolled in professional management courses, since these students are familiar with the managerial concepts being discussed from the Deccan Chargers Case study. The study was restricted to the city of Mumbai and Navi Mumbai though it can also be extended to the other states of India and globally too as the concept of turnaround management is an important concept across industries. The study is restricted to the games of IPL only.

3.3 Purpose of the Study

The study is based on the turnaround of Deccan Chargers, the parameters that led to the turnaround as emerging from the case are leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy, hence the same are being studied in this research.

Further, through this research an endeavour has been made to determine whether the managerial concepts such as leadership, motivation, group dynamics / team work, communication, collaboration etc contribute to performance turnaround. By understanding the role of these factors in a team‘s

72 positive performance outcomes, the same could be applied in all fields of management besides just sports to achieve winning strategies always.

3.4 Objectives

The study has the following objectives:

1. To study the strategies (non-financial factors) that lead to the turnaround of

an organisation or team.

2. To study the effect of factors such as vision, team dynamics, collaboration

and communication, incentives, motivation, functional strategy on the

turnaround of an organisation or team.

3. The study how leadership affects these factors to help the turnaround of an

organisation or team.

4. To study the perception of people towards the factors such as leadership,

vision, team dynamics, collaboration and communication, incentives,

motivation, functional strategy on the turnaround of an organisation or team,

via-a-viz their educational background, work experience, gender and age.

5. To analyze the case of Deccan Chargers IPL Team‘s turnaround from the

losers in 2008 to champions in 2009.

3.5 Statement of Hypotheses

H01: There is no correlation between factors such as leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy having an impact on the turnaround of an organisation or team.

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H11: There is correlation between factors such as leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy having an impact on the turnaround of an organisation or team.

H02:There is no significant difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on whether they are viewer or experts.

H12:There is a difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on whether they are viewer or experts.

H03: There is no significant difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their educational qualification.

H13: There is a difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their educational qualification.

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H04: There is no significant difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their gender.

H14: There is a difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their gender.

H05: There is no significant difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their age.

H15: There is a difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their age.

H06: There is no significant difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their work experience.

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H16: There is a difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their work experience.

3.6 Sampling Design

This study was conducted in Navi Mumbai and Mumbai area of Maharashtra.

The targeted population was divided into two major groups:

Cricket Viewers: This set of respondents includes the students of professional management courses. These students are mostly post-graduate students. These students understand the concepts of management and turnaround management.

These are the cricket viewing audience who are ardent cricket fans and watch most of the matches telecast. The no. of respondents who responded to the questionnaire as cricket viewers are 393.

Cricket Experts: This set of respondents includes the past players and cricket analysts. They include those people who have experienced the game of cricket themselves at a professional or amateur level and have been involved in planning match-winning strategies for their teams sometime or the other in their lifetimes. Even if they might not have played the game of cricket themselves, they may have held key positions at some professional level in this game. The no. of respondents who filled this questionnaire as cricket experts are 112.

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Any person who can be classified as either a cricket viewer or a cricket expert was considered suitable for the study. Past players both from the Indian Premier

League teams and state level / community level players have also been considered for the study. These players have been considered as cricket experts.

Further the entire set of respondents (viewer and expert) was also divided in four more categories based their age, their educational qualification, their work experience and their gender.

Taking the population of Mumbai and Navi Mumbai together as 15 lakh people

(literates only)

Sample size: According to formula: SS=Z2*(P)*(1-P) C2

Where Z= Z value (e.g. 1.96 for 95% confidence)

P= Percentage picking a choice, expressed as decimal (0.5 used for sample size needed)

C=Confidence interval expressed as decimal (e.g., 0.05)

Total Population is 15 lakh

Total number of sample is: 384

A random sample of 400 cricket viewers and 150 cricket experts was taken. For this total sample size of 550 respondents, questionnaires were circulated among the people in and around the researcher‘s work area and residence area. The respondents were a mix of young and old people, students and working professionals.

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3.7 Data Source

The study embraces both qualitative as well as quantitative research approaches. The research is exploratory in nature since the game of IPL is new and not many have ventured into the details of it, in the Indian context.

Descriptive Study

Review of literature and other information from various published and unpublished industry reports, journals, periodicals, books, newspapers, etc.

(including Database like EBSCO, Pro-quest).

Field Study

Research Tool

The research instruments used for collecting primary data is the questionnaire.

Two separate questionnaires were made for the two types of respondents. The questionnaires differed in a few questions, so as to bring out the difference in the opinions of a cricket viewer from a cricket expert, in the understanding of the game and the strategies that are used to win the game.

The questionnaire comprised of questions related to:

1. The demographic details of the respondents such as age, gender, education,

profession, and cricket expertise.

2. The factors that lead to a team‘s success such as leadership qualities of the

leader, involvement of the franchisee in day-to-day operations of the team,

communication among team members and with the management of the team,

the strategy used by the team members and leaders, the motivational

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methods used by the management of the team to encourage the team

members etc.

3. General opinion of the respondents towards IPL and its role in taking the

game of cricket to the new level.

4. The use of management concepts in the game of Cricket.

The respondents were asked to give their opinion towards the questions and statements (as stated above) on a six-point Likert scale as to whether they disagree or agree. The respondent could choose any one of these options:

Strongly Disagree, Disagree, Somewhat Disagree, Somewhat Agree, Agree, or

Strongly Agree. The neutral scale was purposefully removed.

3.8 Pilot Study

A total of 100 questionnaires were distributed among the residents of Mumbai and Navi Mumbai. Out of which 91 respondent‘s instruments were analyzed. The final questionnaire had been moderated based on the pilot study. The reliability test of the questionnaire was made and found to be good. Cronbach Alpha value for the pilot study was 0.9765

3.9 Data Collection

Given below is the bifurcation of the data collected from different geographical regions of Maharashtra in tabular form.

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Table 3.1: Bifurcation of the data collected from different geographical regions of Maharashtra S. No. Geographical regions of Maharashtra Number of respondents 1 Mumbai 375 2 Navi Mumbai 175 Total 550 Source: Own analysis

In total 550 filled questionnaires were obtained, out of which 505 were valid and considered for the study. 45 questionnaires were rejected. Two main methods used for the data collection were personal approach and the internet.

The questionnaires were sent to working professionals and cricket experts through email. For getting the questionnaires filled from the students, they were approached personally across various post-graduate management colleges in

Mumbai and Navi Mumbai. Further, the questionnaires were sent to various acquaintances and colleagues of the researcher through email too.

3.10 Tabulation and Statistical Analysis of Data

The data collected from the respondents was analysed on various parameters such as age, education qualification, profession, experience, etc. The comparison of data was also done to see if there is any difference in the opinion of a cricket viewer from the opinion of a cricket expert. The factors which are the most important in making a team succeed i.e. win in terms of a game of cricket, were determined and analysed. These factors would be the contributing factors for implementing the cricket team‘s turnaround strategy.

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The statistical tests that used for the analysis of received data were Cronbach

Alpha, Frequencies, Pearson‘s Correlation, Mann Whitney U Test and Kruskal-

Wallis Test.

The Cronbach Alpha was used to find out the reliability of data. Frequencies were used to find out the mean value for the various statements so as to see whether the respondents agree or disagree to a particular statement. Using

Pearson‘s Correlation, it was determined whether the various factors that are important for a team‘s success have any correlation among them or not. Mann-

Whitney U test was done to determine whether there is any significant difference in the opinion of respondents based on profile (viewer vs. expert), gender (male vs. female), educational background (graduate vs. post-graduate). Kruskal Wallis

Test was done to determine whether there is any significant difference in the opinion of respondents based on age (4 groups) and work experience (4 groups).

Table 3.2: Statistical tests used for each objective Objective Number Hypothesis Number Statistical Test Used 3 H01 Pearson‘s Correlation 4 H02 Mann – Whitney U Test H03 Mann-Whitney U Test H04 Mann-Whitney U Test H05 Kruskal Wallis Test H06 Kruskal Wallis Test Source: Own analysis

3.11 Interpretation and Report Writing

The analyzed data were finally interpreted to draw the conclusions and reported with the objective of the study in view.

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3.12 Limitations of the Study

For the purpose of this research the study is limited to the game of cricket. It needs to be tested on the other games as well, such as the recently introduced

Indian Badminton League (IBL) and Indian Hockey League (IHL). Further, the study focuses on Deccan Chargers only, which was an important team in IPL

2009. Other teams are not considered. The primary research was confined only to Navi Mumbai and Mumbai due to cost and time constraints. The primary research is based on the cricket viewers and cricket experts (analysts, past players, etc.). Most of the star cricketers today are coming from tier II towns.

Also, in future few more parameters related to leadership style may be identified and subsequently the study may be carried out on those identified parameters.

Financial turnaround is not considered in this study as the IPL revenue model is relatively fixed with very little control on the costs. Hence the study focuses on performance and not on financials of the IPL. Non-sports businesses forming part of IPL are excluded from the study such as merchandising, loyalty cards, gift wares etc.

One of the Principal revenue source world over for sports business is transfer of players to other franchisees; this has not yet matured in IPL even though trading windows are available for each edition of IPL e.g. Gareth Frank Bale, footballer was transferred from Tottenham Hotspur, London to Real Madrid, Spain for $100 million on 1st September, 2013. Such revenues will be the key drivers in sports business model though impact of such key players on turnaround has not been considered in this study.

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A similar turnaround like Deccan Chargers happened in the case of Kolkata

Knight Riders in IPL 2011. From the bottom of the table in 2010, they rose to top the league in 2011. This study does not consider whether the factors that influenced the turnaround in the case of Deccan Chargers were applied in KKR‘s case as well. The franchisee data was classified and IPL records inaccessible, defying such a study, which would have otherwise reinforced the hypothesis and parameters, applied in this case.

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Chapter 4

IPL Overview

4.1 Introduction

Indian Premier League or IPL is a cricket tournament founded in the year 2008.

This tournament started on the lines of football‘s English Premier League and the

National Basketball Association that is popularly known as NBA in USA. These tournaments being extremely popular in their nascent countries, IPL was introduced in India by Mr. Lalit Modi. He served as the league‘s first Chairman and Commissioner. Cricket has always been the most popular sport in India, where every game from domestic to World cup is watched religiously. Every win is marked with pomp and ceremony and the players idolised to the point of worship. IPL was a completely unique concept. It could have either gone down well with ardent cricket lovers or would have been unsuccessful. The risk was taken. It spread like wild fire, contrary to what the purists or critics had predicted.

The inception of IPL added a new side to the game, making it one of the most sought after games, not only in India but also internationally. The league made its debut on 18th April 2008 with much fanfare and instantly caught with the masses.

IPL or Indian Premier League was played between teams that were based out of different states. Initially IPL started off with eight teams namely Kolkata Knight

Riders (KKR) based out of Kolkata, Chennai Super Kings (CSK) of Chennai,

Mumbai Indians (MI) of Mumbai, Kings XI Punjab (KXIP) of Mohali, Chandigarh,

Rajasthan Royals (RR) of Jaipur, Deccan Chargers (DC) of Hyderabad, Delhi

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Daredevils (DD) of Delhi and Royal Challengers Bangalore (RCB) of Jaipur. In the later seasons teams like Kochi Tuskers Kerala (KTK) that were representing the city of Kochi, Kerala; Sunrisers Hyderabad (SH) of Hyderabad and Pune

Table 4.1: IPL Teams and their franchises, price, captain and coach

Team Name City Owners Price Captain Coach Shahrukh Khan ( Red Chilies Kolkata Knight US$75.09 Gautam Trevor Kolkata Entertainment), Juhi Riders million Gambhir Bayliss Chawla, Jay Mehta (Mehta group) Chennai US$91 Stephen Chennai India Cements MS Dhoni Super Kings million Fleming Shilpa Shetty, Raj Rajasthan US$67 Paddy Jaipur Kundra (UK Tradecorp Rahul Dravid Royals million Upton Ltd) Mumbai Reliance Group Teesta US$111.9 John Mumbai Rohit Sharma Indians Retail million Wright Royal US$111.6 Ray Challengers Bangalore UB Group Virat Kohli million Jennings Bangalore Mohit Burman Mohali (Dabur), Karan Paul US$76 Darren Kings XI Punjab (Chandigar (Apeejay Surendara Adam Gilchrist million Lehmann h) Group), The Oberoi Group GMR Group, Delhi Preity Zinta, Ness US$84 Mahela Eric New Delhi Daredevils Wadia million Jayawardene Simons (Bombay Dyeing) Sunrisers Sun TV US$159 Tom Hyderabad Cameron White Hyderabad Network million Moody Defunct Teams Deccan Deccan Chronicle US$107 Darren Hyderabad Adam Gilchrist Chargers Holdings Limited million Lehmann Mahela Kochi Tuskers Kochi Cricket US$333 Geoff Kochi Jayawardene Kerala Private Ltd million Lawson (Season- 4) Pune Warriors Sahara India US$370 Pravin Pune Yuvraj Singh India Parivar million Amre Source: http://en.wikipedia.org/wiki/Indian_Premier_League

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Warriors India (PWI) of Pune were introduced. Mumbai Indians and Pune

Warriors India were both based out of Maharashtra, though they represented their own cities. When Deccan Chargers were dropped in the later season due to financial troubles, the team was auctioned and was bought by Sun TV Network. It was renamed as Sunrisers Hyderabad and had most of the same players from the earlier seasons. Also both Kochi Tuskers and Pune Warriors added in the

2011 season of IPL too were dropped in the later seasons because of financial differences with the BCCI. These teams automatically became representatives of the states or cities that they were based out of. People belonging to particular states started associating themselves with the team representing their state, causing a turnout of lakhs of people in every single match of the IPL.

4.2 IPL Rules

IPL rules were pretty lucid and interesting. The franchisees had to adhere to these rules which included the buying, signing and trading of new players for their team. To begin with, there were different ways to get good or intended players into the team. An auction was held, wherein a list of more than 100 players were presented to be sold to the different franchises. The franchisees could either go to the annual auction that included international players or simply buy domestic players. There was also a choice to buy uncapped players or the franchises could even buy replacements. The uncapped players were domestic players who had not represented the nation in any format. It was a great opportunity for them to showcase their talents and get recognised. The players

86 had a base price and then they were auctioned accordingly. The total spending capital for the franchisee in the first player auction was about US $5million. The players who were under-22 were to be paid with a minimum annual salary of US

$20,000, while for others it was US $50,000. Glenn Maxwell was bought by

Mumbai Indians for $1million making him the first million dollar player in the IPL 6 auction. The best part about IPL was the fact that Indian players got to play alongside some of the world‘s best international cricketers. It was also a great opportunity for the domestic players to share the bench with international as well as national stars.

Table 4.2: Team performances tabulated year wise Team 2008 2009 2010 2011 2012 2013 Chennai Super Kings R 4th W W R R Delhi Daredevils 3rd 3rd GS GS 3rd GS Kings XI Punjab 4th GS GS GS GS GS Kolkata Knight Riders GS GS GS 4th W GS Mumbai Indians GS GS R 3rd 4th W Rajasthan Royals W GS GS GS GS 3rd Royal Challengers Bangalore GS R 3rd R GS GS Pune Warriors India DNP DNP DNP GS GS GS Deccan Chargers GS W 4th GS GS DNP Kochi Tuskers Kerala DNP DNP DNP GS DNP DNP Sunrisers Hyderabad DNP DNP DNP DNP DNP 4th Source: http://en.wikipedia.org/wiki/Indian_Premier_League Notes: W = Winner; R = Runner-up; SF = Semi finalist; PL = Playoffs; GS = Group stage; DNP = Did Not Play;

According to the rules, a team had to hire a minimum of sixteen players, which included international players, players of Indian origin and additionally, the physiotherapist, the team‘s coach and other support staff. IPL was a domestic cricket game, hence it was compulsory for each team to have seven local players. There had to be a minimum of four players in each team from the BCCI under 22-pool. In terms of international players, there could be no more than

87 eleven players in the squad, out of which four foreign players would play in the eleven. There were also a minimum number of Indian players that had to be included in the squad, which was around fourteen.

4.3 Tournament Awards

Indian Premier League also started with the new concept of honouring the best batsmen and bowlers of the tournament by awarding them orange and purple caps. This was a unique concept to credit the players for their good performance in the game. The orange cap was conferred to the batsman with the most cumulative runs to his name on each day of the season. He would have the honour of wearing that cap in the field. The holder of the orange cap at the end of the season would also win the honour of being the ‗Winner of Orange Cap for that year‘. He would be recognised for his stupendous performance on the occasion of grand finals.

Table 4.3: Orange cap winners from season 1 to season 6 of IPL

Season Player Team Runs M I Balls SR Ave HS 100‟s 50‟s 4‟s 6‟s

Shaun 2008 KXIP 616 11 11 441 139.68 68.44 115* 1 5 59 26 Marsh Matthew 2009 CSK 572 12 12 395 144.81 52.00 89 0 5 60 22 Hayden Sachin 2010 MI 618 15 15 466 132.61 47.53 89* 0 5 86 3 Tendulkar Chris 2011 RCB 608 12 12 332 183.13 67.55 107 2 3 56 44 Gayle Chris 2012 RCB 733 15 14 456 160.74 61.08 128 1 7 46 59 Gayle Michael 2013 CSK 733 16 16 566 129.50 52.35 95 0 6 81 17 Hussey Source: http://en.wikipedia.org/wiki/List_of_Indian_Premier_League_records_and_statistics Notes: M: Matches, I: Innings, SR: Strike Rate, Ave: Average, HS: Highest Score

On the other hand the purple cap was awarded to the bowler who had the most cumulative wickets to his name on each day of the season. He too would have

88 the honour to wear the awarded cap in the field and also earn the honour of being the ‗Winner of Purple Cap for the year‘.

Table 4.4: Purple cap winners from Season 1 to Season 6 Season Player Team Wk M O Eco Av SR BBI Sohail Rajasthan 2008 22 11 41.1 6.46 12.09 11.2 6/14 Tanvir Royals R.P. Deccan 2009 23 16 59.4 6.98 18.13 15.5 4/22 Singh Chargers Pragyan Deccan 2010 21 16 58.5 7.29 20.42 16.8 3/26 Ojha Chargers Lasith Mumbai 2011 28 16 63.0 6.03 13.39 13.5 5/13 Malinga Indians Morne Delhi 2012 25 16 63.0 7.19 18.12 15.1 4/20 Morkel Daredevils Dwayne Chennai 2013 32 18 62.3 7.95 15.53 11.7 4/42 Bravo Super Kings Source: http://en.wikipedia.org/wiki/List_of_Indian_Premier_League_records_and_statistics Notes: WK: Wickets, M: Matches, O: Overs, Economy rate: Av: Average: SR: Strike Rate, BBI: Best Innings Bowling

Apart from the exclusive awards introduced in the Indian Premier League, there were other awards similar to the regular cricket games, domestic or international.

Awards like IPL Final - Maximum Sixes Award, IPL Final Man of the Match, Man of the Tournament, Fair Play Award, Best Venue - Pitch Award, Golden Player

Award, Kamaal Catch Award, Best Inning Award, Citi Rising Star Award and Best

Individual Performance Award. The awards were given to the players either at the end of the matches or even at the end of the tournaments.

Fair play award was an award that was given to the team during each season of

Indian Premier League that had the best record of fair play. The winner was decided on the basis of the points the umpires gave to the teams. The winner of this award earned a trophy for the team. It was sponsored by Kingfisher Airlines and therefore was officially known as ‗Fly Kingfisher Fair Play Award‘. After each

89 match the two on field umpires and the third umpire scored the performance of the teams.

Table 4.5: Fair play points, average points per match and league standing of teams. Average Total Fair Play League Season Winner points per matches Points standing match 2008 Chennai Super Kings 16 134 8.3 Runners-up 5th out of 8 2009 Kings XI Punjab 14 122 8.8 teams 2010 Chennai Super Kings 16 140 8.8 Champions 2011 Chennai Super Kings 14 __ __ Champions 7th out of 10 2012 Rajasthan Royals 16 154 9.6 teams 2013 Chennai Super Kings 18 - - Runners-up Source: http://en.wikipedia.org/wiki/List_of_Indian_Premier_League_records_and_statistics

Another very important award was the man of the match award which was given to the all-rounder player of that match. It was given to the most outstanding player, whose contribution was seen as the most crucial in winning the game.

However it had also been given to a player of a losing team, given the fact that he had been the highest scorer of the match.

The awards were huge motivational tools for the players who had done well in the games. They served as a boost for future matches, pushing the player to do well and keep up his spirit and energy even for the future games that he would play for the team.

The awards were for best sixes, most runs, best catch of the match etc. IPL introduced awards for new and upcoming players who hadn‘t played for India or represented the Indian team internationally. IPL gave them a huge opportunity to showcase their talents in front of millions of people. They also got the opportunity to play alongside some of the world‘s best and renowned players. The awards

90 were in the form of cash prizes and sponsored companies like Karbonn, Citi,

DLF, Fly Kingfisher; Star plus etc. were some of the companies that sponsored the event. Such sponsored awards were initiated in the Indian Premier League.

Table 4.6: Man of the match from Season 1 to Season 6 Current Awards Players Mat 2008 2009 2010 2011 2012 2013 Team Royal 15 Chris Gayle Challengers 59 0 1 0 6 5 3 Bangalore Kolkata Yusuf 13 Knight 91 4 3 2 2 1 1 Pathan Riders Chennai Michael 10 Super 45 1 0 0 3 1 5 Hussey Kings Virendar Delhi 10 79 2 1 1 2 3 1 Sehwag Daredevils Chennai M S 10 Super 95 2 1 2 1 1 3 Dhoni Kings Source: http://en.wikipedia.org/wiki/List_of_Indian_Premier_League_records_and_statistics Notes: Mat: Matches

4.4 Sponsorships

The IPL brought the BCCI about US$1.6 billion over a period of five to ten years.

The revenues generated were directed towards a central pool and then was divided according to the rules. In the central pool 40% went to IPL, 54% to the franchises and 6% as prize money. The money had to be distributed according to the rule till 2017, then after that the share of IPL would become 50%, franchises

45% and prize money 5%. DLF paid around US$ 50 million as the title sponsor of the tournament for five years but did not renew the contract. After which Pepsico paid Rs. 396.8 crore and became the title sponsor of the tournament. It also made a deal to be the official beverage supplier for the season 6 of IPL, 2013.

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Kingfisher Airlines was the official umpire partner for the series with a whopping

£15 million deal. Other sponsors were Hero Honda for $22.5 million, Pepsico worth $12.5 million and Kingfisher at $26.5 million.

4.5 Television rights

Table 4.7: Bidders, regional broadcast right including their terms of deal Winning Bidder Regional Broadcast Rights Terms of Deal Sony Entertainment India, Bangladesh, Bhutan, 10 years, 2008–2017 at Television/World Sport Nepal 8700 crore (US$1.6 billion) Group (revised) The Times Group Worldwide Global Rights to distribute on broadband, mobile and radio. 4 Years 2011–2014, Terms not released. Channel 9 Bangladesh GEO Super (2008–2010, Pakistan Contract extended to 2013. 2012, 2013) Carlton Sports Network Sri Lanka Terms not released. (2012–) Sri Lanka Rupavahini Corporation: Channel Eye (2008–2011) One (2009–2010) Australia: Previously owned by 5 years, 2008–2012 at Network Ten (2008) Network Ten. Seven Network A$10–15 million Seven Network (2014-) Currently no television broadcasting due to a legal dispute.[46] Sky Network Television New Zealand Terms not released. (2008–2010, 2012–) PCCW Hong Kong: Broadcast rights on 2 years, 2010–2011 terms Now TV not released. StarHub Singapore: Broadcast rights on IPL Terms not released Channel Astro Malaysia, Brunei Terms not released SuperSport South Africa, Angola, Benin, 10 Years, 2008–2017 terms Botswana, Burkina Faso, not released. Burundi, Cameroon, Cape Verde, Central African Republic, Chad, Comoros, Ivory Coast, Democratic Republic of the Congo, Djibouti, Eritrea, Ethiopia, Equatorial Guinea, Gabon, Gambia, Ghana, Guinea, Guinea-Bissau, Kenya, Liberia, Madagascar, Malawi, Mali, Mauritius, Mozambique, Namibia, Niger, Nigeria, Republic of the Congo, Rwanda,

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Saint Helena, Ascension and Tristan da Cunha, São Tomé and Príncipe Senegal, Seychelles, Sierra Leone, South Sudan, Swaziland, Tanzania, Togo, Uganda, Zambia, Zimbabwe Arab Digital Distribution United Arab Emirates, Algeria, 10 Years, 2008–2017 terms (CricOne Bahrain, Egypt, Iran, Iraq, not released.[48 Jordan, Kuwait, Lebanon, Libya, Mauritania, Morocco, Oman, Palestine, Qatar, Saudi Arabia, Sudan, Syria, Tunisia, Yemen Broadcast rights on CricOne ITV (2010–) Setanta United Kingdom: Broadcast on 4 Years 2011–2014, Terms Sports (2008–2009 ITV4. not released. SportsMax Anguilla, Antigua and Barbuda, Terms not released Bahamas, British Virgin Islands, Barbados, Bermuda, Cayman Islands, Dominica, Grenada, Guadeloupe, Guyana, Jamaica, Martinique, Montserrat, Saint Kitts and Nevis, Saint Lucia, Saint Martin, Sint Maarten, Saint Vincent and the Grenadines, Suriname, Trinidad and Tobago, Turks and Caicos Islands, United States Virgin Islands Sportsnet Canada: Exclusive broadcast 4 years, 2011–2014 terms One/World/Omni (2011– rights. not released. present) Asian Television Network (2008–2010) ATN-Asian Radio (2008– present) Willow TV (2008–2010, United States Rights to distribute on 2012, 2013 television, radio, broadband and Internet, for the IPL in North America. 5 years, 2008–2012, terms not released. NEO Cricket (2011–) Dish United States Terms not released. Network (2008, 2011–) DirecTV (2008–2010) Source: http://en.wikipedia.org/wiki/Indian_Premier_League

4.6 IPL Season I- 2008

Season 1 commenced on the 18th of April 2008 and lasted until 1st June 2008.

There were 59 matches that were going to be played, out of which 58 took place and one was washed out because of the rains. It was an all-play-all tournament,

93 wherein all the teams would play a home match and an away match against every other team. After these matches would be two semi-finals, and the winning teams from both would compete against each other in the finals. The season1 of

IPL had eight teams; they were Deccan Chargers, Rajasthan Royals, Kings XI

Punjab, Mumbai Indians, Chennai Super Kings, Delhi Daredevils, Kolkata Knight

Riders and Royal Challengers Bangalore.

Table 4.8: Teams and their standings in IPL I Team Pld W L NR Pts NRR Rajasthan Royals (C) 14 11 3 0 22 +0.632 Kings XI Punjab 14 10 4 0 20 +0.509 Chennai Super Kings (R) 14 8 6 0 16 -0.192 Delhi Daredevils 14 7 6 1 15 +0.342 Mumbai Indians 14 7 7 0 14 +0.570 Kolkata Knight Riders 14 6 7 1 13 -0.147 Royal Challengers Bangalore 14 4 10 0 8 -1.161 Deccan Chargers 14 2 12 0 4 -0.467 Source: http://en.wikipedia.org/wiki/2008_Indian_Premier_League Notes: Pld: Played, W: Won, L: Lost, NR: No Result, Pts: Points, NRR: Net run rate, (C): Eventual Champion, (R): Runner-up

There were series of matches between all the groups, matches played on the home ground as well as away matches. The semi-finalists in the match were

Rajasthan Royals, Kings XI Punjab, Delhi Daredevils and Chennai Super Kings.

Then there was a knock out stage where in the Rajasthan Royals played opposite Delhi Daredevils who also won the toss and elected to field. Kings XI

Punjab played opposite Chennai Super Kings in which Kings XI Punjab won the toss and elected to bat. The match between Rajasthan Royals and Delhi

Daredevils was played on 30th May 2008 and the match between Chennai Super

Kings and Kings XI Punjab was played on 31st May 2008. Both the matches were played in Wankhede Stadium, Mumbai. Rajasthan won by 105 runs and Chennai

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Super Kings won by 9 wickets in the respective matches. This resulted in

Chennai Super Kings playing opposite Rajasthan Royals.

4.6.1 Statistics – IPL 2008

Shaun Marsh of Kings XI Punjab the batsman who took the most runs in the complete season 1 of Indian Premier League. He was awarded the orange cap which he could wear on field and was tournaments leading scorer with most runs.

Table 4.9: Batsmen with most run in IPL I Player Team M I R B SR Av HS 100 50 4s 6s Shaun Kings XI 11 11 616 441 139.68 68.44 115 1 5 59 26 Marsh Punjab Gautam Delhi 14 14 534 379 140.89 41.07 86 0 5 68 8 Gambhir Daredevils Sanath Mumbai 14 14 514 309 166.34 42.83 114* 1 2 57 31 Jayasuriya Indians Shane Rajasthan 15 15 472 311 151.76 47.20 76* 0 4 46 19 Watson Royals Graeme Rajasthan 11 11 441 362 121.82 49.00 91 0 3 54 8 Smith Royals Source: http://en.wikipedia.org/wiki/2008_Indian_Premier_League Notes: M: Matches, I: Innings, R: Runs, B: Balls, SR: Strike Rate, Av: Average, HS: Highest Score

Table 4.10: Batsmen with best batting strike rate in IPL I Player Team M I R B SR Av HS 100 50 4s 6s Virendar Delhi 14 14 406 220 184.54 33.83 94* 0 3 46 21 Sehwag Dareveils Yusuf Rajasthan 16 15 435 243 179.01 31.07 68 0 4 43 25 Pathan Royals Sanath Mumbai 14 14 514 309 166.34 42.83 114* 1 2 57 31 Jayasuriya Indians Yuvraj Kings XI 15 14 299 184 162.50 23.00 57 0 1 24 19 Singh Punjab Kumar Kings XI 10 9 320 198 161.61 35.55 94 0 4 41 8 Sangakkara Punjab Source: http://en.wikipedia.org/wiki/2008_Indian_Premier_League Notes: M: Matches, I: Innings, R: Runs, B: Balls, SR: Strike Rate, Av: Average, HS: Highest Score

Sohail Tanvir playing for Rajasthan Royals was the best bowler of the Season 1 of Indian Premier League held in the year 2008. He was awarded with the purple

95 cap that he could wear when fielding. The best bowlers of the match are listed below:

Table 4.11: Bowlers with most wickets in IPL 1 Player Team Mat Ov Wkts Econ Ave SR BBI Sohail Rajasthan 11 41.1 22 6.46 12.09 11.2 6/14 Tanvir Royals Shane Rajasthan 15 52.0 19 7.76 21.26 16.4 3/19 Warne Royals Sreesanth Kings XI 15 51.1 19 8.63 23.26 16.1 3/29 Punjab Shane Rajasthan 15 54.1 17 7.07 22.52 19.1 3/10 Watson Royals Manpreet Chennai 16 60.0 17 7.38 26.05 21.1 3/25 Gony Super Kings Source: http://en.wikipedia.org/wiki/2008_Indian_Premier_League Notes: Mat: Matches, Ov: Overs, Wkts: Wickets, Econ: Economy Rate, SR: Strike Rate, Av: Average, BBI: Best Innings Bowling

The final match was played on 1st June 2008 between Rajasthan Royals and

Chennai Super Kings. DY Patil stadium was the venue for the finale of the tournament. Rajasthan Royals (RR) emerged as the winners of the Indian

Premier League 2008. RR won the inaugural season of Indian Premier League by 3 wickets with 164/7 (20 overs) and Chennai Super Kings lost with 163/5 (20 overs).

Table 4.12: Bowlers with best economy rates in IPL I Player Team Mat Ov Econ Wkts Ave SR BBI Sourav Kolkata Knight Riders 12 20.0 6.40 6 21.33 20.0 2/21 Ganguly Sohail Rajasthan Royals 11 41.1 6.46 22 12.09 11.2 6/14 Tanvir Shaun Mumbai Indians 13 46.0 6.54 11 27.36 25.0 3/12 Pollock Irfan Kings XI Punjab 14 53.0 6.60 15 23.33 21.2 2/18 Pathan Glenn Delhi Daredevils 14 54.0 6.61 12 29.75 27.0 4/29 Mcgrath Source: http://en.wikipedia.org/wiki/2008_Indian_Premier_League Notes: Mat: Matches, Ov: Overs, Wkts: Wickets, Econ: Economy Rate, SR: Strike Rate, Av: Average, BBI: Best Innings Bowling

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The player of the final match was given to Yusuf Pathan and the player of the tournament was given to Shane Watson. The best under-19 award was given to

Shreevats Goswami a left handed batsman and wicketkeeper, who played for

Royal Challengers Bangalore. Special award for fair play was given to Chennai

Super Kings led by Mahendra Singh Dhoni.

4.7 IPL Season 2- 2009

Season 2 of Indian Premier League was held in South Africa and was played from 18th April 2009 to 24th April 2009. It was the second biggest tournament in the world after Cricket World cup. It was held in South Africa instead of India due to fear of terrorist attacks. The tournament coincided with the 2009 elections in

India and hence the Government of India refused to provide with paramilitary security. Hence, on 24 March 2009 BCCI officially announced that the tournament would be held in South Africa.

Since the tournament was held in South Africa it posed extreme challenges for the BCCI as this meant financially they would have to spend more than the usual.

The staff members and the cricketers had to be flown from India to South Africa.

The BCCI also signed a contract with Multi Screen Media to broadcast matches live from South Africa to India. The IPL in South Africa was indeed a remarkable achievement and was a huge success.

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4.7.1 Rules and regulations

The rules were changed in the IPL 2009 edition. The number of international players in each team was increased from 8 to 10 players. The number of players playing in the match out of 11 remained at 4. The BCCI also made a deal with the England and Wales Cricket Board (ECB) to allow English cricketers to play in the 2009 IPL tournament. The English players were allowed to play for 21 days in between their tour to West Indies and subsequent return tour.

At the half point of each innings, a seven and a half minute timeout was held which did not go down well with the players. The players complained that it broke the flow of the game. Hence, the timeout rules were revised in the 2010 edition of

Indian Premier League.

The format of the game was same as the previous seasons. Points in the group were given like this:

Table 4.13: Points awarded in a group in IPL 2 Results Points Win 2 points No result 1 point Loss 0 points Source: http://en.wikipedia.org/wiki/2009_Indian_Premier_League

4.7.2 Teams and standings

Several matches were played and the teams that reached the semi-finals were

Delhi Daredevils, Chennai Super Kings, Deccan Chargers and Royal

Challengers Bangalore. The matches played between the four were a close match, it was a tough fight. The first semi-final match was held on 22nd May

2009, which was played between Deccan Chargers opposite Delhi Daredevils.

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Deccan Chargers won the toss and elected to field. Delhi lost with 153/8 and the match was won by Deccan by 6 wickets with 154/4. The match between Royal

Challengers Bangalore and Chennai Super Kings was held on 23rd May 2009.

Royal Challengers Bangalore won the toss and elected to field. Bangalore won the match by 6 wickets with 149/4 and Chennai Super Kings lost the match with

146/6.

Table 4.14: Teams and their standings in IPL 2 Team Pld W L NR Pts NRR Delhi Daredevils 14 10 4 0 20 +0.311 Chennai Super Kings 14 8 5 1 17 +0.951 Royal challengers Bangalore (R) 14 8 6 0 16 -0.191 Deccan Chargers (C) 14 7 7 0 14 +0.203 Kings XI Punjab 14 7 7 0 14 -0.483 Rajasthan Royals 14 6 7 1 13 -0.352 Mumbai Indians 14 5 8 1 11 +0.297 Kolkata Knight Riders 14 3 10 1 7 -0.789 Source: http://en.wikipedia.org/wiki/2009_Indian_Premier_League Notes: Pld: Played, W: Won, L: Lost, NR: No Result, Pts: Points, NRR: Net runrate, (E) = Eventual Champion; (R) = Runners-up

4.7.3 Statistics – IPL 2009

IPL was Mathew Hayden was declared the best batsman of the 2009 edition with the most runs in the match.

Table 4.15: Batsmen with most runs in IPL 2 Player Team I Runs Ave SR HS 100 50 4s 6s Matthew Chennai 12 572 52.00 144.81 89 0 5 60 22 Hayden Super Kings Adam Deccan 16 495 30.93 152.30 85 0 3 54 29 Gilchrist Chargers AB de Delhi 13 465 51.66 130.98 105* 1 3 39 12 Villiers Daredevils Suresh Chennai 14 434 31.00 140.90 98 0 2 37 21 Raina Super Kings Tillakaratne Delhi 13 418 41.80 122.58 67* 0 4 42 13 Dilshan Daredevils Source: http://en.wikipedia.org/wiki/2009_Indian_Premier_League Notes: I: Innings, SR: Strike Rate, Av: Average, HS: Highest Score

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R.P Singh of Deccan Chargers Team was declared the best bowler of the

Season 2 of Indian Premier League held in the year 2009 and he was awarded the purple cap for the season.

Table 4.16: Batsmen with best batting strike rate in IPL 2 Player Team Mat I Runs Balls SR Ave HS 100s 50s 4s 6s Dwayne Deccan 8 8 215 132 162.88 26.87 49 0 0 12 15 Smith Chargers Adam Deccan 16 16 495 325 152.30 30.93 85 0 3 54 29 Gilchrist Chargers Andrew Deccan 8 8 249 166 150.00 35.57 60* 0 1 15 11 Symonds Chargers Matthew Chennai 12 12 572 395 144.81 52.00 89 0 5 60 22 Hayden Super Kings Suresh Chennai 14 14 434 308 140.90 31.00 98 0 2 37 21 Raina Super Kings Source: http://en.wikipedia.org/wiki/2009_Indian_Premier_League Notes: Mat: Matches, I: Innings, SR: Strike Rate, Av: Average, HS: Highest Score

Table 4.17: Best bowlers with most no. of wickets in IPL 2 Player Team Mat Ov Wkts Econ Ave SR BB R.P. Singh Deccan 16 59.4 23 6.98 18.13 15.5 4/22 Chargers Anil Kumble Royal 16 59.1 21 5.86 16.52 16.9 5/5 Challengers Bangalore Ashish Nehra Delhi 13 51.0 19 6.78 18.21 16.1 3/27 Daredevils Lasith Malinga Mumbai 13 49.3 18 6.30 17.33 16.5 3/11 Indians Pragyan Ojha Deccan 15 53.3 18 6.50 19.33 13.2 3/21 Chargers Source: http://en.wikipedia.org/wiki/2009_Indian_Premier_League Notes: Mat: Matches, Ov: Overs, Wkts: Wickets, Econ: Economy Rate, SR: Strike Rate, Av: Average, BB: Best Bowling

The finals match of the IPL 2009 edition was held on 24th May 2009 at New

Wonderers Stadium, Johannesberg. The match was between Deccan Chargers and Royal Challengers Bangalore. Royal Challengers Bangalore won the toss

100 and elected to field. Deccan Chargers won the match by 6 runs with 143/6 (20 overs) against Royal Challengers Bangalore who lost with 137/9 (20 overs). The player of the match was given to Adam Gilchrist of Deccan Chargers while Anil

Kumble of Royal Challengers Bangalore was declared player of the grand finale.

The highest scorer of the tournament was Manish Pandey of Royal Challengers

Bangalore with Rohit Sharma of Deccan Chargers being awarded the under-23 success of the tournament. Kings XI Punjab won the Kingfisher fair play award for the 2009 edition.

Table 4.18: Bowlers with best economy rates in IPL 2 Minimum 25 over bowled Player Team Mat Ov ER Wkts Ave SR BB Muttiah Muralitharan Chennai Super 13 50.0 5.22 14 18.64 21.4 3/11 Kings Harbhajan Singh Mumbai Indians 13 44.0 5.81 12 21.33 22.0 4/17 Anil Kumble Royal 16 59.1 5.86 21 16.52 16.9 5/5 Challengers Bangalore Murali Kartik Kolkata Knight 10 34.0 5.91 4 50.25 51.0 2/28 Riders Suresh Raina Chennai Super 14 27.4 5.92 7 23.42 23.7 2/17 Kings Source: http://en.wikipedia.org/wiki/2009_Indian_Premier_League Notes: Mat: Matches, Ov: Overs, Wkts: Wickets, Econ: Economy Rate, SR: Strike Rate, Av: Average, BB: Best Bowling

4.8 IPL Season 3- 2010

The 2010 edition was the third season of Indian Premier League that was established by the BCCI in 2007. The tournament unlike the previous season was hosted in India with around 200 million T.V. audiences all over the world watching it. The matches were played from 12th March 2010 to 25th April 2010.

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This was also the first season that was broadcasted live on YouTube. The final four matches were also screened in 3D in movie theatres halls in India.

4.8.1 IPL Rules

The rules and format were the same as the previous season, except for the strategic timeout that was revised after the 2009 edition of IPL. Each innings had two mandatory timeouts of two-and-a-half minutes each. The fielding captain was allowed to take one at the end of over six, seven, eight or nine, and the batsmen at the end of over 13, 14, 15 or 16. Points in the group stage were awarded as follows:

Table 4.19: Points awarded in the group stage in IPL 3 Results Points Win 2 points No Result 1 point Loss 0 points Source: http://en.wikipedia.org/wiki/2010_Indian_Premier_League

According to rules, if a match ended with the scores tied, the tie had to be broken with a one-over-per-side Super Over. The rules of the Super Over were set out in the ICC Standard Twenty20 International match playing conditions (1 October

2009 version). The team with most runs won and if equal, the team with most number of boundary sixes throughout the entire match would win. Though if the runs were still equal then the team with most number of boundaries throughout the entire match would win. If still equal then the team taking the most wickets throughout the entire match won and if it continued to be the same then a count- back from the final ball of the Super Over eliminator had to be conducted. The

102 team with the higher scoring delivery would be the winner and last but not least if the runs still don‘t differ then coin toss would be the final option to determine the victor.

Table 4.20: Teams and their Standings in IPL 3 Team Pld W L NR Pts NRR Mumbai Indians (R) 14 10 4 0 20 +1.084 Deccan Chargers 14 8 6 0 16 -0.297 Chennai Super Kings (C) 14 7 7 0 14 +0.274 Royal Challengers Bangalore 14 7 7 0 14 +0.219 Delhi Daredevils 14 7 7 0 14 +0.021 Kolkata Knight Riders 14 7 7 0 14 -0.341 Rajasthan Royals 14 6 8 0 12 -0.514 Kings XI Punjab 14 4 10 0 8 -0.478 Source: http://en.wikipedia.org/wiki/2010_Indian_Premier_League Notes: Pld: Played, W: Won, L: Lost, NR: No Result, Pts: Points, NRR: Net runrate, (C) = Eventual champions (R) = Runners-up

Mumbai Indians made it to the semi-finals along with Royal Challengers

Bangalore, Chennai Super Kings and Deccan Chargers. The first semi-finals were held on 21st April 2010 between Mumbai Indians and Royal Challengers

Bangalore in which Mumbai Indians won the toss and elected to bat. The match was won by Mumbai Indians by 35 runs with 184/5 (20 overs) and Royal

Challengers Bangalore lost with 149/9 (20 overs). The second semi-final match was held on 22nd April 2010 between Chennai Super Kings and Deccan

Chargers in which Chennai Super Kings won the toss and elected to bat. The match was won by Chennai by 38 runs with 142/7 (20 overs) and Deccan

Chargers lost with 104 (19.2 overs).

A third play-off match was held on 24th April between Deccan Chargers and

Royal Challengers Bangalore for the third position. Deccan Chargers won the

103 toss and elected to bat. Royal Challengers Bangalore won the match by 9 wickets with 86/1 (13.5 overs).

4.8.2 Statistics – IPL 2010

Sachin Tendulkar from the Mumbai Indians Team was declared the best batsman of the tournament. He was the leading run scorer and hence was also awarded the orange cap.

Table 4.21: Batsmen with most runs in IPL 3 Player Team Mat Inns Runs Balls SR Ave HS 100 50 4s 6s Sachin Mumbai 15 15 618 466 132.61 47.54 89* 0 5 86 3 Tendulkar Indians Jacques Royal 16 16 572 494 115.78 47.66 89* 0 6 67 9 Kallis Challengers Bangalore Suresh Chennai 16 16 520 364 142.85 47.27 83* 0 4 45 22 Raina Super Kings Sourav Kolkata 14 14 493 418 117.95 37.58 88 0 4 54 13 Ganguly Knight Riders Murali Chennai 15 15 458 292 156.84 35.23 127 1 2 36 26 Vijay Super Kings Source: http://en.wikipedia.org/wiki/2010_Indian_Premier_League#match49 Notes: Mat: Matches, Inns: Innings, SR: Strike Rate, Ave: Average, HS: Highest Score

Table 4.22: Batsmen with best batting strike rate in IPL 3 Player Team Mat Inns Runs Balls SR Ave HS 100 50 4s 6s Kieron Mumbai 14 14 273 147 185.71 22.75 45* 0 0 23 17 Pollard Indians Robin Royal 16 14 374 218 171.55 31.16 68* 0 3 21 27 Uthappa Challengers Bangalore Yusuf Rajasthan 14 14 333 201 165.67 27.75 100 1 1 21 24 Pathan Royals Virender Delhi 14 14 356 218 163.30 25.42 75 0 3 45 14 Sehwag Daredevils Chris Kolkata 9 9 292 184 158.69 32.44 88 0 2 30 16 Gayle Knight Riders Source: http://en.wikipedia.org/wiki/2010_Indian_Premier_League#match49 Notes: Mat: Matches, Inns: Innings, SR: Strike Rate, Ave: Average, HS: Highest Score

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Pragyan Ojha, a slow left arm orthodox bowler, playing for Deccan Chargers was awarded the purple cap for being the best bowler of the 2010 edition of the Indian

Premier League.

Table 4.23: Bowling: Most wickets in IPL 3 Player Team Mat Ov Wkts Econ Ave SR BBI Pragyan Ojha Deccan Chargers 16 58.5 21 7.29 20.42 16.8 3/26 Amit Mishra Delhi Daredevils 14 53.0 17 6.84 21.35 18.7 3/25 Harbhajan Singh Mumbai Indians 15 53.3 17 7.04 22.17 18.8 3/31 Anil Kumble Royal Challengers 16 63.2 17 6.42 23.94 22.3 4/16 Bangalore Vinay Kumar Royal Challengers 14 46.1 16 8.57 24.75 17.3 4/4 Bangalore Source: http://en.wikipedia.org/wiki/2010_Indian_Premier_League#match49 Notes: Mat: Matches, Ov: Overs, Wkts: Wickets, Econ: Economy Rate, SR: Strike Rate, Ave: Average, BBI: Best bowling Innings

Table 4.24: Bowlers with the best economy rates in IPL 3 Player Team Mat Ov Econ Wkts Ave SR BBI Ravichandran Ashwin Chennai Super 12 48.0 6.10 13 22.53 22.1 3/16 Kings Anil Kumble Royal 16 63.2 6.42 17 23.94 22.3 4/16 Challengers Bangalore Murali Kartik Kolkata Knight 10 39.0 6.48 9 28.11 26.0 2/20 Riders Dirk Nannes Delhi 9 34.1 6.55 7 32.00 29.2 2/12 Daredevils Doug Bollinger Chennai Super 8 31.0 6.67 12 17.25 15.5 4/13 Kings Source: http://en.wikipedia.org/wiki/2010_Indian_Premier_League#match49 Notes: Mat: Matches, Ov: Overs, Wkts: Wickets, Econ: Economy Rate, SR: Strike Rate, Ave: Average, BBI: Best bowling Innings

The final match of the 2010 edition of IPL was held on 25th April 2010 at DY Patil stadium between Mumbai Indians and Chennai Super Kings. Chennai Super

Kings won the match by 22 runs with 168/5 (20 overs) against Mumbai Indian who lost with 146/9 (20 overs). Sachin Tendulkar of Mumbai Indians was

105 declared the Best batsman and Pragyan Ojha of Deccan Chargers was declared the Best bowler.

4.9 IPL Season 4 – 2011

The 2011 edition of IPL was the 4th season of the tournament was hosted in

India. The season opened on 8th April 2011 and ended on 28th May 2011. That season two new teams introduced were Pune Warriors India and Kochi Tuskers

Kerala. New teams under the same franchisees were created through the auction. Each team was allowed to have up to 30 players in a team with about

US$9 million being the limit to spend on purchasing the players. To make it fair the teams were allowed to retain up to 4 players from 2010 season, with at least

4 Indians. Choosing to retain the same players would reduce the salary cap and also the amount the franchises could spend on other players. Remaining players were added in the auction that was held on 8th and 9th January 2011 respectively.

The catchment area was also changed because of the addition of the two new teams to the tournament. Catchment areas were basically the nominated area that helped each side to select the local players, it was mandatory for each player to select at least 4 players from that area. About 12 players had been selected to be retained in their teams while the others were sent for auction. The two teams that retained the maximum of players in their team were Mumbai

Indians and Chennai Super Kings. While the other teams like Kings XI Punjab,

Deccan Chargers, Kolkata Knight Riders released all their players for auction.

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Many good performing players were let go by the franchises because of which they suffered huge loss in terms of performance.

Table 4.25: Players that were retained by their teams in IPL 4 Mumbai Chennai Super Rajasthan Delhi Daredevils Royal Indians Kings Royals Challengers Bangalore Sachin MS Dhoni Shane Warne Virendar Sehwag Virat Kohli Tendulkar Harbhajan Suresh Raina Shane Watson Singh Kieron Pollard M Vijay Lasith Malinga Albie Morkel Source: http://cricketxtra.com/20110106/list-of-players-retained-by-ipl-teams-ipl-2011/

4.9.1 Rules and format

A new ten team format was created with the introduction of 2 new teams. The format consisted of 74 matches. If continued with the earlier format it would have resulted in the increase in the number of matches to 90 matches. The knock-out stage was also revised and changed to play-off format and if the match would end in tie then Super Over was played to decide the winner.

The rules were such that the ten teams would be divided into two groups of 5. In the group stage, each team played 14 games: facing the other four teams in their group two times each (one home and one away game), four teams in the other group once, and the remaining team two times. A random draw was used to determine the groups and who played whom across the groups once and twice.

Each team played the team in the same row and the same column twice, and all others once. For instance, Pune Warriors would play Chennai Super Kings and the other Group A teams twice but the other teams from Group B (Kolkata Knight

Riders, Kochi Tuskers Kerala, Royal Challengers Bangalore and Rajasthan

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Royals) only once. Similarly Kochi Tuskers Kerala would play Delhi Daredevils and the other Group B teams twice but all other teams from Group A only once.

Table 4.26: List of the groups A and B in IPL 4 Group A Group B Deccan Chargers Kolkata Knight Riders Delhi Daredevils Kochi Tuskers Kerala Kings XI Punjab Royal Challengers Bangalore Mumbai Indians Rajasthan Royals Pune Warriors India Chennai Super Kings Source: http://en.wikipedia.org/wiki/2011_Indian_Premier_League

Team winning a match would be awarded 2 points. The losing team would not receive any points. In case of a draw or no result, both teams would be awarded

1 point. A four-game playoff stage following the Page playoff system was held after the group stage. Four games were played in the playoffs. First was the

Qualifier 1 between the teams ranked first and second in the group stage, the

Eliminator between the teams ranked third and fourth in the group stage. Then was the Qualifier 2 between the loser of the Qualifier 1 and winner of the

Eliminator and lastly the Final between the winners of the Qualifiers 1 and 2. The top three teams from the tournament qualified for the 2011 Champions League

Twenty20 while the fourth team entered the qualifying stage of the tournament.

Due to the playoff format, the qualifying teams would be the top two teams of the group stage and the winner of the Eliminator in the playoff stage.

4.9.2 Teams and standings

The Rajasthan Royals and Kings XI Punjab were temporarily ejected from the tournament because of the financial issues. The Kochi Tuskers was also at the risk of getting evicted for the same reason as the other two but they resolved their issue with the BCCI and the teams were able to play in the tournament.

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Table 4.27: Teams and their standings in IPL 4 Team Grp Pld W L NR Pts NRR Royal Challengers Bangalore B 14 9 4 1 19 +0.326 Chennai Super Kings B 14 9 5 0 18 +0.443 Mumbai Indians A 14 9 5 0 18 +0.040 Kolkata Knight Riders B 14 8 6 0 16 +0.433 Kings XI Punjab A 14 7 7 0 14 -0.051 Rajasthan Royals B 14 6 7 1 13 -0.691 Deccan Chargers A 14 6 8 0 12 +0.222 Kochi Tuskers Kerala B 14 6 8 0 12 -0.214 Pune Warriors India A 14 4 9 1 9 -0.134 Delhi Daredevils A 14 4 9 1 9 -0.448 Source: http://en.wikipedia.org/wiki/2011_Indian_Premier_League Notes: Grp: Group, Pld: Played, W: Won, L: Lost, NR: No Result, Pts: Points, NRR: Net run rate

The teams that made it to the playoff stage were Royal Challengers Bangalore,

Chennai Super Kings, Kolkata Knight Riders and Mumbai Indians. The Qualifier

1 was held on 24th May 2011, between Royal Challengers Bangalore and

Chennai Super Kings, where Chennai Super Kings won the toss and elected to field. The match was won by Chennai by 6 wickets with 177/4 (19.4) overs. The eliminator match was held on 25th May 2011 between Kolkata Knight Riders and

Mumbai Indians, where Mumbai Indians won the toss and elected to field. The match was won by Mumbai Indians by 4 wickets with 148/6 (19.2 overs) and

Kolkata Knight Riders lost with 147/7 (20 overs). The Qualifier 2 was held on 27th

May 2011 between Royal Challengers Bangalore and Mumbai Indians in which

Mumbai Indians won the toss and elected to field. Bangalore won the match by

43 runs with 185/4 (20 runs) whereas Mumbai Indians lost with 142/8 (20 overs).

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4.9.3 Statistics

Chris Gayle of Royal Challengers Bangalore was declared the best batsman of the tournament and awarded the orange cap to be worn when fielding.

Table 4.28: Batsmen with most runs in IPL 4 Player Team Runs Inns Mat BF SR Ave HS 100 50 4s 6s Chris Gayle RCB 608 12 12 332 183.13 61.5 107 2 3 56 44 5 Virat Kohli RCB 557 16 16 460 121.08 46.4 71 0 4 55 16 1 Sachin MI 553 16 16 488 113.31 42.5 100* 1 2 67 5 Tendulkar 3 Shaun KXIP 504 13 14 344 146.51 42.0 95 0 4 52 20 Marsh 0 Michael CSK 492 14 14 414 118.84 41.0 83* 0 4 53 6 Hussey 0 Source: http://en.wikipedia.org/wiki/2011_Indian_Premier_League Notes: Inns: Innings, Mat: Matches, BF: SR: Strike Rate, Ave: Average, HS: Highest Score

Lasith Malinga of Mumbai Indians was declared the best bowler of the 2011 edition of the Indian Premier League and awarded with purple cap.

Table 4.29: Bowlers with most wickets in IPL 4 Player Team Wkts Ov Mat Econ Ave SR BBI Lasith Malinga Mumbai 28 63.0 16 5.95 13.39 13.5 5/13 Indians Munaf Patel Mumbai 22 54.2 15 6.58 16.27 14.8 5/21 Indians Sreenath Aravind Royal 21 46.0 13 8.00 17.52 13.1 4/14 Challengers Bangalore Ravichandaran Chennai 20 63.0 16 6.15 19.40 18.9 3/16 Ashwin Super Kings Amit Mishra Deccan 19 53.2 14 6.71 18.84 16.8 4/9 Chargers Source: http://en.wikipedia.org/wiki/2011_Indian_Premier_League Notes: Wkts: Wickets, Ov: Overs, Mat: Matches, Econ: Economy, SR: Strike Rate, BBI: Best bowling Innings

The finals took place on the 28th of May 2011 in M. A. Chidamabaram Stadium,

Chennai; between Royal Challengers Bangalore and Chennai Super Kings.

Chennai Super Kings won the toss and elected to bat. The final match was won

110 by Chennai Super Kings by 58 runs (with 205/5 (20 overs)) and Royal

Challengers Bangalore lost it with 147/8 (20 overs). Murali Vijay of Chennai

Super Kings won Man of the match. Keiron Pollard was awarded for taking most catches in the tournament and Kings XI Punjab batsman Paul Valthaty was awarded the best individual performer in the IPL for his 120 runs against

Chennai. The rising star for the 2011 edition was given to Iqbal Abdullah of

Kolkata Knight Riders.

4.10 IPL Season 5 – 2012

The Indian Premier League 5th edition started on 4th April 2012 and ended in 27th

May 2012. This season of IPL also saw the termination of the team Kochi

Tuskers due to financial issues with the BCCI. This resulted in decrease in number of teams from 9 to 10. IPL 5 had generated the highest number of viewership than any other seasons of IPL. This IPL was one of the most competitive seasons with cliff-hanging finishes, with a few matches that produced result in the last over or in the last ball.

4.10.1 Teams and standings

Table 4.30: Teams and their standings in IPL 5 Team Pld W L NR Pts NRR Delhi Daredevils 16 11 5 0 22 +0.617 Kolkata Knight Riders (C) 16 10 5 1 21 +0.561 Mumbai Indians 16 10 6 0 20 -0.100 Chennai Super Kings (R) 16 8 7 1 17 +0.100 Royals Challengers Bangalore 16 8 7 1 17 -0.022 Kings XI Punjab 16 8 8 0 16 -0.216 Rajasthan Royals 16 7 9 0 14 +0.201 Deccan Chargers 16 4 11 1 9 -0.509 Pune Warriors India 16 4 12 0 8 -0.551 Source: http://en.wikipedia.org/wiki/2012_Indian_Premier_League Notes: Pld: Played, W: Won, L: Lost, NR: No Result, Pts: Points, NRR: Net run rate

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The teams that qualified for the playoff stage were Kolkata Knight Riders, Delhi

Daredevils, Chennai Super Kings and Mumbai Indians. The Qualifier 1 match was held on 22nd May 2012 between Kolkata Knight Riders and Delhi Daredevils at the Subrata Roy Sahara Stadium, Pune. Kolkata Knight Riders won the toss and elected to bat. The match was won by Kolkata Knight Riders by 18 runs with

162/4 (20 overs) while Delhi Daredevils lost with 144/8 (20 overs). The eliminator match was played on 23rd May 2012 between Chennai Super Kings and Mumbai

Indians. Mumbai Indians won the toss and elected to field. Chennai won the match by 38 runs with 187/5 (20 overs) whereas Mumbai Indians lost with 149/9

(20 overs). The Qualifier 2 was held on 25th May 2012 between Chennai Super

Kings and Delhi Daredevils. Delhi Daredevils won the toss and elected to field.

Chennai won the match by 86 runs with 222/5 (20 overs) while Delhi Daredevils lost the match with 136 (16.5 overs).

4.10.2 Statistics – IPL 2012

Table 4.31: Batsmen with most runs in IPL 5 Player Team Inns Runs Ave SR HS 100 50 4s 6s

Chris Royal 14 733 61.08 160.74 128* 1 7 46 59 Gayle Challengers Bangalore Gautam Kolkata 17 590 36.87 143.55 93 0 6 64 17 Gambhir Knight Riders Shikhar Deccan 15 569 40.64 129.61 84 0 5 58 18 Dhawan Chargers Ajinkya Rajasthan 16 560 40.00 129.33 103* 1 3 73 10 Rahane Royals Virender Delhi 15 494 35.28 164.11 87* 0 5 57 19 Sehwag Daredevils Cameron Deccan 13 479 43.54 149.68 78 0 5 41 20 White Chargers Rahul Rajasthan 16 462 28.87 112.13 58 0 2 63 4 Dravid Royals

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Suresh Chennai 18 441 25.94 135.69 73 0 1 36 19 Raina Super Kings Rohit Mumbai 16 433 30.92 126.60 109* 1 3 39 18 Sharma Indians Mandeep Kings XI 16 432 27.00 126.31 75 0 2 53 7 Singh Punjab Source: http://en.wikipedia.org/wiki/2012_Indian_Premier_League Notes: Inns: Innings, Ave: Average, SR: Strike rate, HS: Highest Score

The leading scorer of the season 5 was Chris Gayle and he was awarded the orange cap that he could wear on field. The best bowler of the 2012 edition of

Indian Premier League was Morne Morkel of Delhi Daredevils.

Table 4.32: Bowlers with most wickets in IPL 5 Player Team Inns Wkts Ave Econ BBI SR 4WI 5WI

Morné Delhi 16 25 18.12 7.19 4/20 15.1 1 0 Morkel Daredevils Sunil Kolkata 15 24 13.5 5.47 5/19 14.7 1 1 Narine Knight Riders Lasith Mumbai 14 22 15.90 6.30 4/16 15.1 1 0 Malinga Indians Umesh Delhi 17 19 23.84 7.42 3/19 19.2 0 0 Yadav Daredevils Vinay Royal 14 19 25.26 8.59 3/22 17.6 0 0 Kumar Challengers Bangalore Dale Deccan 12 18 15.83 6.10 3/8 15.5 0 0 Steyn Chargers Parvinder Kings XI 12 17 21.88 7.91 4/34 16.5 1 0 Awana Punjab Zaheer Royal 15 17 26.64 7.55 3/38 21.1 0 0 Khan Challengers Bangalore Kieron Mumbai 14 16 21.87 7.98 4/44 16.4 1 0 Pollard Indians Piyush Kings XI 16 16 26.18 7.35 3/18 21.3 0 0 Chawla Punjab Source: http://en.wikipedia.org/wiki/2012_Indian_Premier_League Notes: Inns: Innings, Wkts: Wickets, Ave: Average, Econ: Economy, BBI: Best Innings Bowling, SR: Strike rate

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The finals were held on 27th May 2012 at the M. A. Chidambaram stadium between Chennai Super Kings and Kolkata Knight Riders. The toss was won by

Chennai Super Kings and they elected to bat. Kolkata Knight Riders won the match for the first time in 5 seasons by 5 wickets with 192/5 (19.4 overs) while

Chennai lost the match with 190/3 (20 overs). Manvinder Bisla was awarded Man of the Match for his 89 from 48 balls. Kolkata Knight Rider‘s bowler Sunil Narine was awarded the Player of the Season and Kings XI Punjab batsman Mandeep

Singh was named the tournament‘s rising star. The Fair Play award was won by the team Rajasthan Royals for the 2012 edition of the Indian Premier League.

4.11 IPL Season 6 - 2013

The 2013 IPL was the 6th season of the tournament established by the Board of

Control for Cricket in India (BCCI). The tournament began on 3rd April 2013 and ended on 26th May 2013 and featured nine teams. This tournament was also one of the most controversial tournaments amongst all with a number of spot fixing cases that were exposed by the Delhi Police. This season was also the first time the company Pepsico was the title sponsor replacing DLF.

IPL 6 saw team Deccan Chargers, the champions of the 2009 Indian Premier

League being terminated after Kochi tuskers Kerala. The matter went to court but did not result in the return of the team in the tournament. An auction was held for a replacement team and it was bought by Sun TV Network at 85.05 crore per year, and was renamed ‗Sunrisers Hyderabad‘.

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The overseas participation was problematic this season because of the player‘s commitment with their own national teams. There were no Pakistani players included in the tournament because of the rising tension between the two nations, while many New Zealand and Bangladesh players were not playing because of their prior commitment of Bangladesh tour to Zimbabwe and the New

Zealand tour of England. The Sri Lankan players also faced problems when the matches were played in Tamil Nadu because of the ethnic conflict between Sri

Lankan Tamils and Sinhalese. Hence the final match that was going to be held in

Chennai was relocated to Delhi.

Table 4.33: Teams and their standings in IPL 6 Team Pld W L NR Pts NRR Chennai Super Kings (R) 16 11 5 0 22 +0.530 Mumbai Indians (C) 16 11 5 0 22 +0.441 Rajasthan Royals (3) 16 10 6 0 20 +0.322 Sunrisers Hyderabad (4) 16 10 6 0 20 +0.003 Royal Challengers Bangalore 16 9 7 0 18 +0.457 Kings XI Punjab 16 8 8 0 16 +0.226 Kolkata Knight Riders 16 6 10 0 12 -0.065 Pune Warriors India 16 4 12 0 8 -1.006 Delhi Daredevils 16 3 13 0 6 -0.848 Source: http://en.wikipedia.org/wiki/2013_Indian_Premier_League Notes: Pld: Played, W: Won, L: Lost, NR: No Result, Pts: Points, NRR: Net run rate

The teams that made to the Play Off stage were Chennai Super Kings, Mumbai

Indians, Sunrisers Hyderabad and Rajasthan Royals. The qualifier 1 was held on

21st May 2013 at Feroz Shah Kotla, Delhi; between Chennai Super Kings and

Mumbai Indians. Chennai Super Kings won the toss and elected to bat. The match was won by Chennai by 48 runs with 192/1 (20 overs) and Mumbai

Indians lost with 144 (18.4 overs). The next match was the Eliminator which was

115 held on 22nd May 2012, played between Sunrisers Hyderabad and Rajasthan

Royals. The toss was by Sunrisers Hyderabad and they elected to bat. Rajasthan

Royals won the match by 4 wickets with 135/6 (19.2 overs) while Sunrisers lost with 132/7 (20 overs). The Qualifier 2 was held on 24th May 2013 between

Rajasthan Royals and Mumbai Indians. Rajasthan Royals won the toss and chose to bat. The match was won by Mumbai Indians by 4 wickets with 169/6

(19.5 overs) and Rajasthan Royals lost with 165/6 (20 overs).

4.11.1 Statistics – IPL 2013

Michael Hussey of Chennai Super Kings who was the top ranked batsmen in the world was awarded the orange cap in this season.

Table 4.34: Batsmen with most runs in IPL 6 Player Team Inns Runs Ave SR HS 100 50 4s 6s

Michael Chennai 17 733 52.35 129.50 95 0 6 81 17 Hussey Super Kings Chris Royal 16 708 59.00 156.29 175* 1 4 57 51 Gayle Challengers Bangalore Virat Kohli Royal 16 688 45.28 138.73 99 0 6 64 22 Challengers Bangalore Suresh Chennai 17 548 42.15 150.13 100* 1 4 50 18 Raina Super Kings Shane Rajasthan 16 543 38.78 142.89 101 1 2 59 22 Watson Royals Rohit Mumbai 19 538 38.42 131.51 79* 0 4 35 28 Sharma Indians Dinesh Mumbai 19 510 28.33 124.08 86 0 2 54 14 Karthik Indians Ajinkya Rajasthan 18 488 34.85 106.55 68* 0 4 42 11 Rahane Royals Rahul Rajasthan 17 471 29.43 110.82 65 0 4 64 5 Dravid Royals Mahendra Chennai 16 461 41.90 162.89 67 0 4 32 25 Singh Super Kings Dhoni Source: http://en.wikipedia.org/wiki/2013_Indian_Premier_League Notes: Inns: Innings, Ave: Average, SR: Strike Rate, HS: Highest Score

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Dwayne Bravo of Chennai Super Kings was the best bowler of the 2013 edition of Indian Premier League. He was awarded the purple cap that he could wear when fielding. The best bowlers of the 2013 edition of the IPL tournament were listed below:

Table 4.35: Bowlers with most wickets in IPL 6 Player Team Inns Wkts Ave Econ BBI SR 4WI 5WI Dwayne Bravo Chennai Super 18 32 15.53 7.95 4/42 11.71 1 0 Kings James Faulkner Rajasthan Royals 16 28 15.25 6.75 5/16 13.5 0 2 Harbhajan Singh Mumbai Indians 19 24 19.00 6.51 3/14 17.5 0 0 Mitchell Johnson Mumbai Indians 17 24 19.12 7.17 3/27 16.0 0 0 Vinay Kumar Royal Challengers 16 23 21.43 8.19 3/18 15.6 0 0 Bangalore Sunil Narine Kolkata Knight 16 22 15.90 5.46 4/13 17.4 2 0 Riders Amit Mishra Sunrisers 17 21 18.76 6.35 4/19 17.7 1 0 Hyderabad Mohit Sharma Chennai Super 15 20 16.30 6.43 3/10 15.2 0 0 Kings Lasith Malinga Mumbai Indians 17 20 23.14 7.16 3/39 19.6 0 0 Dale Steyne Sunrisers 17 19 20.21 5.66 3/11 21.4 0 0 Hyderabad Source: http://en.wikipedia.org/wiki/2013_Indian_Premier_League Notes : Inns :Innings, Wkts: Wickets, Ave: Average, Econ: Economy, BBI: Best Innings Bowling, SR: Strike rate

Season 6 IPL Final was held on 26th May 2013 at Eden Gardens, Kolkata; between Mumbai Indians and Chennai Super Kings. Mumbai Indians won the toss and elected to bat. The final was won by Mumbai Indians by 23 runs with

148/9 (20 overs) while Chennai lost the match with 125/9 (20 overs). This became Mumbai Indians first ever win against two times winner champions

Chennai Super Kings. It was also the last season for the team's key player

Sachin Tendulkar. The final Man of the Match was awarded to Keiron Pollard and the best young player of the season was given to Sanju Samson from Rajasthan

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Royals. Chennai Super Kings took home the Fair Play award that has now officially been removed from the tournament after the huge spot fixing and betting controversy.

4.12 Conclusion

Indian Premier League has become one of the most successful tournaments in the world. It has taken the game of cricket to the next level. India is a country where cricket is above any other games, it is often confused as the national game because of the devotion that the Indian masses have given to it. The domestic as well as international matches were watched with religious dedication and now the same dedication and interest is diverted towards the Indian Premier

League. It was evident that IPL had garnered huge fan base across the nation, even internationally. This was possible because of the presence of world renowned international players in the league. It not only globalized cricket but also gave a huge opportunity to small time players to play alongside star players national as well as international. This has become a huge learning experience for the young players. It had also become an opportunity for such players to showcase their talents. IPL has opened door for young players to get recognised and even get selected to represent India nationally. It is also a chance for ex- players to make a comeback.

IPL had not only added color to the game of cricket but also added spice to it with the presence of eminent Bollywood personalities. Lalit Modi‘s idea to add the crème de la crème of Bollywood helped increase the value of the tournament.

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Mixing two things that Indian‘s are most passionate about, Bollywood and Cricket obviously boosted the tournament‘s success quotient. IPL is presently in its 6th season going on to the 7th and it has managed to maintain the popularity level that it had garnered during inception. The success of IPL is evident with the statistics and viewership of all seasons and it has surely become an entity that is in for a long run.

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Chapter 5

Data Analysis

5.1 Statistical Tool

Statistical analysis was performed using SPSS and MS-Excel. Taking convenience sampling, a sample size of 550 respondents was taken from across

Mumbai and Navi Mumbai out of which 505 were valid questionnaires.

5.2 Reliability of Data

The value of Cronbach alpha is 0.941 which shows that the data is reliable.

Table 5.1: Reliability statistics - Cronbach Alpha Reliability Statistics Cronbach's Alpha Based on Cronbach's Alpha Standardized Items N of Items .941 .942 53 Source: Own analysis

5.3 Data Distribution

The data does not follow normal distribution; hence non-parametric tests were used. As seen from the table below, when 1-Sample K-S test was applied for normal distribution the Asymptotic Significance obtained was less than 0.05 for all statements for all the data put together.

Table 5.2: Data not following Normal Distribution Statement Asymp. Sig. A group leader should communicate well with his team members. <.01 A group / team must interact informally too. .008 With change in strategy, the motivational methods must change. <.01 Team members should be consulted before every decision is taken. <.01 Team members should never interact with the franchisee. <.01 <.01 Franchisee should interact only with the team leader and the coach. The leader's vision must be communicated with the entire team. <.01

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It is the franchisee who should ensure that required training is provided to the <.01 team at regular intervals. Change in strategy for every game has a positive impact on success. <.01 A leader should be approachable <.01 Competitive environment within the team leads to team success. <.01 Equal appreciation should be given to all the team members to improve their <.01 performance. Non-financial appreciation has a positive effect on a team's performance. <.01 Social interaction within the family members of a team will keep the morale of <.01 the team high. Making members work under pressure yields better results. <.01 <.01 Team members should be able to identify with the ultimate goal of the team. Outcomes form the focal point while deciding strategies. <.01 Franchisee should give only financial incentives to the team. <.01 Franchisee should interact with the entire team. <.01 Understanding of the vision by team members has a positive impact on its <.01 success. Strategies should be changed to meet the team members' capacity for <.01 ensuring its success. Having a sound strategy is imperative for the team. <.01 A leader must ensure that the team members share a cordial relationship <.01 amongst themselves. Encouragement by peers has a positive impact on the team's success. .002 .001 Having a succession plan at the top helps the team perform better. Members take advantage of liberal environment. .002 Outcomes must not be discussed with the team members. .004 Franchisee should have a good rapport with the entire team. .001 Formation of vision helps in achieving the ultimate goal of the team. <.01 A team should comprise all-rounders rather than specialists. <.01 Franchisee should maintain distance from the team barring urgent <.01 circumstances. The team should always adhere to the past winning strategy. <.01 A good performer in the team should be praised. .008 Incentives need not be at par with the market standards as long as incentives <.01 are given. The vision must be simple and achievable. <.01 A leader should be aggressive when it comes to winning. <.01 Franchisee should make sure that the team is given latest playing kits to <.01 perform Same motivational methods should be used for one and all. <.01 It is the duty of the leader to boost the morale of the team members, post any <.01 failures. Franchisee does not play an important role in achieving the ultimate goal of a <.01 team. Every member should participate while forming the vision of the team. <.01

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Franchisee must help the team actualize its ultimate goal through constant <.01 motivation. Providing training to the team is the leader's responsibility. <.01 A leader's responsibility includes defining outcomes. <.01 Having a vision does not help in achieving the ultimate goal of a team. <.01 Detailed operating strategy (batting, bowling, etc.) plays a significant role in <.01 the success of a team. Franchisee should make notable contribution for the welfare and health of <.01 team members. Franchisee should interact with the team on regular basis. <.01 Team members should be allowed to participate in all important meetings of <.01 the team. A leader must be able to take corrective steps against non-performers ranging <.01 from counselling to sacking. Choosing the right combination of four foreign players to play in the team is <.01 important for the team to win. True success of a leader depends upon how he chooses the "Winning-11" <.01 members to play from the pool of players. A non-performer must be replaced. <.01 Source: Own analysis

5.4 Demographic Distribution of Data

The data has been collected from the city of Mumbai and Navi Mumbai. The total numbers of filled questionnaires collected are 550 out of which 400 are cricket viewers and 150 are cricket experts. The respondents are from varied age groups, are with different educational backgrounds i.e. graduates and post- graduates, and with different professions. Valid questionnaires obtained were

505.

Table 5.3: Demographic distribution of respondents Cricket Education Gender Age Work experience Experience Cricket Cricket Post Under Male Female Below 20- 25- 35 Students Working Viewer Expert graduate graduate 20 25 35 &above Professionals 393 112 305 200 273 232 55 276 124 50 270 235 Source: Own analysis

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5.5 Factors affecting the Turnaround of an Organisation/Team

The respondents were asked to rate the importance of factors such as leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team on

Likert scale with 1 being the least important and 5 being the most important. As given in the following table of mean (Table 5.4) derived by the help of SPSS shows, Vision and Team Dynamics top the respondents list with a mean value of

4.89 and 4.68 respectively. Also, respondents feel that the Leadership, Strategy,

Support, Empowerment and Motivation are essential for the team‘s success as seen by the mean value for these factors i.e. 4.48, 4.29, 4.28, 4.28, 4.16 and

4.03 respectively. Least important of these factors were Communication between the team and franchisee and Recognition given by the franchisee, for which the mean values are 3.71 and 3.40 respectively.

Thus, it can be said that according to the respondents the most important factors that lead to team success are: Vision, Team dynamics and Leadership. The other factors that also contribute to the team‘s success are functional strategy, support from franchisee, empowerment of the team members, motivation of the team members and their goal orientation. The factors that do not have an impact on team‘s success are open communication between team members and franchisee and recognition from the franchisee.

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Table 5.4: Mean for the role of various parameters in a team‟s success Statements Mean 4.89 Vision Team Dynamics 4.68

Leadership 4.48 Strategy 4.29 4.28 Support Empowerment 4.28 Motivation 4.16 Goal Orientation 4.03 Communication 3.71 3.40 Recognition

Source: Own analysis

5.6 Hypothesis Testing

5.6.1 Hypothesis - 1

H01: There is no correlation between factors such as leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy having an impact on the turnaround of an organisation or team.

On analysing the data, it was obtained that there is a positive correlation between most of the factors though it was not a very high correlation. Leadership had a correlation with Team Dynamics, motivation, vision, strategy and empowerment of the team members. Team Dynamics has a correlation with motivation, strategy and vision. Similarly, correlations were obtained between motivation and empowerment of the team members, between motivation and strategy, between vision and strategy, support and strategy. All these correlations that are obtained

124 are positive though the values are less than 0.5, hence it can be said that the correlation is low.

The correlation of all parameters with goal orientation and communication has not been high, even though it was one of the critical parameters in the Deccan

Chargers case study. This could be because as per the respondents to whom the questionnaire was administered, these parameters are not very critical, though the researcher used them extensively leading to the turnaround of the Deccan

Chargers team.

Since the correlation is low, there Null hypothesis is accepted and alternate hypothesis is rejected

5.6.2 Hypothesis - 2

H02:There is no difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on whether they are viewer or experts.

The data was analyzed based on the profile of the respondents, i.e. whether they were cricket viewers or cricket experts. There were 393 cricket viewers and 112 cricket experts. Mann-Whitney U Test was used to determine the difference of perception towards all the parameters such as Leadership, Team Dynamics,

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Table 5.5: Correlation between various parameters affecting team‟s success.

Source: Own analysis

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Empowering the Team Members, Motivation, Functional Strategy etc for the turnaround of a team.

The tables and description below gives the details on the difference of opinions between cricket viewers and experts as obtained using SPSS for these parameters.

Table 5.6: Difference in Perception of Viewers and Experts towards the effect of Leadership for the turnaround of a Team Sig. Value Mean Value Mean (Mann (Cricket Value Whitney U Viewers) (Cricket test) Experts) Leadership .765 A team leader should communicate well with the .856 team members. A leader should be approachable. .563 A leader should be aggressive when it comes to .004* 287.59 243.14 winning. It is the duty of the leader to boost the morale of the .099 team members post any failures. A leader must be able to take corrective steps .966 against non-performers ranging from counselling to sacking. Providing training to the team is the team leader‘s .731 responsibility. A leader‘s responsibility includes defining outcomes. .848 A leader must ensure that the team members share a .507 cordial relationship among themselves. True success of the leader depends upon how he .362 chooses the ―Winning-11‖ members to play from the entire team including extras. Having a vision does not help in achieving the .435 ultimate goal of a team. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the viewers and experts, it can be seen that there is no significant difference in their perception towards Leadership in overall (First row in the above table). However for only one statement under this parameter ―A leader should be aggressive when it comes to winning.‖ For this statement, as seen from the table, since the mean value given by Viewers is more than the

127 mean value as obtained from experts, it can be said that the viewers have given higher importance as compared to experts. This could be because viewers want their favourite team to win under any circumstance whereas the experts understand the dynamics of the game and feel that by only being aggressive, it may not work. Overall, Both the groups believe that Leadership is an important parameter when turnaround is required.

Table 5.7: Difference in Perception of Viewers and Experts towards the effect of Team Dynamics for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Cricket (Cricket test) Viewers) Experts) Team Dynamics .567 A group / team must interact informally too. .450 Competitive environment within the team leads to team .409 success. Encouragement by peers has a positive effect on the .792 team‘s success Every member should participate while forming the vision .114 of the team * significant at the 0.05 level (2-tailed). Source: Own analysis

From the above table it can be seen that there is no significant difference in the perception of cricket viewers and experts towards Team Dynamics parameter.

Both the groups believe that Team Dynamics is an important parameter when turnaround is required.

Looking at the responses of the viewers and experts, it can be seen that there is a significant difference in their perception towards Motivation playing a role in the turnaround of a team. For a few statements under this parameter such as -

―Equal appreciation should be given to all members of the team to improve their

128 performance, Non- Financial appreciation has a positive effect on a team‘s performance, making members work under pressure yields better results and a non-performer must be replaced. ‖, the viewers have given higher importance as compared to experts as shown by the means for these statements in the below table (Table 5.8).

Table 5.8: Difference in Perception of Viewers and Experts towards the effect of Motivations for the turnaround of a team Sig. Value Mean Value Mean (Mann (Cricket Value Whitney U Viewers) (Cricket test) Experts) Motivation .023* 267.53 234.87 Equal appreciation should be given to all members .028* 260.15 227.92 of the team to improve their performance. Non- Financial appreciation has a positive effect on .010* 261.76 222.25 a team‘s performance. Making members work under pressure yields better .016* 281.78 244.84 results. Social interaction with family members will keep the .183 morale of the team high. A good performer in the team should be praised. .390 Same motivational methods should be used for one .298 and all. A non-performer must be replaced. .019* 279.04 232.78 * significant at the 0.05 level (2-tailed). Source: Own analysis

The mean value given by cricket viewers to the Motivational Method‘s role in turnaround of the company or team is slightly higher than that of cricket experts, but both the groups believe that ―Motivational methods‖ is an important parameter when turnaround is required.

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Table 5.9: Difference in Perception of Viewers and Experts towards the effect of Empowerment of team members for the turnaround of a team Sig. Mean Mean Value Value Value (Mann (Cricket (Cricket Whitney Viewers) Experts) U test) Empowerment .876 Team members should be consulted before every .009* 261.82 222.04 decision is taken. Members take advantage of liberal environment .443 Team members should be allowed to participate in all .065 important meetings of the team. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the viewers and experts, it can be seen that there is no significant difference in their perception towards Empowerment, however for the statement “Team members should be consulted before every decision is taken.‖ The viewers have given higher importance to this statement as compared to experts as can be observed from the mean for viewers and experts in Table

5.9. This could be because experts understand the dynamics of the team and the game and feel that it may not be possible to share every decision with the team members. Overall, both the groups believe that Empowerment is an important parameter when turnaround is required.

Looking at the response of the viewers and experts, it can be seen (Table 5.10) that there is no significance difference in their perception towards Goal

Orientation parameter. Both the groups believe that Goal Orientation is an important parameter when turnaround is required.

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Table 5.10: Difference in Perception of Viewers and Experts towards the effect of Goal Orientation of team members for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Cricket (Cricket test) Viewers) Experts) Goal Orientation .876

Team members should be able to identify with the ultimate .199 goal of the team.

Outcomes form the focal point while deciding strategies. .714 Outcomes must not be discussed with the team members. .324 * significant at the 0.05 level (2-tailed). Source: Own analysis

Table 5.11: Difference in Perception of Viewers and Experts towards the effect of Recognition from Franchisee of team members for the turnaround of a team Sig. Value Mean Mean Value (Mann Value (Cricket Whitney U (Cricket Experts) test) Viewers) Recognition From Franchisee .765 Franchisee should give only financial incentives to .356 the team. Incentives need not be at par with the market .715 standards as long as incentives are given. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the viewers and experts, it can be seen that there is no significant difference in their perception towards Recognition from the

Franchisee parameter. Both the groups believe that Recognition from the

Franchisee is an important parameter when turnaround is required.

Looking at the response of the viewers and experts, it can be seen that there is no significant difference in their perception towards Open communication parameter, however for the statement “Team members should be consulted

131 before every decision is taken.‖ The viewers have given higher importance to this statement as compared to experts as can be seen from the means in Table 5.12.

Both the groups believe that Open Communication between franchisee and team members is an important parameter when turnaround is required.

Table 5.12: Difference in Perception of Viewers and Experts towards the effect of Open Communication between franchisee and team members for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Cricket (Cricket test) Viewers) Experts) Open Communication between franchisee and team .987 members Team members should never interact with the .051 franchisee. Franchisee should interact only with the team leader .576 and the coach. Franchisee should interact with the entire team. .000* 264.87 211.36 Franchisee should have a good rapport with the entire .148 team. Franchisees must interact with the entire team on .087 regular basis. Franchisee should maintain distance from the team .140 barring urgent circumstances * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the viewers and experts, it can be seen that there is no significant difference in their perception towards all statements belonging to

Sharing vision by the team member‘s parameter except one - “The vision must be simple and achievable.‖ The viewers have given higher importance to this statement as compared to experts as is observed from the means obtained for viewers and experts for this statement. This could be because experts understand the dynamics of the team and the game and feel that it may not be possible to share every decision with the team members. Both the groups believe

132 that sharing vision by the team members is an important parameter when turnaround is required.

Table 5.13: Difference in Perception of Viewers and Experts towards the effect of Sharing Vision by the team members for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Cricket (Cricket test) Viewers) Experts) The leader‘s vision must be communicated with the .455 entire team. Understanding of the vision by the team members .122 has a positive impact on its success. Formation of vision helps in achieving the ultimate .265 goal of a team. The vision must be simple and achievable. .046* 259.69 229.52

* significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the viewers and experts, it can be seen that there is no significant difference in their perception towards Support from Franchisee parameter except one - “Franchisee does not play an important role in achieving

Table 5.14: Difference in Perception of Viewers and Experts towards the effect of Support from the franchisee for the turnaround of the team Sig. Value Mean Value Mean (Mann (Cricket Value Whitney U Viewers) (Cricket test) Experts) Support from Franchisee .768

Franchisee should make sure that the team is given the .635 latest kits to perform. It is the franchisee who should ensure that the required .169 training is provided to the team at regular intervals. Franchisee does not play an important role in achieving .049* 246.30 276.50 the ultimate goal of a team. Franchisees must help the team actualize its ultimate .270 goal through constant motivation. Franchisee should make notable contribution for the .139 welfare and health of the team members. * significant at the 0.05 level (2-tailed). Source: Own analysis

133 the ultimate goal of a team‖. The experts have given higher importance to this statement as compared to viewers as can be seen from the means obtained in

Table 5.14. This could be because the experts believe that the strategies and planning is all done by the team and the franchisee just provides financial support. Overall, both the groups believe that Support from Franchisee is an important parameter when turnaround is required.

Table 5.15: Difference in Perception of Viewers and Experts towards the effect of Functional Strategy for the turnaround of a team Sig. Value Mean Value Mean (Mann (Cricket Value Whitney U Viewers) (Cricket test) Experts) Functional Strategies .765 Change in strategy for every game has a positive .662 impact on the success. Strategies should be changed to meet the team .947 members‘ capacity for ensuring the team‘s success. Having a sound strategy is imperative for the .996 team. Having a succession plan helps the team perform .153 better. A team must comprise of all rounders rather than .659 specialists. The team should always adhere to the past .692 winning strategy. Detailed operating strategy (batting, bowling, etc) .443 plays a significant role in the success of a team Choosing the right combination of four foreign .465 players to play in the team is important for the team to win. With change in the strategy, the motivational .723 methods must change. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the viewers and experts, it can be seen that there is no significant difference in their perception towards Functional Strategy parameter. Both the groups believe that Functional Strategy is an important parameter when turnaround is required.

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Table 5.16: Hypothesis testing based on profile of the respondents (cricket viewer/cricket expert) Null Hypothesis Factor Rejected/ Accepted There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of Leadership on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of team dynamics on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of motivational methods on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of empowering the team on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of goal orientation on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of recognition from franchisee on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Null Hypothesis Rejected effect of open communication between franchisee and team on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of shared vision by the team on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of support from franchisee on the turnaround of an organisation or team based on whether they are viewer or experts. There is no significant difference in the opinion of people towards the Accepted effect of functional strategy on the turnaround of an organisation or team based on whether they are viewer or experts. Source: Own analysis

The table above (Table 5.16) shows the result for Hypothesis Testing for all the

factors such as leadership, vision, team dynamics, collaboration and

communication, incentives, motivation, functional strategy on the turnaround of

an organisation or team based on whether they are cricket viewers or experts.

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5.6.3 Hypothesis - 3

H03: There is no difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their educational qualification.

The data was analyzed based on the educational qualification of the respondents. There were 200 graduates and 305 post-graduates. Mann-Whitney

U Test was used to determine the difference of perception towards all the parameters such as Leadership, Team Dynamics, Empowering the Team

Members, Motivation, Functional Strategy etc for the turnaround of a team.

The tables and description below give the details on the difference of opinions between graduates and post-graduates as obtained using SPSS for these parameters.

Looking at the response of the graduates and post-graduates, it can be seen that there is no significant difference in their perception towards Leadership. However for two statements under this parameter ―It is the duty of the leader to boost the morale of the team members post any failures‖ and ―A leader must be able to take corrective steps against non-performers ranging from counselling to sacking‖ two statements have shown significant difference in their opinion across graduates and post-graduates. For both this statement, graduates have given higher importance as compared to post-graduates as can be seen from the means obtained in Table 5.17. This could be because post-graduates understand

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Table 5.17: Difference in Perception of graduates and post-graduates towards the effect of Leadership for the turnaround of a Team Sig. Value Mean Value Mean Value (Mann Whitney (Graduates) (Post- U test) graduates) Leadership .764 A team leader should communicate well with .160 the team members. A leader should be approachable. .930 A leader should be aggressive when it comes .123 to winning. It is the duty of the leader to boost the morale .030* 260.14 227.37 of the team members post any failures. A leader must be able to take corrective steps .002* 263.16 216.53 against non-performers ranging from counselling to sacking. Providing training to the team is the team .596 leader‘s responsibility. A leader‘s responsibility includes defining .945 outcomes. A leader must ensure that the team members .133 share a cordial relationship among themselves. True success of the leader depends upon how .600 he chooses the ―Winning-11‖ members to play from the entire team including extras. * significant at the 0.05 level (2-tailed). Source: Own analysis the concepts of management and business better than the graduates and could answer the questions with more reasoning.

Both the groups otherwise believe that Leadership is an important parameter when turnaround is required.

Table 5.18: Difference in Perception of graduates and post-graduates towards the effect of Team Dynamics for the turnaround of a team Sig. Value Mean Value Mean Value (Mann (Graduates) (Post- Whitney U graduates) test) Team Dynamics .456 A group / team must interact informally too. .556 Competitive environment within the team leads to .998 team success. Encouragement by peers has a positive effect on .071 the team‘s success Every member should participate while forming .089 the vision of the team Source: Our Analysis

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From the next table (Table 5.18) it can be seen that there is no significant difference in the perception of graduates and post-graduates towards Team

Dynamics. Both the groups believe that Team Dynamics is an important parameter when turnaround is required.

Table 5.19: Difference in Perception of graduates and post-graduates towards the effect of Motivations for the turnaround of a team Sig. Value Mean Value Mean Value (Mann (Graduates) (Post- Whitney U graduates) test) Motivation .034 267.56 201.34 Equal appreciation should be given to all members of .001* 263.90 213.86 the team to improve their performance. Non- Financial appreciation has a positive effect on a .468 team‘s performance. Making members work under pressure yields better .009* 244.23 284.50 results. Social interaction with family members will keep the .643 morale of the team high. A good performer in the team should be praised. .511 Same motivational methods should be used for one .022* 260.71 225.31 and all. A non-performer must be replaced. .645 * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the responses of the graduates and post-graduates, it can be seen that there is a significant difference in their perception towards Motivation. For a few statements under this parameter such as - ―Equal appreciation should be given to all members of the team to improve their performance, making members work under pressure yields better results and a non-performer must be replaced.

Same motivational methods should be used for one and all. ‖ For 2 of these statements, graduates have given higher importance while for 1 post-graduates have given higher importance as can be seen from the means obtained in table

5.19. This could be because there is a difference in the understanding of management and business concepts between graduates and post-graduates.

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So, overall, the mean value given by graduates to the Motivational Method‘s role in turnaround of the company or team is slightly higher than that of post- graduates, but both the groups believe that ―Motivational methods‖ is an important parameter when turnaround is required.

Table 5.20: Difference in Perception of graduates and post-graduates towards the effect of Empowerment of team members for the turnaround of a team Sig. Mean Mean Value Value Value (Post- (Mann (Graduate graduates) Whitney s) U test) Empowerment .034 267.76 209.45 Team members should be consulted before every .002* 263.32 215.95 decision is taken. Members take advantage of liberal environment .253 Team members should be allowed to participate in all .000* 264.95 210.05 important meetings of the team. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the means obtained in Table 5.20 for graduates and post-graduates, it can be seen that there is significant difference in their perception towards

Empowerment. The graduates have given higher importance to these statements as compared to post-graduates. This could be because there is a difference in the understanding of management and business concepts between graduates and post-graduates.

Looking at the response of the graduates and post-graduates, it can be seen that there is no significance difference in their perception towards Goal Orientation parameter, however for the statement, ―Team members should be able to identify with the ultimate goal of the team.‖ For this statement graduates have given higher importance than post-graduates. This could be because post-graduates

139 understand the concepts of management and business better than the graduates and could answer the questions with more reasoning.

Table 5.21: Difference in Perception of graduates and post-graduates towards the effect of Goal Orientation of team members for the turnaround of a team Sig. Value Mean Value Mean Value (Mann (Graduates) (Post- Whitney U graduates) test) Goal Orientation .678 Team members should be able to identify with the .021* 260.50 226.06 ultimate goal of the team. Outcomes form the focal point while deciding .798 strategies. Outcomes must not be discussed with the team .243 members. Source: Own analysis

Both the groups otherwise believe that Goal Orientation is an important parameter when turnaround is required.

Table 5.22: Difference in Perception of graduates and post-graduates towards the effect of Recognition from Franchisee of team members for the turnaround of a team Sig. Value Mean Value Mean (Mann (Graduates) Value Whitney U (Post- test) graduates) Recognition from franchisee .957 Franchisee should give only financial incentives to .697 the team. Incentives need not be at par with the market .461 standards as long as incentives are given. Source: Own analysis

Looking at the response of the graduates and post-graduates, it can be seen that there is no significant difference in their perception towards Recognition from the

Franchisee parameter. Both the groups believe that Recognition from the

Franchisee is an important parameter when turnaround is required.

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Table 5.23: Difference in Perception of graduates and post-graduates towards the effect of Open Communication between franchisee and team members for the turnaround of a team Sig. Value Mean Value Mean Value (Mann (Graduates) (Post- Whitney U graduates) test) Open Communication between franchisee and team .034 247.87 208.34 members Team members should never interact with the .001* 242.06 292.30 franchisee. Franchisee should interact only with the team leader .628 and the coach. Franchisee should interact with the entire team. .000* 265.50 208.13 Franchisee should have a good rapport with the entire .284 team. Franchisees must interact with the entire team on .037* 259.95 228.05 regular basis. Franchisee should maintain distance from the team .019* 245.11 281.32 barring urgent circumstances * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the means from Table 5.23 for graduates and post-graduates, it can be seen that there is significant difference in their perception towards Open communication parameter. This could be because post-graduates understand the concepts of management and business better than the graduates and could answer the questions with more reasoning. Both the groups believe that Open

Communication between franchisee and team members is an important parameter when turnaround is required.

Looking at the means from Table 5.24 for the graduates and post-graduates, it can be seen that there is significant difference in their perception towards sharing vision by the team members. The graduates have given higher importance to this statement as compared to post-graduates. This could be because there is a difference in the understanding of management and business concepts between graduates and post-graduates. Both the groups believe that sharing vision by the team members is an important parameter when turnaround is required.

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Table 5.24: Difference in Perception of graduates and post-graduates towards the effect of Sharing Vision by the team members for the turnaround of a team Sig. Value Mean Value Mean Value (Mann (Graduates) (Post- Whitney U graduates) test) Sharing Vision by the team members .026 278.34 224.56 The leader‘s vision must be communicated with the entire .654 team. Understanding of the vision by the team members has a .008* 261.55 222.28 positive impact on its success. Formation of vision helps in achieving the ultimate goal of .122 a team. The vision must be simple and achievable. .012* 261.35 223.03

* significant at the 0.05 level (2-tailed). Source: Own analysis

Table 5.25: Difference in Perception of graduates and post-graduates towards the effect of Support from the franchisee for the turnaround of the team Sig. Value Mean Value Mean Value (Mann (Graduates) (Post- Whitney U graduates) test) Support from the franchisee .048 269.89 226.21

Franchisee should make sure that the team is given the .050* 259.49 229.70 latest kits to perform. It is the franchisee who should ensure that the required .181 training is provided to the team at regular intervals. Franchisee does not play an important role in achieving .036* 245.93 278.37 the ultimate goal of a team. Franchisees must help the team actualize its ultimate .712 goal through constant motivation. Franchisee should make notable contribution for the .028* 260.23 227.03 welfare and health of the team members. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the means from Table 5.25 for the graduates and post-graduates, it can be seen that there is significant difference in their perception towards

Support from Franchisee parameter. The graduates have given higher importance to two of these statements while post-graduates have given higher importance to one. This could be because there is a difference in the

142 understanding of management and business concepts between graduates and post-graduates. Both the groups believe that Support from Franchisee is an important parameter when turnaround is required.

Table 5.26: Difference in Perception of graduates and post-graduates towards the effect of Functional Strategy for the turnaround of a team Sig. Value Mean Value Mean (Mann (Graduates) Value Whitney U (Post- test) graduates) Functional Strategy .874 Change in strategy for every game has a positive impact .459 on the success. Strategies should be changed to meet the team .165 members‘ capacity for ensuring the team‘s success. Having a sound strategy is imperative for the team. .812 Having a succession plan helps the team perform better. .000* 265.18 209.26 A team must comprise of all rounders rather than .688 specialists. The team should always adhere to the past winning .331 strategy. Detailed operating strategy (batting, bowling, etc) plays a .107 significant role in the success of a team Choosing the right combination of four foreign players to .021* 260.74 225.21 play in the team is important for the team to win. With change in the strategy, the motivational methods .642 must change. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the means from Table 5.26 for the graduates and post-graduates, it can be seen that there is no significant difference in their perception towards

Functional Strategy parameter. However, the statements for which there is a difference in the perception of the graduates and post-graduates are ―Having a succession plan helps the team perform better‖ and ―Choosing the right combination of four foreign players to play in the team is important for the team to win.‖ Graduates have given higher importance to these statements as compared to post-graduates. This could be because there is a difference in the

143

understanding of management and business concepts between graduates and

post-graduates.

Both the groups believe that Functional Strategy is an important parameter when

turnaround is required.

Table 5.27: Hypothesis testing based on educational qualifications of the respondents (graduates/post-graduates) Null Hypothesis Factor Rejected/ Accepted There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of Leadership on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of team dynamics on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Rejected effect of motivational methods on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Rejected effect of empowering the team on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of goal orientation on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of recognition from franchisee on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Rejected effect of open communication between franchisee and team on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Rejected effect of shared vision by the team on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Rejected effect of support from franchisee on the turnaround of an organisation or team based on their educational qualifications. There is no significant difference in the opinion of people towards the Null Hypothesis Accepted effect of functional strategy on the turnaround of an organisation or team based on their educational qualifications. Source: Own analysis

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5.6.4 Hypothesis - 4

H04: There is no difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their gender.

The data was analysed based on whether there is any difference in the opinion of male and female respondents. The total respondents comprised of 273 males and 232 females.

Mann-Whitney U Test was used to determine the difference of perception towards all the parameters such as Leadership, Team Dynamics, Empowering the Team Members, Motivation, Functional Strategy etc. for the turnaround of a team.

The tables and description below gives the details on the difference of opinions between graduates and post-graduates as obtained using SPSS for these parameters.

Looking at the means from Table 5.28 for the males and females, it can be seen that there is no significant difference in their perception towards Leadership.

However, for only one statement under this parameter ―A leader should be aggressive when it comes to winning.‖ For this statement, the males have given higher importance as compared to females. This could be because males are in general more aggressive than females. Both the groups believe that Leadership is an important parameter when turnaround is required.

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Table 5.28: Difference in Perception of males and females towards the effect of Leadership for the turnaround of a Team Sig. Value Mean Mean (Mann Value Value Whitney U (Males) (Females) test) Leadership .845 A team leader should communicate well with the team .711 members. A leader should be approachable. .228 A leader should be aggressive when it comes to .000* 275.64 226.36 winning. It is the duty of the leader to boost the morale of the .872 team members post any failures. A leader must be able to take corrective steps against .068 non-performers ranging from counselling to sacking. Providing training to the team is the team leader‘s .733 responsibility. A leader‘s responsibility includes defining outcomes. .665 A leader must ensure that the team members share a .932 cordial relationship among themselves. True success of the leader depends upon how he .240 chooses the ―Winning-11‖ members to play from the entire team including extras. * significant at the 0.05 level (2-tailed). Source: Own analysis

Table 5.29: Difference in Perception of males and females towards the effect of Team Dynamics for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Males) (Females) test) Team Dynamics .082 A group / team must interact informally too. .039* 241.33 255.02 Competitive environment within the team leads to .166 team success. Encouragement by peers has a positive effect on the .962 team‘s success Every member should participate while forming the .009* 237.88 270.79 vision of the team Source: Own analysis

From the above table it can be seen that there is significant difference in the perception of males and females towards Team Dynamics parameter. The statements for which there is a difference in opinion are – ―A group / team must interact informally too.‖, ―Every member should participate while forming the

146 vision of the team‖. For both these statements, females have given higher importance than males. This could be because females believe more in informal discussions than males. Both the groups believe that Team Dynamics is an important parameter when turnaround is required.

Table 5.30: Difference in Perception of males and females towards the effect of Motivations for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Males) (Females) test) Motivation .019 279.34 225.67 Equal appreciation should be given to all members of the .543 team to improve their performance. Non- Financial appreciation has a positive effect on a .020* 239.43 268.97 team‘s performance. Making members work under pressure yields better results. .209 Social interaction with family members will keep the morale .096 of the team high. A good performer in the team should be praised. .161 Same motivational methods should be used for one and all. .010* 239.55 268.83

A non-performer must be replaced. .000* 274.31 225.73 * significant at the 0.05 level (2-tailed). Source: Own analysis

Table 5.31: Difference in Perception of males and females towards the effect of Empowerment of team members for the turnaround of a team Sig. Value Mean Mean Value (Mann Value (Females) Whitney U (Males) test) Empowerment .001 239.65 290.67 Team members should be consulted before every .000* 228.51 281.82 decision is taken. Members take advantage of liberal environment .329 Team members should be allowed to participate in all .029* 240.27 267.98 important meetings of the team. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the responses of the males and females, it can be seen that there is a significant difference in their perception towards Motivation. Males have given higher importance to motivation as compared to females but both the groups

147 believe that ―Motivational methods‖ is an important parameter when turnaround is required.

Looking at the response of the males and females, it can be seen that there is significant difference in their perception towards Empowerment parameter. The females have given higher importance to it as compared to males.

Both the groups believe that Empowerment is an important parameter when turnaround is required.

Table 5.32: Difference in Perception of males and females towards the effect of Goal Orientation of team members for the turnaround of a team Sig. Value Mean Value Mean Value (Mann (Males) (Females) Whitney U test) Goal Orientation .896

Team members should be able to identify with the .873 ultimate goal of the team.

Outcomes form the focal point while deciding .156 strategies. Outcomes must not be discussed with the team .842 members. Source: Own analysis

Looking at the response of the males and females, it can be seen that there is no significance difference in their perception towards Goal Orientation parameter.

Both the groups believe that Goal Orientation is an important parameter when turnaround is required.

Looking at the mean from Table 5.33 for the males and females, it can be seen that there is significant difference in their perception towards Recognition from

148 the Franchisee parameter. Females have given higher importance to this statement as compared to males.

Table 5.33: Difference in Perception of males and females towards the effect of Recognition from Franchisee of team members for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Males) (Females) test) Recognition from Franchisee .034* 238.67 298.65 Franchisee should give only financial incentives to the .191 team. Incentives need not be at par with the market .010* 237.86 270.82 standards as long as incentives are given. Source: Own analysis

Both the groups believe that Recognition from the Franchisee is an important parameter when turnaround is required.

Table 5.34: Difference in Perception of males and females towards the effect of Open Communication between franchisee and team members for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Males) (Females) test) Open Communication .063 Team members should never interact with the .011* 267.86 235.51 franchisee. Franchisee should interact only with the team leader .084 and the coach. Franchisee should interact with the entire team. .390 Franchisee should have a good rapport with the entire .480 team. Franchisees must interact with the entire team on .004* 236.27 272.68 regular basis. Franchisee should maintain distance from the team .494 barring urgent circumstances * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the males and females, it can be seen that there is no significant difference in their perception towards Open communication, however

149 for two statements - “Team members should never interact with the franchisee,

Franchisees must interact with the entire team on regular basis‖ there is a difference.

Both the groups believe that Open Communication between franchisee and team members is an important parameter when turnaround is required.

Table 5.35: Difference in Perception of males and females towards the effect of Sharing Vision by the team members for the turnaround of a team Sig. Mean Mean Value Value Value (Mann (Males) (Females) Whitney U test) Sharing Vision .096 The leader‘s vision must be communicated with the entire .072 team. Understanding of the vision by the team members has a .109 positive impact on its success. Formation of vision helps in achieving the ultimate goal of a .334 team. The vision must be simple and achievable. .068

* significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the mean from the above table of the males and females, it can be seen that there is no significant difference in their perception towards sharing vision by the team member‘s parameter.

Both the groups believe that sharing vision by the team members is an important parameter when turnaround is required.

Looking at the mean from the below table of the males and females, it can be seen that there is no significant difference in their perception towards Support from Franchisee parameter.

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Table 5.36: Difference in Perception of males and females towards the effect of Support from the franchisee for the turnaround of the team Sig. Value Mean Mean (Mann Value Value Whitney U (Males) (Females) test) Support from Franchisee .843

Franchisee should make sure that the team is given the .794 latest kits to perform. It is the franchisee who should ensure that the required .070 training is provided to the team at regular intervals. Franchisee does not play an important role in achieving the ultimate goal of a team. Franchisees must help the team actualize its ultimate goal .309 through constant motivation. Franchisee should make notable contribution for the .156 welfare and health of the team members. * significant at the 0.05 level (2-tailed). Source: Own analysis

Both the groups believe that Support from Franchisee is an important parameter when turnaround is required.

Table 5.37: Difference in Perception of males and females towards the effect of Functional Strategy for the turnaround of a team Sig. Value Mean Mean (Mann Value Value Whitney U (Males) (Females) test) Functional Strategy .039* 276.76 223.95 Change in strategy for every game has a positive impact .822 on the success. Strategies should be changed to meet the team members‘ .252 capacity for ensuring the team‘s success. Having a sound strategy is imperative for the team. .619 Having a succession plan helps the team perform better. .673 A team must comprise of all rounders rather than .004* 236.10 272.88 specialists. The team should always adhere to the past winning .048* 241.42 266.63 strategy. Detailed operating strategy (batting, bowling, etc) plays a .432 significant role in the success of a team Choosing the right combination of four foreign players to .001* 272.58 229.97 play in the team is important for the team to win. With change in the strategy, the motivational methods .037* 241.00 267.12 must change. Source: Own analysis

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Looking at the obtained means from Table 5.37 of males and females, it can be

seen that there is significant difference in their perception towards Functional

Strategy parameter. Males have given higher importance to functional strategy

as compared to females. Both the groups believe that Functional Strategy is an

important parameter when turnaround is required.

Table 5.38: Hypothesis testing based on educational qualifications of the respondents (males/females) Null Hypothesis Rejected/ Factor Accepted There is no significant difference in the opinion of people towards the effect of Null Hypothesis Leadership on the turnaround of an organisation or team based on their gender. Accepted There is no significant difference in the opinion of people towards the effect of Null Hypothesis team dynamics on the turnaround of an organisation or team based on their Rejected gender. There is no significant difference in the opinion of people towards the effect of Null Hypothesis motivational methods on the turnaround of an organisation or team based on Rejected their gender. There is no significant difference in the opinion of people towards the effect of Null Hypothesis empowering the team on the turnaround of an organisation or team based on Rejected their gender. There is no significant difference in the opinion of people towards the effect of Null Hypothesis goal orientation on the turnaround of an organisation or team based on their Accepted gender. There is no significant difference in the opinion of people towards the effect of Null Hypothesis recognition from franchisee on the turnaround of an organisation or team based Rejected on their gender. There is no significant difference in the opinion of people towards the effect of Null Hypothesis open communication between franchisee and team on the turnaround of an Accepted organisation or team based on their gender. There is no significant difference in the opinion of people towards the effect of Null Hypothesis shared vision by the team on the turnaround of an organisation or team based Accepted on their gender. There is no significant difference in the opinion of people towards the effect of Null Hypothesis support from franchisee on the turnaround of an organisation or team based on Accepted their gender. There is no significant difference in the opinion of people towards the effect of Null Hypothesis functional strategy on the turnaround of an organisation or team based on their Accepted gender. Source: Own analysis

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5.6.5 Hypothesis - 5

H05: There is no difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their age.

The data was analysed based on the age-groups of the respondents. There were four age groups viz below 20 (55 respondents), 20-25 (276 respondents), 25-35

(124 respondents) and 35 & above (50 respondents).

Kruskal Wallis Test was used to determine the difference of perception towards all the parameters such as Leadership, Team Dynamics, Empowering the Team

Members, Motivation, Functional Strategy etc. for the turnaround of a team.

The tables and description below gives the details on the difference of opinions between graduates and post-graduates as obtained using SPSS for these parameters.

Looking at the responses based on age-groups, it can be seen that there is no significant difference in their perception towards Leadership, however for two statements there is significant difference between the perceptions based on age groups under this parameter ―A leader should be aggressive when it comes to winning. (Highest mean: 25-30 yrs, Lowest mean: Below 20 yrs.), A leader must ensure that the team members share a cordial relationship among themselves.

(Highest mean: Below 20 yrs, Lowest mean: 25-30 yrs.)‖

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Table 5.39: Difference in Perception based on age-groups towards the effect of Leadership for the turnaround of a Team Sig. Value (Mann Whitney U test) Leadership .086 A team leader should communicate well with the team members. .316 A leader should be approachable. .886 A leader should be aggressive when it comes to winning. .010* It is the duty of the leader to boost the morale of the team members post any .745 failures. A leader must be able to take corrective steps against non-performers ranging .791 from counselling to sacking. Providing training to the team is the team leader‘s responsibility. .204 A leader‘s responsibility includes defining outcomes. .296 A leader must ensure that the team members share a cordial relationship among .025* themselves. True success of the leader depends upon how he chooses the ―Winning-11‖ .320 members to play from the entire team including extras. * significant at the 0.05 level (2-tailed). Source: Own analysis

Overall all the groups believe that Leadership is an important parameter when turnaround is required.

Table 5.40: Difference in Perception based on age-group towards the effect of Team Dynamics for the turnaround of a team Sig. Value (Mann Whitney U test) Team Dynamics .986 A group / team must interact informally too. .120 Competitive environment within the team leads to team success. .277 Encouragement by peers has a positive effect on the team‘s success .905 Every member should participate while forming the vision of the team .329

Source: Own analysis

From the above table it can be seen that there is no significant difference in the perception based on age-groups towards Team Dynamics parameter. All the groups believe that Team Dynamics is an important parameter when turnaround is required.

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Table 5.41: Difference in Perception based on age-group towards the effect of Motivations for the turnaround of a team Sig. Value (Mann Whitney U test) Motivation .003* Equal appreciation should be given to all members of the team to .001* improve their performance. Non- Financial appreciation has a positive effect on a team‘s .225 performance. Making members work under pressure yields better results. .000* Social interaction with family members will keep the morale of the team .209 high. A good performer in the team should be praised. .676 Same motivational methods should be used for one and all. .636 A non-performer must be replaced. .029* * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the responses, it can be seen that there is a significant difference in their perception towards Motivation. Respondents below 20 yrs have given highest importance to Motivation and the ones above 30 yrs have given least importance. Overall all the groups believe that ―Motivational methods‖ is an important parameter when turnaround is required.

Table 5.42: Difference in Perception based on age-groups towards the effect of Empowerment of team members for the turnaround of a team Sig. Value (Mann Whitney U test) Empowerment .064 Team members should be consulted before every decision is taken. .000* Members take advantage of liberal environment .171 Team members should be allowed to participate in all important .115 meetings of the team. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response, it can be seen that there is no significant difference in their perception towards Empowerment parameter except one - “Team members should be consulted before every decision is taken.( Highest mean: Below 20 yrs., Lowest mean: Above 30 yrs.)‖

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All the groups believe that Empowerment is an important parameter when turnaround is required.

Table 5.43: Difference in Perception based on age-group towards the effect of Goal Orientation of team members for the turnaround of a team Sig. Value (Mann Whitney U test) Goal Orientation .674 Team members should be able to identify with the ultimate goal of .429 the team. Outcomes form the focal point while deciding strategies. .480 Outcomes must not be discussed with the team members. .318 Source: Own analysis

Looking at the response, it can be seen that there is no significance difference in the perception of respondents based on age, towards Goal Orientation parameter. All the groups believe that Goal Orientation is an important parameter when turnaround is required.

Table 5.44: Difference in Perception based on age-group towards the effect of Recognition from Franchisee of team members for the turnaround of a team Sig. Value (Mann Whitney U test) Recognition from Franchisee .602 Franchisee should give only financial incentives to the team. .052 Incentives need not be at par with the market standards as long as .246 incentives are given. Source: Own analysis

Looking at the responses, it can be seen that there is no significant difference in the perception of respondents based on age, towards Recognition from the

Franchisee parameter. All the groups believe that Recognition from the

Franchisee is an important parameter when turnaround is required.

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Table 5.45: Difference in Perception based on age-groups towards the effect of Open Communication between franchisee and team members for the turnaround of a team Sig. Value (Mann Whitney U test) Open Communication between franchisee and team members .045* Team members should never interact with the franchisee. .000* Franchisee should interact only with the team leader and the coach. .004* Franchisee should interact with the entire team. .000* Franchisee should have a good rapport with the entire team. .757 Franchisees must interact with the entire team on regular basis. .285 Franchisee should maintain distance from the team barring urgent .288 circumstances * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the responses, it can be seen that there is significant difference in their perception Open communication parameter. Though, overall all the groups believe that Open Communication between franchisee and team members is an important parameter when turnaround is required, respondents below 20 yrs. have given highest importance to Motivation and the ones between 25-30 yrs. have given it the least importance.

Table 5.46: Difference in Perception based on age-groups towards the effect of Sharing Vision by the team members for the turnaround of a team Sig. Value (Mann Whitney U test)

Sharing vision .723 The leader‘s vision must be communicated with the entire team. .884 Understanding of the vision by the team members has a positive impact on .031* its success. Formation of vision helps in achieving the ultimate goal of a team. .132 The vision must be simple and achievable. .272 * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the responses, it can be seen that there is no significant difference in their perception towards Sharing vision by the team however for one statement under this parameter - “Understanding of the vision by the team members has a

157 positive impact on its success‖, there is a significant difference on opinion of the respondents based on age (Highest mean: Below 20 yrs., Lowest mean: 25-30 yrs.)‖. Otherwise, all the groups believe that sharing vision by the team members is an important parameter when turnaround is required.

Table 5.47: Difference in Perception based on age-group towards the effect of Support from the franchisee for the turnaround of the team Sig. Value (Mann Whitney U test) Support from Franchisee .035* Franchisee should make sure that the team is given the latest kits to .004* perform. It is the franchisee who should ensure that the required training is .779 provided to the team at regular intervals. Franchisee does not play an important role in achieving the ultimate .012* goal of a team. Franchisees must help the team actualize its ultimate goal through .787 constant motivation. Franchisee should make notable contribution for the welfare and health .210 of the team members. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the responses, it can be seen that there is significant difference in their perception towards Support from Franchisee. Though all the groups believe that Support from Franchisee is an important parameter when turnaround is required, respondents above 30 yrs. have given the highest importance while respondents below 20 yrs. have given least importance.

Looking at the response based on age-group, it can be seen that there is no significant difference in their perception towards Functional Strategy parameter, however for one statement, ―Choosing the right combination of four foreign players to play in the team is important for the team to win (Highest Mean: Below

20 yrs. Lowest Mean: 25-30 yrs.)‖ there is a significant difference in the importance given by respondents based on age.

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Table 5.48: Difference in Perception based on age-groups towards the effect of Functional Strategy for the turnaround of a team Sig. Value (Mann Whitney U test) Functional Strategy .786 Change in strategy for every game has a positive impact on the .910 success. Strategies should be changed to meet the team members‘ capacity .314 for ensuring the team‘s success. Having a sound strategy is imperative for the team. .745 Having a succession plan helps the team perform better. .177 A team must comprise of all rounders rather than specialists. .504 The team should always adhere to the past winning strategy. .540 Detailed operating strategy (batting, bowling etc.) plays a significant .559 role in the success of a team Choosing the right combination of four foreign players to play in the .033* team is important for the team to win. With change in the strategy, the motivational methods must change. .811 * significant at the 0.05 level (2-tailed). Source: Own analysis

All the groups believe that Functional Strategy is an important parameter when turnaround is required.

Table 5.49: Hypothesis acceptance/rejection based on age groups of the respondents Null Hypothesis Rejected/ Factor Accepted There is no significant difference in the opinion of people towards the effect Null Hypothesis of Leadership on the turnaround of an organisation or team based on age- Accepted groups. There is no significant difference in the opinion of people towards the effect Null Hypothesis of team dynamics on the turnaround of an organisation or team based on Accepted age-groups. There is no significant difference in the opinion of people towards the effect Null Hypothesis of motivational methods on the turnaround of an organisation or team based Rejected on age-groups. There is no significant difference in the opinion of people towards the effect Null Hypothesis of empowering the team on the turnaround of an organisation or team based Accepted on age-groups. There is no significant difference in the opinion of people towards the effect Null Hypothesis of goal orientation on the turnaround of an organisation or team based on Accepted age-groups. There is no significant difference in the opinion of people towards the effect Null Hypothesis of recognition from franchisee on the turnaround of an organisation or team Accepted based on age-groups. There is no significant difference in the opinion of people towards the effect Null Hypothesis of open communication between franchisee and team on the turnaround of Rejected an organisation or team based on age-groups.

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There is no significant difference in the opinion of people towards the effect Null Hypothesis of shared vision by the team on the turnaround of an organisation or team Accepted based on age-groups. There is no significant difference in the opinion of people towards the effect Null Hypothesis of support from franchisee on the turnaround of an organisation or team Rejected based on age-groups. There is no significant difference in the opinion of people towards the effect Null Hypothesis of functional strategy on the turnaround of an organisation or team based on Accepted age-groups. Source: Own analysis

5.6.6 Hypothesis - 6

H06: There is no difference in the opinion of people towards the effect of leadership, vision, team dynamics, collaboration and communication, incentives, motivation, functional strategy on the turnaround of an organisation or team based on their work experience.

The data was analysed to determine if there is any difference in the opinion of students from working professionals. There are 270 students and 235 working professionals.

Mann-Whitney U Test was used to determine the difference of perception towards all the parameters such as Leadership, Team Dynamics, Empowering the Team Members, Motivation, Functional Strategy etc. for the turnaround of a team.

The tables and description below gives the details on the difference of opinions between students and working professionals as obtained using SPSS for these parameters.

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Looking at the response of the students and working professionals, it can be seen that there is no significant difference in their perception towards Leadership, however for two statements - ―A team leader should communicate well with the team members, a leader should be aggressive when it comes to winning‖, there is a difference in opinion in students and working professionals. Both the groups believe that Leadership is an important parameter when turnaround is required.

Table 5.50: Difference in Perception of students and working professionals towards the effect of Leadership for the turnaround of a Team Sig. Value Mean Value Mean Value (Mann Whitney (Students) (Working U test) Professionals) Leadership .875 A team leader should communicate well .032* 257.26 225.63 with the team members. A leader should be approachable. .422 A leader should be aggressive when it .008* 246.33 295.86 comes to winning. It is the duty of the leader to boost the .055 morale of the team members post any failures. A leader must be able to take corrective .986 steps against non-performers ranging from counselling to sacking. Providing training to the team is the .508 team leader‘s responsibility. A leader‘s responsibility includes .725 defining outcomes. A leader must ensure that the team .489 members share a cordial relationship among themselves. True success of the leader depends .933 upon how he chooses the ―Winning-11‖ members to play from the entire team including extras. * significant at the 0.05 level (2-tailed). Source: Own analysis

From the next table (Table 5.51) it can be seen that there is no significant difference in the perception of students and working professionals towards Team

Dynamics parameter however for one statement – ―Competitive environment

161 within the team leads to team success.‖ Working professionals have given higher importance to this as compared to students. Both the groups believe that Team

Dynamics is an important parameter when turnaround is required.

Table 5.51: Difference in Perception of students and working professionals towards the effect of Team Dynamics for the turnaround of a team Sig. Value Mean Value Mean Value (Mann (Students) (Working Whitney U Professionals) test) Team Dynamics .864 A group / team must interact informally too. .064 Competitive environment within the team .050* 248.23 283.66 leads to team success. Encouragement by peers has a positive .533 effect on the team‘s success Every member should participate while .221 forming the vision of the team * significant at the 0.05 level (2-tailed). Source: Own analysis

Table 5.52: Difference in Perception of students and working professionals towards the effect of Motivations for the turnaround of a team Sig. Value Mean Mean Value (Mann Whitney Value (Working U test) (Students) Professionals) Motivation .764 Equal appreciation should be given to all .033* 258.10 220.22 members of the team to improve their performance. Non- Financial appreciation has a positive .333 effect on a team‘s performance. Making members work under pressure .111 yields better results. Social interaction with family members will .151 keep the morale of the team high. A good performer in the team should be .987 praised. Same motivational methods should be .449 used for one and all. A non-performer must be replaced. .042* 246.92 284.51 * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the responses of the students and working professionals, it can be seen that there is no significant difference in their perception towards

Motivational Methods parameter except for two statements. For one students

162 have given higher importance while for the other working professionals have given higher importance. Overall both the groups believe that ―Motivational methods‖ is an important parameter when turnaround is required.

Table 5.53: Difference in Perception of students and working professionals towards the effect of Empowerment of team members for the turnaround of a team Sig. Value Mean Value Mean Value (Mann (Students) (Working Whitney U Professionals) test) Empowerment .876 Team members should be consulted .000* 261.73 196.88 before every decision is taken. Members take advantage of liberal .463 environment Team members should be allowed to .210 participate in all important meetings of the team. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the students and working professionals, it can be seen that there is no significant difference in their perception towards

Empowerment parameter however for one statement under this parameter,

“Team members should be consulted before every decision is taken.‖ The students have given higher importance to this statement as compared to working professionals. Overall, both the groups believe that Empowerment is an important parameter when turnaround is required.

Looking at the response of the students and working professionals (Table 5.54), it can be seen that there is no significant difference in their perception towards

Goal Orientation parameter. Both the groups believe that Goal Orientation is an important parameter when turnaround is required.

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Table 5.54: Difference in Perception of students and working professionals towards the effect of Goal Orientation of team members for the turnaround of a team Sig. Value Mean Value Mean Value (Mann Whitney (Students) (Working U test) Professionals) Goal Orientation .654 Team members should be able to identify .247 with the ultimate goal of the team. Outcomes form the focal point while .439 deciding strategies. Outcomes must not be discussed with the .809 team members. * significant at the 0.05 level (2-tailed). Source: Own analysis

Table 5.55: Difference in Perception of students and working professionals towards the effect of Recognition from Franchisee of team members for the turnaround of a team Sig. Value Mean Value Mean Value (Mann Whitney (Students) (Working U test) Professionals) Recognition from Franchisee .823 Franchisee should give only financial .217 incentives to the team. Incentives need not be at par with the .603 market standards as long as incentives are given. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the students and working professionals, it can be seen that there is no significant difference in their perception towards

Recognition from the Franchisee parameter. Both the groups believe that

Recognition from the Franchisee is an important parameter when turnaround is required.

Looking at the response of the students and working professionals, it can be seen that there is significant difference in their perception towards Open communication parameter. Working Professionals have given higher importance to it as compared to students.

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Table 5.56: Difference in Perception of students and working professionals towards the effect of Open Communication between franchisee and team members for the turnaround of a team Sig. Value Mean Mean Value (Mann Value (Working Whitney U (Students) Professionals) test) Open Communication between franchisee and .003* 246.87 289.32 team members Team members should never interact with the .004* 245.74 299.65 franchisee. Franchisee should interact only with the team .016* 247.00 291.54 leader and the coach. Franchisee should interact with the entire team. .001* 261.29 199.72 Franchisee should have a good rapport with the .161 entire team. Franchisees must interact with the entire team on .086 regular basis. Franchisee should maintain distance from the team .036* 247.71 286.98 barring urgent circumstances * significant at the 0.05 level (2-tailed). Source: Own analysis

Both the groups believe that Open Communication between franchisee and team members is an important parameter when turnaround is required.

Table 5.57: Difference in Perception of students and working professionals towards the effect of Sharing Vision by the team members for the turnaround of a team Sig. Value Mean Value Mean Value (Mann Whitney (Students) (Working U test) Professionals) Sharing Vision .861 The leader‘s vision must be communicated with .471 the entire team. Understanding of the vision by the team .194 members has a positive impact on its success. Formation of vision helps in achieving the .975 ultimate goal of a team. The vision must be simple and achievable. .532

* significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the students and working professionals, it can be seen that there is no significant difference in their perception towards sharing vision by the team member‘s parameter. Both the groups believe that sharing

165 vision by the team members is an important parameter when turnaround is required.

Looking at the response of the students and working professionals (Table 5.58), it can be seen that there is no significant difference in their perception towards

Support from Franchisee parameter. Both the groups believe that Support from

Franchisee is an important parameter when turnaround is required.

Table 5.58: Difference in Perception of students and working professionals towards the effect of Support from the franchisee for the turnaround of the team Sig. Value Mean Mean Value (Mann Value (Working Whitney U (Students) Professionals) test) Support from franchisee .978 Franchisee should make sure that the team is given .055 the latest kits to perform. It is the franchisee who should ensure that the .306 required training is provided to the team at regular intervals. Franchisee does not play an important role in .760 achieving the ultimate goal of a team. Franchisees must help the team actualize its ultimate .686 goal through constant motivation. Franchisee should make notable contribution for the .073 welfare and health of the team members. * significant at the 0.05 level (2-tailed). Source: Own analysis

Looking at the response of the students and working professionals, it can be seen that there is no significant difference in their perception towards Functional

Strategy parameter, however there is one statement under this parameter –

―Choosing the right combination of four foreign players to play in the team is important for the team to win.‖ This statement had significant difference in

166

importance given by the students and working professionals. Students have

given higher importance to this as compared to working professionals.

Table 5.59: Difference in Perception of students and working professionals towards the effect of Functional Strategy for the turnaround of a team Sig. Value Mean Mean Value (Mann Value (Working Whitney U (Students) Professionals) test) Functional Strategy .823 Change in strategy for every game has a positive .155 impact on the success. Strategies should be changed to meet the team .728 members‘ capacity for ensuring the team‘s success. Having a sound strategy is imperative for the team. .643 Having a succession plan helps the team perform .102 better. A team must comprise of all rounders rather than .158 specialists. The team should always adhere to the past winning .156 strategy. Detailed operating strategy (batting, bowling, etc) .475 plays a significant role in the success of a team Choosing the right combination of four foreign players .005* 260.06 207.63 to play in the team is important for the team to win. With change in the strategy, the motivational .741 methods must change. Source: Own analysis

Both the groups otherwise believe that Functional Strategy is an important

parameter when turnaround is required.

Table 5.60: Hypothesis acceptance/rejection based on profession of the respondents (students/working professionals) Null Hypothesis Factor Rejected/ Accepted There is no significant difference in the opinion of people towards the effect Null Hypothesis of Leadership on the turnaround of an organisation or team based on their Accepted profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis of team dynamics on the turnaround of an organisation or team based on Accepted their profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis of motivational methods on the turnaround of an organisation or team Accepted based on their profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis

167 of empowering the team on the turnaround of an organisation or team Accepted based on their profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis of goal orientation on the turnaround of an organisation or team based on Accepted their profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis of recognition from franchisee on the turnaround of an organisation or team Accepted based on their profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis of open communication between franchisee and team on the turnaround of Rejected an organisation or team based on their profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis of shared vision by the team on the turnaround of an organisation or team Accepted based on their profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis of support from franchisee on the turnaround of an organisation or team Accepted based on their profession. There is no significant difference in the opinion of people towards the effect Null Hypothesis of functional strategy on the turnaround of an organisation or team based Accepted on their profession. Source: Own analysis

5.7 General Opinion about IPL

The respondents were asked to give their opinions on the following statements

on IPL. Based on the responses, it was calculated how many respondents agree

and how many do not agree to the statement.

a) 20-20 is an innovative format

Table 5.61: 20-20 is an innovative format

Frequency Percent Yes 428 84.8 No 37 7.3 Maybe 40 7.9 Total 505 100.0

Source: Own analysis

Majority of respondents agree that 20-20 is an innovative format.

b) IPL is the best form of entertainment mixed with sport.

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Table 5.62: IPL is the best form of entertainment mixed with sport

Frequency Percent yes 300 59.4 no 97 19.2 maybe 108 21.4 Total 505 100.0

Source: Own analysis

60% respondents agree that IPL is the best form of entertainment mixed with sports. c) 20-20 will take the game of cricket to the next level.

Table 5.63: 20-20 will take the game of cricket to the next level Frequency Percent yes 223 44.2 no 135 26.7 maybe 147 29.1

Total 505 100.0 Source: Own analysis

A larger group of people agree that 20-20 will take the game of cricket to the next level. d) Celebrities endorsing the team have affected the team and its audience

positively.

Table 5.64: Celebrities endorsing the team have affected the team and its audience positively Frequency Percent Yes 316 62.6 No 67 13.3

Maybe 122 24.2

Total 505 100.0

Source: Own analysis

169 e) The franchisees have motivated the teams.

Table 5.65: The franchisees have motivated the teams. Frequency Percent Yes 239 47.3

No 103 20.4 Maybe 163 32.3 Total 505 100.0

Source: Own analysis

The diagram shows that as per the respondents, the coach does motivate the team. Also there were a large number of people who were not decided on this statement, f) IPL has added an extra zing for the cricket players.

Table 5.66: IPL has added an extra zing for the cricket players

Frequency Percent Yes 343 67.9 No 61 12.1 maybe 101 20.0 Total 505 100.0

Source: Own analysis

68% feel that IPL has added zing for the cricket players g) IPL is expected to create a young generation of globally competitive

Indian players.

Table 5.67: IPL is expected to create a young generation of globally competitive Indian players

Frequency Percent yes 273 54.1 No 79 15.6 maybe 153 30.3 Total 505 100.0 Source: Own analysis

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54 % respondents feel that IPL is expected to create a young generation of globally competitive Indian players.

h) IPL has provided a stage for the young players to learn from the

experienced international players.

Table 5.68: IPL has provided a stage for the young players to learn from the experienced international players

Frequency Percent Yes 417 82.5 No 25 5.0 maybe 63 12.5

Total 505 100.0 Source: Own analysis

82 % respondents feel that IPL has provided a stage for the young players to learn from the experienced international players. i) IPL has added extra zing for the cricket audience.

Table 5.69: IPL has added extra zing for the cricket audience

Frequency Percent Yes 382 75.6 No 35 6.9 maybe 88 17.4

Total 505 100.0 Source: Own analysis

76% respondents feel hat IPL has added the extra zing for the cricket audience.

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5.8 Conclusion from Analysis

From the results of the analysis, it can be concluded that

 The most important factors that lead to team success are: Vision, Team

dynamics and Leadership.

 It was also found that there is a positive correlation between most of the

factors though the correlation was not a very high correlation. Leadership

had a correlation with Team Dynamics, motivation, vision, strategy and

empowerment of the team members.

 Significant difference in the perception of viewers and experts, graduates

and cost-graduates, student and working class, males and females, and on

different age groups towards the importance on the factor in turnaround

management was not seen.

 Majority of respondents agree that 20-20 is an innovative format and that

IPL is the best form of entertainment mixed with sports. A large group of

people agree that 20-20 will take the game of cricket to the next level. More

than half the respondents feel that IPL has added zing for the cricket players

and audience both. About half of the respondents feel that IPL is expected

to create a young generation of globally competitive Indian players and IPL

has provided a stage for the young players to learn from the experienced

international players.

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Chapter 6

Case Study on Turnaround of Deccan Chargers

Case study

The present research was undertaken to ascertain the importance of leadership competencies to lead a successful team which can bring about a turnaround to any organisation. The research literature showed that Leadership, Vision and

Team dynamics are important factors leading to team success and that, they play a positive role in bringing about a turnaround in various businesses. The findings of the research endorse the findings of earlier researches. It also emerged that other factors that also contribute to the team‘s success are functional strategy, support from franchisee, empowerment of the team members, motivation of the team members and their goal orientation. It can therefore be assumed that leaders play a very positive and result oriented role towards the success of most types of organisation.

These findings can also be seen in the following case which highlights leadership dynamics in the performance turnaround of a cricketing team, particularly with reference to Deccan Chargers. It is an attempt to disinter the success story of the team Deccan Chargers who had an astounding win in the IPL season 2, which was played in South Africa in the year 2009. The newly elected chairman Mr. V.

Shankar revitalized the team with his crystal vision and refined leadership skills.

Not being oblivious to the captain and coach‘s effort, this case study will help

173 decipher impact of leadership in changing it from a loser to an achiever. It will try to unravel a leader‘s effect on a team‘s outcome.

6.1 Introduction

Deccan Chargers was a cricket franchise, representing Hyderabad in the Indian

Premier League. The Indian Premier League (IPL) began in 2008 and Deccan chargers were one of the eight founding members. Adam Gilchrist was the captain for three consecutive seasons and was later replaced by Kumar

Sangakkara. The team lost the match in the first season, but in the year 2009, for the second season, held in South Africa, the reigns of the team were taken over by the newly elected chairman V. Shankar.

Under his prescriptions (term used by him in an interview), the team was able to accomplish what was considered unachievable. The dashed hopes after losing hopelessly in the IPL season 1 were turned into an optimistic contemplation. His strategic plans turned his vision into a possibility, eventually leading them to win.

The team in a way re-introduced itself in the game by winning the second season.

6.2 Background - Deccan Chargers

Deccan Chargers was owned by the newspaper Deccan Chronicles Ltd. which paid US$107 million for the franchise. It was a Hyderabad based team. It was one of the eight founding teams of the Indian Premier League. Initially the logo of

Deccan chargers was gold and red with a charging bull with the tagline ‗The

174 unstoppable‘, but it was changed in the 2009 edition of the season to a more vibrant charging bull on a light grey shield and the tagline was dropped. The team‘s jersey was also changed from pale brown to obsidian blue. In 2009, the team not only saw a complete make-over in terms of the logo and jersey but was also introduced with the new Chairman V. Shankar, Captain Adam Gilchrist and

Coach Darren Lehmann. Deccan Chronicles became the primary sponsor for the team. They became the champions of the 2009 edition of the Indian Premier

League.

6.2.1 Deccan Chargers Season 1 – 2008

The team had some dynamic players like Andrew Symonds, Herschelle Gibbs,

Adam Gilchrist, Shahid Afridi and Scott Styris. The team was coached by Robin

Singh, a former cricketer who played as an all-rounder in India. The CEO of the team was J. Kalyan Krishnan. The important bowlers of the team were Chaminda

Vaas, R.P. Singh and Nuwan Zoysa. Some other Indian players that were part of the team were Pragyan Ojha, Rohit Sharma and Venugopal Rao. Although introduced with some star players of the past, the team wasn‘t able to perform well in the first season and lost terribly, becoming the last team on the table.

Andrew Symonds was able to play only three innings in the tournament as he had to leave to play for the Australian national team. Even V. V. S. Laxman could not play in the tournament after an injury that forced him to be excluded from the team after playing only 6 matches for it. The team was left in the hand of some good bowlers like R.P. Singh, Pragyan Ojha and Shahid Afridi who took more

175 than 4 wickets in the season. The team‘s bad performance resulted in its winning only two matches, the first against Mumbai Indians and the second against

Chennai Super Kings.

6.2.2 Deccan Chargers Season 2 – 2009

The second season served as a new beginning for the team. The fresh start saw a complete revamping of the team, from the administration to the supporting staff. The team‘s new Chairman V Shankar was introduced and he changed the complete dynamics of the team. He redesigned the team, physically and mentally. The management team was altered to embody a visibly winning team.

The team logo was changed from red and gold to silver and blue with a charging bull on it. The colour of the jersey was also changed from pale brown to a resonant blue. This season also saw the team brushing the poor performance tag and playing the tournament like never before. The captain V.V.S. Laxman was replaced by Adam Gilchrist and the coach Robin Singh was replaced by Darren

Lehmann who had played in the first season under Rajasthan Royals.

The players Shahid Afridi and Herschelle Gibbs were put up for sale because of their poor performance in the first season but they weren‘t bought by any other teams. Later the franchise severed its ties with Shahid Afridi due to disagreements. Sanjay Bangar, an all-rounder was also sold to Kolkata Knight

Riders. The franchise bough new players in the team like Queensland all-rounder

Ryan Harris. Two West Indian players were bought in the auction, Fidel Edwards for $150,000 and Dwayne Smith for $100,000. There were some new domestic

176 players who were signed to the team like Shoaib Maqsusi, Abhinav Kumar and

Tirumalasetti Suman and bowlers like Jaskarandeep Singh and Harmeet Singh.

Azhar Bilakhia of Baroda was also introduced to the team for the season.

With an unsatisfactory performance in the inaugural edition, this season the team

Deccan Chargers showed a completely new side to it. Deccan Chargers did lose some close matches in the beginning but the return of Andrew Symonds and

Rohit Sharma with the ebullience of the captain Adam Gilchrist the team managed to give an outstanding performance and won some close matches of the season. During the semi-finals, Adam Gilchrist‘s 85 runs off 35 balls helped defeat Delhi Daredevils taking Deccan Chargers to the finals against Royal

Challengers Bangalore. Even though in the finals Gilchrist got out for a duck the

Chargers still managed to perform exceedingly well and won the match by 6 runs, making them the champions of the 2009 Indian Premier League.

6.3 Deccan Chargers 2009 – The new and refined team

Deccan chargers‘ win in the second season is a story of how sheer dedication and vision of a leader can completely modify a team.

V. Shankar, Chairman of Deccan Chargers:

The appointment of V.S as the chairman of the Deccan chargers in 2009 proved to be game changer for the team who had lost its first match against CSK in season one. There is a noteworthy difference between the Deccan Chargers in the 2009 edition of IPL and the Deccan Chargers before and after that. This

177 difference was possible because of V. Shankar, a businessman and an avid fan of cricket; he used both of his skills and provided a clear insight towards making the future endeavours of the team a success. He applied principles of business, leadership, innovation and management and provided various ‗prescriptions‘ to cure the team of despair and instil in them the confidence to rebuild, even win.

His ideas were pragmatic and his thought process was cut-ting edge.

Some of the franchisee‘s prodigious ideas were:

Playing the role of a highly involved member by creating a personal contact

A leader‘s involvement with the team has become one of the most imperative factors. The leader has to make sure that he is in personal contact with every member of the team. A team member should feel that the leader is catering to his needs individually. The leader provides proper guidance and ways of improvement to each of the members which unquestionably helps them convalesce themselves from their earlier state and work on the problematic areas accordingly. This helps improve the performance of the team members and they, with the support of their leader, are able to turn around the present state of the organisation to a better one.

The franchisee had a personal contact with every member of the team and especially with the captain and the coach. He made sure that the team knew that even though he is not always physically present among them, he still is aware and keeping an eye on every movement of the team. This indicates that the franchisee was as involved as the captain or the coach of the team. The

178 franchisee wanted the best out of them and hence his inputs were extremely important.

Communication through emails

A leader‘s communication with the team members is an integral part of the effective working of an organisation. It has become easier for people to communicate with each other with technology in our midst. A leader can use these tools and communicate with the team members without being physically present. The leader is able to send personal mails to particular member of the team with suggestions and inputs. In case the leader is not satisfied with the performance of the follower the leader can point out those flaws and suggest solutions for it personally. This creates a feeling of gratitude in the follower because the leader has not publicized his flaws and in fact really wants him to improve. Whether the Leader communicates with the followers by being physically present or through emails, what matters is that he is connected with them and is fully aware of their situation.

In this case, the franchisee had started emailing the team even before he had met them. This created a relationship and bridged the gap between the franchisee and the team way before him really meeting them. The franchisee would email the team before and after the match. His emails would be filled with inspiring quotations, various graphs and statistics of the team‘s performance in the match and solutions to the problematic areas. He acknowledged the efforts of on-field players, extras and even the supporting staff. He gave them a perspective from his prescriptions. This served as a boost to the team as a

179 whole. This shows the importance of communication for effective leadership and how technology has helped and made it easier and better.

Consulting with the captain for major decisions

A captain has thorough knowledge of the team because of his constant presence and him being a crucial member of the team. The captain is a leader to the team on field and it is his responsibility to make sure that the members of the team are giving their best. The captain is also aware of the team‘s desideratum and aspirations as he is part of it himself. The captain knows the team in and out and works on shaping the team accordingly.

The franchisee had a personal contact with Adam Gilchrist who was the captain of the team and consulted him for some major decisions. The franchisee not only took advice from the captain when buying new players for the team but also when he planned for an incentive scheme for the team to increase their efforts.

Gilchrist did have a problem with the scheme as he did not want the team to play for money. So he made a major decision and told the team that nobody would earn the incentive individually for himself but will earn it for everybody. The money earned would go into a common pool and would be divided equally among the on-field players and the bench players. This demonstrated that the bench players were no different from the players on-field and it served as a motivational factor. The franchisee worked with the captain as a team to attain the common goal.

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Using solicitude and affability to put out his point

The leader has to be an understanding member of the team. He should empathize with the followers, which is to be aware of their feelings. This helps the leader to understand the needs of the team members and give them support to deal with the challenges that might be holding them back from performing.

Hence the two traits, solicitude i.e. being caring and keeping a concern about the team members, and affability i.e. being approachable and friendly, are important elements that are required in today‘s leader.

The franchisee did the same; he was constantly available to the members through email, which only made it better for the team as a whole. He cared for the team and hence, appreciated every single member for even smallest of efforts they made towards the betterment of the team as a whole. A huge example is a mail that was sent by the franchisee to Laxman and Chaminda

Vaas, appreciating their valuable support to the team. Even though they were benched in most of the matches they never lost their patience. They continued to mentor and advise the young members of the team.

Infusing confidence in his team members

The leader has to infuse in his team the energy to push them to perform better.

He has to find new and innovative ways to do that and implement it effectively.

The leader should be able to instil in the team, a sense of mission. A team member has to be confident in order to perform well. This is achieved with constant motivation and creative methods that elevate the energy of the followers. The mails by the franchisee served as a continual motivator for the

181 team. The franchisee would appreciate the performance of players on field with quotations and garland them with praises galore.

Motivating team member by sending personal emails of appreciation and fair criticisms

The leader‘s job is to not only shower words of praises but also correct the followers when at mistake. The franchisee would send emails that would contain words of appraisal, but also included constructive criticism for the improvement of the team. This motivation kept them steady all the time; even though they faced highs and lows, they still managed to meet the challenge. For a team to win it has to constantly have the same energy, spirit and determination and the franchisee made sure it was present in the followers constantly.

Proposing an Incentive scheme for boosting their morale

Incentives are one of the ways that a leader adapts to encourage the followers. It acts as a stimulus for the future performance of the team. The incentives are not necessarily monetary. Recognizing the efforts of the followers and appreciating them for the same is also considered as an incentive. In this case, the franchisee used both the methods; he sent them words of appreciation through mail and introduced an incentive scheme to the team to keep them charged. The incentive scheme was incremental, it was indeed awarded to the winning players, but there was another side to it. The incentive would be given even when the team was losing. This was because the franchisee had observed the team would give up whenever they realized they were losing and this attitude would result in them

182 losing terribly. The franchisee wanted to change this giving up strategy and hence introduced incentive. This paving way for good spirits and the team was charged up till the end, even if they were losing.

Advocating fair play and ethics and making „code of conduct‟ a must

The game of cricket is called as the gentleman‘s game hence it calls for high standards and ethics. There are certain rules and ethics that the cricketers have to maintain. The IPL tournament tends to be more aggressive hence it is important that there are rules followed which help maintain the decorum on field.

Cricket is a high energy game; sometimes it can lead to ego clashes. It is during these times that the players should abide by the rules and carry themselves in a civilized fashion. Sportsmanship is important as it helps in maintaining the spirit of the game. The players should be able to keep their cool without being aggressive. Honesty is also an integral part, not only should the player himself be honest while playing the game but should also correct others including the umpire if needed.

Fair play is when every member of the team gets an equal opportunity to perform on field. It also means that the players should abide by the rules of the game and play accordingly. The team members should not reveal the strategies and plans of their teams or indulge in betting, spot fixing etc. Players have indulged in distracting the opposite players, which is not condemned by law but it is considered unfair by many players. An example would be a mail that the franchisee sent to Andrew Symonds regarding the Pandey incident, where he

183 tried to unnerve Pandey by provoking him. The franchisee expressed disappointment and asked the players to not repeat it again. The franchisee was extremely stringent about the players behaving well on field.

Code of conduct, discipline, fair play and ethics were prioritized by the franchisee. In Gilchrist the franchisee saw a man of character and conviction, an honest cricketer who had always showcased gentlemanly behavior throughout his career span. The franchisee wanted the players to mirror these qualities, get inspired and hence the decision to make Gilchrist the captain of the team was one of the best decisions made so far.

Believe in vision and values than mercenaries

A leader tries constantly for the team to have faith in the vision. The leader‘s intention is to promote vision and values than mercenaries. A follower with shared vision and values will have a different outlook towards the organisation than the one who is all about the money. Money oriented followers tend to be individualistic; this can prove fatal for the effective working of an organisation.

When the members share the vision and values with each other and the leader, it results in a prolific work force. This is exactly what the franchisee did; he built a rapport with the team right from the beginning, even before he had met them personally. He shared his vision and what he expected out of them. From motivational quotations to ideas, he made sure that he was clear with his vision and so was the team.

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The Leader – Franchisee

The franchisee‘s utmost desire was for the team to share his vision. He was in for a win and wanted the team to aspire for the same. His avidity rubbed on the players too which is pretty obvious with them eventually winning the series. He made some ingenious decisions, one of which was making Adam Gilchrist the captain of the team. Adam Gilchrist is a man of conscience and integrity; the reason why the franchisee had immense confidence in him. He took the responsibility on his shoulders to create a team and not individual players. His first statement to his team was ―that we are all in this together‖. This shows he was committed to making it a congruent team rather than having them play their individual games. The franchisee wanted the team to have a responsible leader like him. Someone who could help build the kind of team he wanted and also shared his opinions. Making Darren Lehmann as the team‘s coach was one of his major decisions too. He wanted someone who was not from the administration, a person who could associate with players, someone with whom the players could identify with. His idea was to create an affinity between the coach and the team members.

The franchisee‘s ‗personal touch‘ and accessibility was demonstrated through the number of emails that he would send to the team even before meeting them. His emails were not only filled with motivation and suggestions but also with implicit criticism. The mails would also contain graphs and charts of the team‘s performance. He kept the team together by building a rapport with them and amongst the team members. One of his mails states, ―Leadership is leading from

185 the front. It is about imagination, sensitivity to the smallest person in the team, it is about personal tenacity and more importantly is about creating extraordinary success with ordinary people. Mr. Gilchrist has all this and more.‖ These mails not only build a sense of respect in the team for the captain but also concoct a feeling of responsibility in the mind of the captain himself. No one‘s efforts were disregarded, from coach Darren Lehmann to V. Laxman who was appreciated for being a supportive member of the team. The franchisee showered each one with adulations and fair criticisms if required.

6.4 The way the various Management principles were applied.

While details of the format of IPL and the results of the various matches in the 6

IPL Editions feature elsewhere and hence not repeated, the study focuses on the effect of various management principles on and off the field that were employed by Deccan Chargers to revitalize the team and bring about a turnaround in its fortunes. Consistent with the findings of this research study for sporting ventures in general, leadership, vision and team dynamics indeed played a major role in the swing of fortunes of inside story of how Deccan Chargers transformed themselves from losers to a winning team, the researcher in his book ‗No Just

Cricket‘ outlined his prescriptions for success in distinct action plans as:

1. Fan becomes Chairman

2. Winning is the only thing

3. Decisions at the speed of light

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4. A coach who never coached before

5. Good for Gulli cricket, better for IPL

6. How to buy in an IPL auction, a primer from the Chargers

7. Fit in the mind, able in the body

8. Benched yet playing

9. Win or lose – just one way to play

10. Dull Beige to Dynamic Blue

11. Wisdom, bouquets & brickbats

12. Fans don‘t like tantrums

13. Celebrations before the win

The transformation of Deccan Chargers was based on common sense and confidence, both of which were non-existent in IPL – 1. What was employed was not rocket science. It is based on sound management principles that everybody knows. There is no formula for success in Deccan Chargers turnaround. It is about good thinkers, a feeling for people and a commitment to relentless focused action. The Chairman applied all known principles, but applied in a manner that was unexpected.

6.4.1 Fan becomes Chairman

Of the various stakeholders, in the sporting arena, the largest revenue contributors are the fans. It is generally understood that they have no direct role to play in the success or failure of the team that they support. At best they are

187 looked upon as those who throng the stadium, provide cheers support to the team and motivate them to perform. They applaud them for their actions and outstanding efforts. The fear of fan fury also brings in a sense of performance commitment from the players. Seldom have the fans played any role in the turnaround of any sporting team. While the players in the field are more concentrated on the batsman, the fan keeps a watch on the entire happening in the field. While they watched the game for fun, the excitement and cherish the nail biting moments, they are passionate about the game. Most of the fans do not stop at that they think who did what and why? ―I always have a point of view about what could have been better‖.

In the turnaround prescription for Deccan Chargers, the first major step that was taken was to make a fan, the Chairman. He combined all the attributes of a fan and also brought on the table all the qualities of leadership. As a successful businessman and entrepreneur, he knew what makes a business tick. IPL has redefined cricket, from being a mere sport to a sporty business.

As a fan, he watched every ball bowled in every match, enjoyed the moment but as a leader he analyzed every action on the field and reinforced various measures to sustain the momentum of winning for the team. Deccan Charges was the first case of a fan becoming a Chairman. This had a significant role in the turnaround when he employed the various strategies outlined elsewhere which moved the team from the bottom to the top of the table.

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6.4.2 Winning is the only thing

There was nothing further to lose for Deccan Chargers as they hit the bottom of the league table in IPL – 1. The pride of the players and the team as a whole pushed them to continuous training and to achieve a performance that will move them away from the bottom. Even without the application of the any of the management principles, the team would have fared better in IPL – 2. While the team was looking at achieving a respectable position moving from 8th to 5th, winning seemed to be like a impossible dream to them. To the Chairman, just moving positions a few notches up did not seem challenging enough. The players left it to him. In every possible foray he reiterated that the team would win because he felt his prescriptions were practical, philosophies current and thought processes clear. His strategies were not unknown. It was all about the right person at the right time and doing the right thing. In his mind‘s eye, he was seeing IPL – 2 cup in the hands of the players and this feeling he transferred effectively to every members of the team. He channelized the team energies to winning. There was nothing else that engaged the mind and the attention of the players.

6.4.3 Decisions at the speed of the light

In the first edition of IPL, the franchise did not setup the structure in the clear and concise manner. The team was totally unprepared. It was a rushed beginning and each one was pulling in his own directions. The players were not even aware as to who takes the decisions and whom to refer to for a decision. The first

189 decision was that the Chairman will drive the turnaround. It was his conviction that was the guiding force. He took all the non-cricketing decisions accept in a few cases where expert help was requisitioned. The first decision was to make

Adam Gilchrist, the Captain. Investing the confidence of the franchise in him much ahead of IPL – 2 did wonders. It gave him time to plan as to how he would lead his team. More importantly, Gilchrist not only shared the Chairman‘s vision of winning but also one who will make it a reality. He commanded the respect of the heavyweights of the team. The entire turnaround was centered on the

Captain. The Chairman was clear as to what kind of game he wanted Deccan

Chargers to play in the team. He wanted fair play, ethics and more importantly redefined behavior of the players both on and off the field. An altogether different class of players required a Captain who was a man of character and conviction.

This was important because this was the foundation on which the team was built, motivated them, inspired them to achieve something which seem impossible to them. They had to believe in the vision and the values. He wanted to win and win in the right way. Adam Gilchrist was an honest cricketer who always upheld the spirit of the game. He gained visibility through his game and gentlemanly behavior. There was no hype about Gilchrist.

Several of the Franchise‘s believed that this Indian Domestic Tournament and therefore the team should be led by an Indian cricketer. While a few teams opted for established overseas players to lead, most of the teams like Chennai Super

Kings, Mumbai Indians, King XI Punjab, Delhi Daredevils, Deccan Chargers,

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Kolkata Knight Riders settled for Indian national players. This first decision was cricket centric. It defined the leader and his attributes and did not limit the choice.

Most of the decisions off the field are crucial for the team to remain motivated and generally the franchise owners except occupying TV spaces did not contribute to the game. In Deccan Charger‘s case this was reversed with a clear, established decision making authority which ended with the Chairman who was also the Chairman of Deccan Chargers Sporting Ventures Limited.

Players were able to perceive the difference in the organization from that which existed in IPL – 1 and this positively contributed to their performance in the field.

Most of the issues relating to player payments and allowances got resolved without any lengthy discussions.

6.4.4 A coach who never coached before

Coaches win matches. Most of the battles are won in the minds, not the willow or the ball or other action in the field. Coaches weave magic with their training, advice, guidance, tips, and strategies – putting all these together in a winning combination. A good coach understands the opposition better than anyone else.

The type of skills that are required for coaching in a fast paced T20 is no different than that in Soccer. In IPL – 1, Deccan Chargers were coached by Robin Singh who just filled the slot and did no more. The trap to which most of the franchises fell was to look for celebrity players and foreign coaches. This did not help the

191 cause of the team. IPL being new, it demanded a new set of skills from the coach. It was therefore decided that it would do well if an IPL player were to be graduated to the position of a coach so that the experience of playing on the field can be factored into his coaching techniques. Singularly the decision to appoint

Mr. Darren Lahmann as the coach was the most important. He had never coached before. He had also retired from the IPL after the first edition. He had an analytical mind and was fairly conversant with the game strategies. Darren‘s thinking skills and people skills were too well-known. Since this was a new assignment, he gave his very best to prove a point that he is capable of being an international coach. From this appointment, today he is the coach of the

Australian Cricket Team, convincingly demonstrating that he has come a long way as one of the best coaches in cricket in the world.

6.4.5 Good for Gulli cricket, better for IPL

The franchise took a radical view to look for fresh talent instead of established players, young talented ambitious players who wanted to make a mark. Mr.

Lahmann and his assistant coach Kanwaljeet Singh conducted trial and recruitment camps in various parts of the country and looked for unseen, unsurfaced talent. The mandate was clear to them; take even a Gulli player if there is fire in his belly and ambition in his mind. Several youngsters from Andhra

Pradesh and catchment areas of the franchise, new and young unknown players like Harmeet Singh, Pragyan Ojha, Venugopal Rao, T. S. Suman, Ravi Teja made their mark in the big league. This decision was not only cost effective as

192 the cost of these players was very low. They gelled very well with the team being an awe of the legendary cricketers with whom they shared the team‘s fortunes.

6.4.6 How to buy in an IPL auction, a primer from the Chargers

It was decided not to throw good money on buying celebrity talent. Deccan

Chargers had no cost constraint not even expenditure closer to the approved limits. The idea was to focus on what exactly was needed. Several international players knocked at our door. We correctly understood the requirement of the team as a right arm fast bowler to work in tandem with the left arm R. P. Singh and an all-rounder who will strengthen batting lower down. Every franchise battled it out by loosening their purse on big tickets. Deccan Chargers settled for

Fidel Edwards and Dwayne Smith both from West Indies purchased at the base auction price. This was possibly the only cricketing decision the Chairman took all by himself. The outstanding performance of both Mr. Fidel Edwards and

Dwayne Smith contributed in no small measure to the success of Deccan

Chargers in IPL – 2 and their good showing in IPL – 3.

6.4.7 Fit in the mind, able in the body

A high level of fitness has an immediate effect on the mental health and a positive outlook. The players should be fit, flexible and injury free during the two month long IPL season. Administration is an integral part of support services. A major decision was to remove all ex-cricketers from team administration. When the call came for IPL – 2 in South Africa, Chargers were the first to approach the

193 administration manager of the South African Team Mr. Gulam Raja and induct him into the team. He was aware of all the grounds, had excellent contacts at all levels and could provide any service to the players without any difficulty. The best of physiotherapists, doctors and masseurs were roped in. The entire IPL – 2 went without any major injury and this was an important reason for the success of the team.

6.4.8 Benched yet playing

One of the problems of IPL is the large size of the cricket contingent. While 10 foreign players can be taken, only 4 can be in the field. The team also had to have players from the national cap, uncapped players from neighbourhood. All these led to a cricket team of 23 players in a minimum of which only 11 could be in action. It was a challenging task to keep the balance 12 motivated and engaged purposefully. A big bench brings in frustration for people not in the playing arena. The coach gave responsibility for every person who was benched for e.g. V. V. S. Laxman became a mentor for the young boys, Chaminda Vaas became the unofficial bowling coach. The rest were also advised to watch the match for every ball and make their own report. 22 pairs of observing eyes lapped every moment and provided useful inputs. This bench innovation was an excellent idea from the coach. It put paid to gossip. Moreover the entire incentive was shared even with the benched players keeping them on the high at all times.

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6.4.9 Win or lose – just one way to play

When the chips are down, generally the tendency is to give up having realized that the game is lost. When you lose a game by a huge margin this will affect the next game as well. A chain reaction sets in. Despair and despondency would pervade the team. It would then become difficult to recover and take to the winning path. What was unique about Deccan Chargers in IPL – 2 was that the

Table 6.1: Incentive scheme of Deccan Chargers 1. Tournament Specific: If DC reaches the semi-finals in 2009 season $2,500 If DC reaches the finals in 2009 season $5,000 If DC wins the IPL 2009 $10,000 (To be eligible for full bonus one should have played a minimum of 7 matches before the semi-finals, otherwise they will be entitled to a minimum of $1,000 for semi-finals, $1,500 for finals and $2,500 for winning the IPL. If a player leaves half-way through the tournament to fulfil his national commitments and is not a part of the team for semi-final/finals, he will not be entitled to tournament specific bonus). 2. Match Specific (For a single match) Man of the Match Award $1,000 2.2 Batsman : 2.2.1 Scores more than 50 runs at a strike rate of: i. 125 to 130 $300 ii. 130 – 140 $400 iii. > 140 $500 2.2.2 Score more than 75 runs $750 2.2.3 Scores a century in a match $1,000 2.2.4 Scores a minimum of 25 runs with a strike rate of 175 or more $150 2.2.5 For sixes scored by any batsmen : i. For every six beyond the first six $75 ii. If 5 or more sixes are hit in a match $500 2.2.6 For boundaries scored by any batsmen : i. For 8 boundaries in a match $300 ii. For every boundary beyond 8th boundary $50 2.3 Bowler : 2.3.1 Takes 3 wickets $500 2.3.2 For every wicket beyond 3 wickets $200 2.3.3 Bowls 8 dot balls in a maximum of 4 overs bowled $250 2.3.4 For every dot balls in a maximum of 4 overs bowled $250 2.3.5 If no wide or no ball is bowled in the allotted overs (minimum 3 overs) $150 2.3.6 Bowls a minimum of 3 overs with an economy rate of < or = 5 $200 2.4 Fielding : 2.4.1 Takes two catches / stumping $150 2.4.2 For every catch / stumping beyond two $100 2.4.3 For every direct hit that results in a run out $100 Source: Shankar V., 2009, Not Just Cricket

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Chairman devised a unique incentive scheme, monetizing every activity on the field till the last ball is bowled. In deference to the request of the captain, the incentive was pooled and distributed to all the players. Even the support staff was given 25% of the incentive earned by the players.

Today IPL is clouded with charges of spot fixing. The incentive scheme of

Deccan Chargers was the most effective prescription against any corrupting influence on the players to run after few dollars and ruin their career forever. The incentive scheme for IPL – 2 was as given in Table 6.1.

This ensured that win or lose, there is only one way i.e. play till the very end and don‘t give up. This contributed significantly to the morale of the team, boosted their confidence and ultimately helped them to lift the IPL cup at Wanderers,

Johannesburg.

6.4.10 Dull Beige to Dynamic Blue

In IPL – 1, the apparels for Deccan Chargers was the dull Beige. Watching the players for 3-4 hours at a stretch, one got tired not just by their performance but by the dullness of their dress. The visual fatigue moved the fans away from the team. There is some trust that some colors have a positive impact. The franchise therefore decided to engage navy blue design consultant, a design house in

London. Their new design with obsidian blue made the team look cheerful, confident and smart. A new phase of Chargers was seen in this color.

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6.4.11 Wisdom, bouquets & brickbats

One of the limitations in any IPL organization was the absence of communication between the franchise owners and the team. Occasionally, SMSs used to be given when the team won but seldom was a channel of communication opened up by which thoughts were shared. Bouquets were given for good performance, mild brickbats more for correction and wisdom beyond the cricketing field to make the cricketers complete human beings. Of all the various measures that

Deccan Chargers took in IPL – 2, singularly the Chairman‟s Choice was a major step in the right direction. He wanted the players to understand that life is much bigger than a T20 match, there are many things beyond cricket. Cricketers are a bunch of people who had seen glory and money quiet early in life. It was important to give them perspective that help them to be balanced.

One important thing about the emails was that the team did not have to worry about the management‘s views. They were given even before they could ask.

They did not have to read from the newspapers what the fans thought. This also cut out the 3G network – grapevine, gossip and guesswork. The emails celebrated the spirit of the joy of winning. They elevate because they show anyone can rise above mediocrity and despondency and excel beyond once own self limiting beliefs. They demonstrate a unique brand of leadership that displays what is called as tough law. These emails give a peep into the way the Chairman went about effecting their transformation by inspiring, motivating, taunting and elevating the players to a different plane of thinking. In the tough terrain of the

197 competition, they were one of the initiatives but it gave the captain, the coach and the players, a fresh set of lenses to look at issues. Darren Lahmann, the coach had this to say about the emails: ―The Chairman‘s Choice was spot on in terms of its analysis and content and the chairman gets a big tick as a man of great integrity. The way he conducted himself throughout the tournament earned him the respect of players for his extraordinary skills and the manner in which he supported the team to reach the heights that is has now achieved‖. Mr. Adam

Gilchrist had this observation: ―The Chairman was very supportive throughout the tournament. He displayed an obvious passion for cricket and a true desire to see us succeed in IPL – 2. His emails were very forthright and honest: at times extremely complimentary and at others quite harsh. It kept the group grounded and focused on the job at hand‖.

The following comments on the email communication bring home how valuable they were to the team.

“Your words were spot on and perfectly timed. We really appreciate your support and encouragement. A reality check for the team but the great thing is we are aware of what we have to improve onto get better for IPL – 3”.

Adam Gilchrist

19.10.2009

“Just want to say how good your message was for not only the players but support staff as well. We thank you for your support and your vision for the

198 future. I must admit I love working with you and the franchise as well as working with the players and improving first as a team”.

Darren Lahmann

18.10.2009

“Thank you for the messages. These statements more than any other within this well thought out letter greatly assist to diminish “the pressure” any young athlete goes through once they arrive in the big league (not only in cricket)”.

Mike Young (Young) Asstt. Coach

“More than anything „your words‟ your e-mails were so encouraging there is no doubt we have won this time. As you have mentioned, it all depends on the coach and the captain – but to add on – it also depends on the management and their support. I am speechless and today I personally feel happy to have read your mails to the team”.

Sushant Benjamin, DC Fan (Hyderabad)

21.10.2009

6.4.12 Fans don‟t like tantrums

Winning is not just on the field but also the hearts of all the stakeholders. The behavior of the team members on and off the field should be dignified. Fans should love their teams. One of the messages that went clear to the team was never to show dissent to an umpire‘s decision. It is futile because it does not get

199 reversal of the decision. Fans don‘t like tantrums. Even if the entire world knew that the decision against a player was wrong. Professional behavior is about accepting what has been given. Several players were reprimanded during the course of the season for a behavior that was generally not acceptable. To a large extent the behavior was very good, it was conducive to the fan‘s expectations of the team and there were no unfair tactics. So the franchise‘s conviction that they should win fair was very well-translated into action.

6.4.13 Celebrations before the win

Of the several tools of motivation that are employed, this one is a double edged weapon which may even crucify the organization. But if used carefully it has a phenomenal impact on the players. Several surprises were given to the team by the Management. When Adam Gilchrist was fined $20,000 for slow bowling,

Deccan Chargers accepted to pay the fine. In one of his emails, Gilchrist said

―Thank you for the very generous offer to pay the fine if it is upheld. I thing this alone, even if the fine does not occur, will send a wonderful message of support to our team, that the franchise management are truly supporting us in all we do‖.

Generally, the captains bear the brunt when fines are levied.

The second biggest surprise that the team experienced was the function to celebrate the IPL win even before the series was over. It not only surprised them but shocked them. The team event thought that the Chairman was crazy. The franchise wanted to demonstrate to the team that their confidence in them was not based on astrological predictions, so a celebration was organized for the IPL

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– 2 win much before the semi-finals. There were more miles to go, but much before that the management hoisted the victory flag. This function was held on

17th May 2009. Several unique things formed part of the celebrations. Different headgears from various states of India, silk shawls, ornamental beads were given to the players alongwith a certificate. The certificate was not from Deccan

Chargers but from young fans all over the cricket playing nations who adored them. The citation read:

We acknowledge in unison that

Adam Gilchrist

is not just another cricket player,

Through everything he did in the IPL Season 2009 in South Africa, he along

with his team members at Deccan Chargers showed us what it means to

rise from the bottom of the league rankings, fight against all odds and demonstrate a spirit of play with a sense of joy, fairness and responsibility.

He is an inspiration to everyone who wants to win someday.

May he continue to excel

In deep appreciation

20 young cricket fans from all over the world with their photographs and

signature.

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The players were zapped when they saw the celebration. It was conveyed that if the function was held after the win, the celebration would not have made a difference. It would have been one amongst many such celebrations. It was also possible that immediately after the finals, the players would be looking forward to getting back homes. The second reason was that the franchise wanted to put its money where its mouth was. The celebration was proof that it has full confidence that the team will win. ―You have demonstrated your spirit, your determination, your courage and your winning attitude. There is nothing that can come between you and the IPL 2 cup. We are with you all the way‖. The message from the franchise was very clear. To win a race you must complete it. So the team must go the whole hog with the same energy, spirit and determination they had displayed so far. The fans, the management and indeed the world were betting on them. They should treat these expectations as enormous goodwill and not allow them to go their heads. They must watch out for a virus called complacency that could wreck the thinking – there was no room for it.

Gilchrist said that ―I have won several commendations and awards. But this one is special‖.

They were felicitated and honored as if they had taken the IPL crown. It had a deep and salutary impact on them. In the semi-finals against the fancied Delhi

Daredevils they played like a ―possessed team‖ and won convincingly. Gilchrist batted like never before. The momentum was carried to the finals when they met

Bangalore Royal Challengers.

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Mike Young, the assistant coach wrote after the win:

―Well it‘s been a while since we last saw one another. Since that final ball was bowled life hasn‘t been the same for me. I‘ve been very privileged to be a part of numerous champion teams in two different world sports…….None of those experiences, however, even comes close though to our victory in the IPL final‖.

Gilchrist got out for a duck to the willy Anil Kumble in the first over itself sending

Chargers into depression. But the motivation that the celebrations had given was too potent to rest on one man‘s shoulder for win. The team played together despite this setback and weaved an historic win. To again quote Mr. Mike Young:

―Our Journeys in Sport may at times be Singular, But Our Destiny must ALWAYS be Shared!‖

Singularly, the advance celebration contributed to a substantial extent in sustaining the motivation of the team to reach peak performances at the climax and grab the

6.5 Conclusions

The study above confirms that IPL was an innovative concept that had epitomized the game of cricket. It was a tournament that had cumulated massive popularity. Further the findings of the study ascertain that it is the allegiance of the franchisee and the team members that can change the outcome of a game.

An amalgamation of Leadership, Team dynamics and Vision can give prolific

203 results. This means support from the franchisee, increased chemistry between the team mates, motivation and empathizing contribute to a successful team.

It is evident from above that leadership is not about authority anymore. A leader has turned from being autocratic to a proponent associate. Leadership is about motivating and empathizing. Motivation is that one attribute, which drives the leaders to achieve beyond expectations. Motivational energy is like a communicable disease, it spreads from person to person. It initiates a united desire to reach the ultimate goal. Empathy is when the leader understands the problems or issues of a fellow player and makes a decision surrounding it, which in turn helps the team improve. The qualities in union make up for an efficient franchisee, captain or even a leader. It is the franchisee‘s own principles that lead the team in a most efficient manner. The franchisee‘s ideas proved that leadership is contagious and impactful and if practiced in the right way can turn around a failure into an achievement.

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Chapter 7

Conclusions

The study above confirms that leadership is a concept that if applied well can create a huge impact on an organisation or a team. It can not only completely reverse the fate of an organisation but also helps stabilize and build it. The team

Deccan Chargers is a huge example proving the theory that certain qualities of the leader that are inbuilt and certain decisions made by the leader for the team can prove to be extremely beneficial for a team.

Majority of respondents agree that 20-20 is an innovative format and that IPL is the best form of entertainment mixed with sports. A large group of people agree that 20-20 will take the game of cricket to the next level. More than half the respondents feel that IPL has added zing for the cricket players and audience both. About half of the respondents feel that IPL is expected to create a young generation of globally competitive Indian players and IPL has provided a stage for the young players to learn from the experienced international players.

The questionnaire used for the study of the respondent‘s perception included 10 items: Vision, Leadership, Group dynamics, Role of franchisee in terms of support, guidance, open communication and recognition, Motivational methods,

Empowerment, Focus on outcomes and Functional strategies. Vision and Team

Dynamics top the respondents list as the parameters that contribute to the turnaround of the team. Further, Leadership, Strategy, Support, Empowerment and Motivation were found to have a positive impact on the team‘s success.

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Hence, it can be concluded that the most important factors that lead to team success are: Vision, Team dynamics and Leadership. The other factors that also contribute to the team‘s success are functional strategy, support from franchisee, empowerment of the team members, motivation of the team members and their goal orientation.

There were slight differences in opinion of respondents when compared on the demographic details. Comparing on the profile of the respondents, i.e. whether they were cricket viewers or cricket experts, the results show there is significant difference in the opinion of people towards the effect of open communication between franchisee and team on the turnaround of an organisation or team based on whether they are viewer or experts. Experts have given higher importance to open communication between franchisee and team as compared to the viewers. Comparing on the educational qualification of the respondents i.e. whether graduates or post-graduates the results show that there is significant difference in the opinion of people towards the effect of motivational methods, empowering the team members, open communication between franchisee and team, shared vision by the team, support from franchisee on the turnaround of an organisation or team based on whether they are graduates or post-graduates.

Graduates have given higher importance to motivational methods and empowering the team members whereas post-graduates have given higher importance to open communication between franchisee and team, shared vision by the team and support from franchisee. Comparing across male and female respondents, the results show that there is significant difference in the opinion of

206 people towards the effect of team dynamics, motivational methods, empowering the team members and recognition from franchisee on the turnaround of an organisation or team based on whether they are males or females. Males have given higher importance to team dynamics and motivational methods while females have given higher importance to empowering the team members and recognition from franchisee. Comparing across age-groups of the respondents, the results show that there is significant difference in the opinion of people towards the effect of motivational methods, open communication between franchisee and team, support from franchisee on the turnaround of an organisation or team based on age-groups. The age group below 20 yrs has given highest importance to open communication between franchisee and team and support from franchisee whereas the age group between 25-30 yrs has given highest importance to motivational methods. Comparing across students and working professionals, the results show that there is significant difference in the opinion of people towards the effect of open communication between franchisee and team on the turnaround of an organisation or team based on whether they are students or working professionals. Students have given higher importance to open communication between franchisee and team as compared to working professionals.

It was also found that there is a positive correlation between most of the factors though the correlation was not a very high correlation. Leadership had a correlation with Team Dynamics, motivation, vision, strategy and empowerment of the team members.

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All these aspects can be seen getting validated in the case study of Deccan

Chargers. Deccan chargers were one of the first few teams that were introduced in the Indian Premier League in 2008. The team did not do well in the introductory season and was last on the table, even though they had some of the best players that were playing for the team. The team got a total makeover in the second season with the introduction of the new chairman Mr. V. Shankar. He revamped the team and brought in many changes. A leader tries constantly for the team to have faith in the vision. The leader‘s intention is to promote vision and values than mercenaries. A follower with shared vision and values will have faith and confidence in his leader and the team on the whole. He would feel a part of the team and would strive to improve his and the team‘s performance. Mr.

V. Shankar, shared the vision with his team on a regular basis and also motivated them to achieve it. The franchisee had personal contact with every team member, especially with the captain and the coach. He made sure that he was with the team even when not present among them, physically. He was aware of the activities and performance of every team member. He gave them regular inputs on a personal level. Even before the franchisee met the team members, he had started emailing them. This created a relationship between the franchise and the team and bridged the gap between them. The emails were sent before and after every match. His emails comprised of inspiring quotations, graphs and statistics regarding the team‘s performances in the match and solutions to the problematic areas. In his emails, the franchisee would acknowledge the efforts of the on-field players, extras and even the supporting

208 staff. He gave them his perspective. This served as a boost for the team as a whole. This shows the importance of communication for an effective leadership.

The franchisee had a personal contact with the captain of the team, Adam

Gilchrist and coach Darren Lahmann. The franchisee consulted the captain while taking major decisions such as buying new players for the team, planning incentive schemes for the team members to increase their motivation etc. Adam

Gilchrist did not approve the incentive schemes as he did not want the team to play for money. So the franchisee in consultation with the team members made changes to the scheme and it was decided that nobody would earn the incentives individually for himself but will earn it for everyone. The money earned would go into a common pool and would be divided equally among the on-field and bench players. This demonstrated that the bench players were no different from the on-field players. This improved the group dynamics of the team. The franchisee was constantly available to the team members through emails, which increased the confidence of the team. He showed that he cared for the team and appreciated every single member for even the smallest of efforts they made towards the betterment of the team as a whole. A huge example is the mail that was sent by the franchisee to Laxman and Chaminda Vaas, appreciating their valuable support to the team. Even though Laxman and Chaminda Vaas were benched in most of the matches they never lost their patience and continued to mentor and advise the young members of the team. This sense of responsibility was appreciated by the franchisee in his mail which boosted the morale of every player in the team. The leader has to infuse energy and confidence in his team to

209 push them to perform better. For every act that helped the team‘s performance and ranking, however small it be, the franchisee praised the team members.

Also, even when the team would lose, he would motivate them to do better the next time. He showed them that he believed in them inspite of any failures. He declared them as champions even before the final match was played. This motivated the team members to give their best. The leader‘s job is to not only shower words of praises but also correct the team members when at fault. The franchisee would ensure that the team members were corrected whenever required through constructive criticism. The game of cricket is called ‗the gentleman‘s game‘ and hence it calls for high standards and ethics. There are certain rules and regulations that the cricketers have to follow. The IPL tournament tends to get more aggressive hence it is important that the rules are followed which help maintain the decorum on field. Cricket is a high energy game and it can lead to ego clashes, sometimes. It is during these times that the players should abide by the rules. Sportsmanship is important as it helps in maintaining the spirit of the game. The players should be able to keep their cool without being aggressive. Honesty is also an integral part of the game, not only should the player himself be honest while playing the game but should also correct others, including the umpire if needed. Fair play is when every member of the team gets an equal opportunity to perform on field. The team members should not reveal the strategies and plans of their teams or indulge in betting, spot fixing etc. Players have indulged in distracting the opposite players, which is not just condemned by law but it is also considered unfair by many players. An

210 example for the same is a mail that the franchisee sent to Andrew Symonds regarding the Pandey incident, where he tried to unnerve Pandey by provoking him. The franchisee expressed disappointment and asked the player not to repeat it again. The franchisee was extremely stringent about the players behaving well on field.

It is evident from above that leadership is not about authority anymore. A leader has changed from being autocratic to a proponent associate. Leadership is about motivating and empathizing. Motivation is that one attribute, which drives the leaders to achieve beyond the expectations. Motivational energy is like a communicable disease, the energy spreads from person to person. It initiates a united desire to reach the ultimate goal. Empathy is when the leader understands the problems or issues of a fellow player and makes a decision surrounding it, which in turn helps make the team improve. These qualities in union make up for an efficient franchisee, captain or leader.

Under the able leadership of Mr. V Shankar, with shared common vision across the team members and improved team dynamics, Deccan Chargers emerged as winners in the IPL Season 2 in 2009 and reached the semi-finals in 2010. The sharing of visions, changes in the functional strategy, improvement in team dynamics, motivating through personal communication, giving incentives and enhancing the confidence of every team member were some of the initiatives the franchisee took to make this turnover happen. All these totally changed the way the team was playing and performing. The positivity that he brought in as an able

211 leader led the team to emerge as champions. The turnaround of Deccan

Chargers was possible because of the excellent leadership.

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Chapter 8

Recommendations

This research is an outcome of the researcher‘s experiential learning as the

Chairman of the IPL Deccan Chargers team. What it needed was their validation through structured research. The main objective was to find whether the learning derived from practice of managerial & leadership principles could be supported through research by enquiry from a given universe of respondents. It may be added here that certain important experiential learning have only been taken up for the study because many of them could not fit into the scheme of research.

Many of the recommendations emanating from the analysis of research output have been discussed along with analysis of the data which are being condensed in this chapter as well. Further, certain recommendations which the researcher has made are based on the experiential learning that could not be quantified in the research findings.

Some of the important recommendations are given in the following paragraphs.

1. According to majority of respondents of the study, IPL provides an innovative

format, has added a new meaning to the gamut of cricket as it is seen not as

a game alone but game inter-twinned with entertainment and provides an

opportunity to the next generation of Indian players to grow. As majority of

the respondents were young, this clearly shows that IPL is a long-term

phenomenon and is well-accepted by the younger generation. Taking this

further it may be argued that there is a scope of developing other games

213

like Football and Hockey (short duration team games) to experiment with

similar models.

2. The analysis of data proved that leadership has a positive impact on the

performance turnaround of the given IPL team. Performance turnaround in

this context means transforming a losing team into a winning one.

Transformational leadership has often been a well-researched subject in

the parlance of management and there are many instances where change in

leadership has brought about change in fortune in terms of overall

performance of a business entity. Since this study proves the same result for

sports team (IPL in this context) as well, the findings assume a generalized

tone in the sense that leadership indeed has a universal impact on the

performance of an entity irrespective of its nature of business, whether

commercial or sport. This is important in the context of increasing

corporatization and professionalization of the sports teams all over the

world. This implies that any sports team that intends to excel is to have an

effective leader at the top. That by itself will help in performance excellence

of the team including transformation in its fortune.

3. Besides Leadership the research underlined the importance of other factors

that include motivation, team dynamics, vision, strategy, empowerment

of team members, communication, recognition, goal orientation &

support and their impact on performance turnaround of an IPL team. All

these are important managerial principles often quoted in relation to

performance of a business entity. The analysis shows that all these

214

parameters have some impact on performance turnaround; however, two

parameters other than leadership that have significant impact on

performance turnaround are vision and team dynamics. These are once

again the positive qualities of a good leadership as the duty of the leader is to

create the right strategy and conducive team dynamics. These are often the

essential imperatives to achieve winning strategies. For a sports team to be

successful, the team management should follow principles such as creating

personal contact, communication, consulting and decision making, solitude

and affability, infusing confidence, appreciating fair criticism and finally belief

in vision and mission of the team.

4. In the context of professionalized sports (that has a franchisee model),

leadership being at three levels, at the level of CEO of the organization, the

team captain and the Head Coach, there should be harmony and consistency

of action in implementing the vision and mission of the team. It is something

akin to the roles of Chairman, Board of Directors and CEO of a business

company. It is therefore necessary to have a consultative forum comprising

of the leaders at all levels to have frequent co-ordination meetings to align

their strategies to the team‘s goal.

5. Though the study was restricted to IPL but the findings definitely can be

generalized in the context of other sports as well particularly team games

like football, hockey etc. particularly in the Indian context. This is an

important issue as it should provide the idea to Indian Government to

endeavour corporatization of sports through professional management.

215

Better professionally managed sport teams will usher India among the highly

sport performing nations of the world.

6. More corporate sector should come forward and Public Private Partnership

(PPP) model should be applied to sports in terms of creating better

infrastructure.

7. Sports Management Professional Education Programs both at Graduate

as well as Post-Graduate level may be launched so that professionally

qualified leaders may be created to take up career in the area.

Finally to sum up, it can be stated that since sports as a business is at its infancy in India, it is necessary that it is run on principles of fair play backed by sound and effective business practices. The leadership & turnaround strategies that were studied as part of the research study have been found to have a profound impact on and off the field of sporting action. In games like IPL, incentivisation of each activity that comprises the 240 balls of action in a game into monetary terms, enhances the chances of winning and even while losing reducing the loss margin so that it has no impact on the next game is very effective and be implemented by all teams. Application of technology on the field is also useful in correcting the distortions that creep in even in seasoned players. Video conferencing and emails used in communication can be extended to give video files of competing teams and their players; the ways a batsman gets out on each occasion, weaknesses of each player etc. The same principles may be applicable to other team sports as well.

216

It is thus the duty of the government and others with interest in sports to ensure that all sports are corporatized and business practices including managerial principles are applied thereon. That also includes financial and taxation incentives. That is the only way to make Indian sports globally competitive.

217

Chapter 9

Annexure

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233

Questionnaire on IPL

IPL is by far the most buzzing concept adopted by Indian cricket. The unique blend of business, entertainment and sport has created quite a buzz in this era of management / business centric world. The researcher has made an endeavour to understand the market dynamics for the success of the Indian Premier League

(IPL) and what contributes to a cricket team‘s success.

The managerial principles are universal in nature and, by and large, equally applicable to all forms of organizations. These are used in sports also including cricket. This encompasses all forms of cricket like Indian Premier League (IPL).

The following are some of the statements related to organizational principles, theories & their impacts / implication on IPL and the performance of the teams involved.

Section A: Profiling of Respondents

Name:

Age:

Gender: Male Female

Working Professional/Student

Past Experience (in case of Cricket Expert)

------

Section B: General Information on Cricket

(Please tick ☑ the correct options with/ reference to T20 & IPL)

1. 20-20 is an innovative format.

Yes No Maybe

234

2. 20-20 will take the game of cricket to the next level.

Yes No Maybe

3. IPL is the best thing to have happened in Indian cricket for a long time.

Yes No Maybe

4. IPL is the best form of entertainment mixed with a sport.

Yes No Maybe

5. Celebrities endorsing the teams have affected the team and its audience

positively.

Yes No Maybe

6. The franchisees owning the teams have motivated the teams.

Yes No Maybe

7. Putting together the best players from all the countries has proven to be a

lucrative idea for the teams.

Yes No Maybe

8. The newcomers are gaining from the talent of the experienced players.

Yes No Maybe

9. All the efforts of the BCCI have proven to be vital for the over all growth of

Cricket as a game

Yes No Maybe

10. IPL T20 has added extra zing for the cricket players in the game.

Yes No Maybe

11. IPL T20 has added extra zing for the cricket audience in the game.

Yes No Maybe

235

Section C: Tick the following

The managerial principles are universal in nature and by and large equally applicable to all forms of organisations. These are used in sports also, including cricket. This encompasses all forms of cricket including Indian Premier League

(IPL) and T20. The following are some of the statements including organisational principles, theories and their impacts/ implication on IPL and T20 and the performance of the teams involved here.

We request you to take a few minutes off your busy schedule and rate the statements from 1-6 (Likert scale) defined here under. The response should represent your opinion based on your own experience and not based on what it ought to be.

We also request you to give a frank opinion towards the completeness and clarity of the statements and the questionnaire in general in the space provided at the end.

1 2 3 4 5 6

Strongly Somewhat Disagree Agree Somewhat Strongly

Disagree Disagree Agree Agree

Terms used: The terms used in the statements below are defined as:

a. Team Leader means captain of the cricket team,

b. Franchisee means the owners of the IPL cricket teams,

c. Member means the cricket team member,

d. Ultimate goal means the winning of the team.

236

1. A team leader should communicate well with the team members.

2. A group / team should interact informally too with the team

members.

3. With change in strategy the motivation methods must change.

4. Team members should be consulted before every decision is

taken.

5. Team members should never interact with the franchisee.

6. Franchisee should interact only with the team leader and the

coach.

7. The leader‘s vision should be communicated with the entire

team.

8. It is the franchisee who should ensure that the required training is

provided to the team at regular intervals.

9. Having a different strategy for every game has a positive effect

on the success.

10. A team leader should be approachable by his team members.

11. Competitive environment within the team leads to team success.

12. Equal appreciation should be given to all members of the team to

improve their performance.

13. Non - financial appreciation has a positive effect on the team‘s

performance.

14. A non - performer should not be praised.

237

15. Making members work under pressure yields better results

16. Team members should be able to identify with the ultimate goal

of the team.

17. Outcomes form the focal point while deciding strategies.

18. Franchisee should give only monetary recognition to the team.

19. Franchisee should interact with the entire team.

20. Understanding the vision of the team by the team members has a

positive effect on its success.

21. Strategies should be changed to meet the team members‘

capacity for ensuring team‘s success.

22. A team leader should have well-defined strategies for the team.

23. A leader should ensure that the team members share a cordial

relationship among themselves.

24. Encouragement by peers has a positive effect on the team‘s

success.

25. Having a succession plan helps the team perform better.

26. Members take advantage of a liberal environment.

27. Outcomes should not be discussed with the team members.

28. Franchisee should give financial appreciation only.

29. Franchisee should have a good rapport with the entire team.

30. Clearly defining the vision helps in team‘s success.

31. A team should comprise of all rounder rather than specialists.

32. Franchisee should maintain distance from the team barring

238

urgent circumstances.

33. The team should always adhere to the past winning strategy.

34. A good performer should be praised.

35. Incentives need not be at par with the market standards as long

as incentives are given.

36. The vision should be simple and achievable.

37. A leader should be aggressive when it comes to winning.

38. Franchisee should make sure that the team is given the latest

kits to perform.

39. Same motivational methods should be used for one and all.

40. Every team member should identify with the ultimate goal of the

team.

41. Franchisees do not play an important role in achieving the

ultimate goal of a team.

42. Every member should participate while forming the vision of the

team.

43. Franchisees should help the team actualize its ultimate goal

through constant motivation.

44. Providing apt training to the team is the team leader‘s

responsibility.

45. Outcomes are team leader‘s responsibility.

46. Having a vision does not have any role in achieving the ultimate

goal of a team.

239

47. Detailed operating strategy (batting, bowling,etc) plays a

significant role in the success of a team

48. Franchisee should make notable contribution towards the welfare

and health of the team members.

49. Franchisees should interact with the entire team on regular basis.

50. Team members should be allowed to participate in all the

important meetings of the team.

Suggestions:

1. ______

2. ______

3. ______

240

SPSS Tables

Table A.1: Mean for Cricket Viewers and Experts – SPSS Table

Ranks Profile N Mean Rank Sum of Ranks A group leader should Cricket Viewers 393 253.49 99620.50 communicate well with his Cricket Experts 112 251.29 28144.50 team members. Total 505 A group / team must Cricket Viewers 393 255.47 100401.50 interact informally too. Cricket Experts 112 244.32 27363.50 Total 505 With change in strategy, Cricket Viewers 393 251.82 98965.00 the motivational methods Cricket Experts 112 257.14 28800.00 must change. Total 505 team members should be Cricket Viewers 393 261.82 102896.50 consulted before every Cricket Experts 112 222.04 24868.50 decision is taken. Total 505 Team members should Cricket Viewers 393 246.41 96839.50 never interact with the Cricket Experts 112 276.12 30925.50 franchisee. Total 505 Franchisee should Cricket Viewers 393 251.11 98687.00 interact only with the Cricket Experts 112 259.63 29078.00 team leader and the Total 505

coach. The leader's vision must Cricket Viewers 393 250.74 98541.00 be communicated with Cricket Experts 112 260.93 29224.00 the entire team. Total 505 It is the franchisee who Cricket Viewers 393 248.38 97612.50 should ensure that Cricket Experts 112 269.22 30152.50 required training is Total 505 provided to the team at regular intervals. Change in strategy for Cricket Viewers 393 251.52 98847.00 every game has a Cricket Experts 112 258.20 28918.00 positive impact on Total 505

success. A leader should be Cricket Viewers 393 254.80 100136.00 approachable Cricket Experts 112 246.69 27629.00 Total 505 Competitive environment Cricket Viewers 393 250.22 98335.50 within the team leads to Cricket Experts 112 262.76 29429.50 team success. Total 505 Equal appreciation should Cricket Viewers 393 260.15 102238.50 be given to all the team Cricket Experts 112 227.92 25526.50 members to improve their Total 505

performance. Non-financial appreciation Cricket Viewers 393 261.76 102873.50 has a positive effect on a Cricket Experts 112 222.25 24891.50 team's performance. Total 505 Social interaction within Cricket Viewers 393 257.48 101191.50 the family members of a Cricket Experts 112 237.26 26573.50

241 team will keep the morale Total 505 of the team high. Making members work Cricket Viewers 393 244.78 96199.00 under pressure yields Cricket Experts 112 281.84 31566.00 better results. Total 505 Team members should Cricket Viewers 393 257.21 101084.50 be able to indentify with Cricket Experts 112 238.22 26680.50 the ultimate goal of the Total 505 team. Outcomes form the focal Cricket Viewers 393 251.77 98947.00 point while deciding Cricket Experts 112 257.30 28818.00 strategies. Total 505 Franchisee should give Cricket Viewers 393 249.86 98195.00 only financial incentives Cricket Experts 112 264.02 29570.00 to the team. Total 505 Franchisee should Cricket Viewers 393 264.87 104093.00 interact with the entire Cricket Experts 112 211.36 23672.00 team. Total 505 Understanding of the Cricket Viewers 393 258.07 101422.00 vision by team members Cricket Experts 112 235.21 26343.00 has a positive impact on Total 505 its success. Strategies should be Cricket Viewers 393 253.22 99516.50 changed to meet the Cricket Experts 112 252.22 28248.50 team members' capacity Total 505 for ensuring its success. Having a sound strategy Cricket Viewers 393 252.98 99423.00 is imperative for the team. Cricket Experts 112 253.05 28342.00 Total 505 A leader must ensure that Cricket Viewers 393 255.18 100284.00 the team members share Cricket Experts 112 245.37 27481.00 a cordial relationship Total 505 amongst themselves. Encouragement by peers Cricket Viewers 393 252.13 99086.00 has a positive impact on Cricket Experts 112 256.06 28679.00 the team's success. Total 505 Having a succession plan Cricket Viewers 393 257.76 101298.00 at the top helps the team Cricket Experts 112 236.31 26467.00 perform better. Total 505 Members take advantage Cricket Viewers 393 250.43 98418.00 of liberal environment. Cricket Experts 112 262.03 29347.00 Total 505 Outcomes must not be Cricket Viewers 393 249.65 98110.50 discussed with the team Cricket Experts 112 264.77 29654.50 members. Total 505 Franchisee should have a Cricket Viewers 393 257.84 101331.00 good rapport with the Cricket Experts 112 236.02 26434.00 entire team. Total 505 Formation of vision helps Cricket Viewers 393 256.69 100879.00 in achieving the ultimate Cricket Experts 112 240.05 26886.00 goal of the team. Total 505 A team should comprise Cricket Viewers 393 254.50 100020.00 all rounder rather than Cricket Experts 112 247.72 27745.00 specialists. Total 505

242

Franchisee should Cricket Viewers 393 247.98 97454.50 maintain distance from Cricket Experts 112 270.63 30310.50 the team barring urgent Total 505 circumstances. The team should always Cricket Viewers 393 254.34 99957.50 adhere to the past Cricket Experts 112 248.28 27807.50 winning strategy. Total 505 A good performer in the Cricket Viewers 393 255.88 100561.00 team should be praised. Cricket Experts 112 242.89 27204.00 Total 505 Incentives need not be at Cricket Viewers 393 254.24 99916.50 par with the market Cricket Experts 112 248.65 27848.50 standards as long as Total 505 incentives are given. The vision must be simple Cricket Viewers 393 259.69 102058.50 and achievable. Cricket Experts 112 229.52 25706.50 Total 505 A leader should be Cricket Viewers 393 243.14 95554.50 aggressive when it comes Cricket Experts 112 287.59 32210.50 to winning. Total 505 Franchisee should make Cricket Viewers 393 251.41 98804.00 sure that the team is Cricket Experts 112 258.58 28961.00 given latest playing kits to Total 505 perform Same motivational Cricket Viewers 393 256.55 100824.00 methods should be used Cricket Experts 112 240.54 26941.00 for one and all. Total 505 It is the duty of the leader Cricket Viewers 393 258.49 101587.00 to boost the morale of the Cricket Experts 112 233.73 26178.00 team members post any Total 505 failures. Franchisee do not play an Cricket Viewers 393 246.30 96796.50 important role in Cricket Experts 112 276.50 30968.50 achieving the ultimate Total 505 goal of a team.. Every member should Cricket Viewers 393 258.28 101503.00 participate while forming Cricket Experts 112 234.48 26262.00 the vision of the team. Total 505 Franchisee must help the Cricket Viewers 393 256.69 100880.50 team actualize its ultimate Cricket Experts 112 240.04 26884.50 goal through constant Total 505 motivation. Providing training to the Cricket Viewers 393 254.16 99886.50 team is the leader's Cricket Experts 112 248.92 27878.50 responsibility. Total 505 A leader's responsibility Cricket Viewers 393 253.64 99681.00 includes defining Cricket Experts 112 250.75 28084.00 outcomes. Total 505 Having a vision does not Cricket Viewers 393 250.34 98382.50 help in achieving the Cricket Experts 112 262.34 29382.50 ultimate goal of a team. Total 505 Detailed operating Cricket Viewers 393 255.55 100432.50 strategy (batting, bowling, Cricket Experts 112 244.04 27332.50

243 etc.) plays a significant Total 505 role in the success of a team. Franchisee should make Cricket Viewers 393 257.94 101368.50 notable contribution for Cricket Experts 112 235.68 26396.50 the welfare and health of Total 505 team members. Franchisee should Cricket Viewers 393 258.76 101694.50 interact with the team on Cricket Experts 112 232.77 26070.50 regular basis. Total 505 Team members should Cricket Viewers 393 259.23 101878.00 be allowed to participate Cricket Experts 112 231.13 25887.00 in all important meetings Total 505 of the team. A leader must be able to Cricket Viewers 393 253.14 99484.50 take corrective steps Cricket Experts 112 252.50 28280.50 against non-performers Total 505 ranging from counselling to sacking. Choosing the right Cricket Viewers 393 255.47 100399.50 combination of four Cricket Experts 112 244.33 27365.50 foreign players to play in Total 505 the team is important for the team to win. True success of a leader Cricket Viewers 393 249.94 98226.50 depends upon how he Cricket Experts 112 263.74 29538.50 chooses the "Winning-11" Total 505 members to play from the pool of players. A non-performer must be Cricket Viewers 391 244.04 95420.50 replaced. Cricket Experts 112 279.78 31335.50 Total 503 Age Cricket Viewers 393 218.91 86032.50 Cricket Experts 112 372.61 41732.50 Total 505

244

Table A.2: Mean for Graduates and Post-graduates – SPSS Table

Ranks Education N Mean Rank Sum of Ranks A group leader should Graduation 395 256.72 101405.50 communicate well with his Post - Graduation 110 239.63 26359.50 team members. Total 505 A group / team must Graduation 395 254.91 100688.00 interact informally too. Post - Graduation 110 246.15 27077.00 Total 505 With change in strategy, Graduation 395 251.47 99329.50 the motivational methods Post - Graduation 110 258.50 28435.50 must change. Total 505 Team members should Graduation 395 263.32 104011.00 be consulted before every Post - Graduation 110 215.95 23754.00 decision is taken. Total 505 Team members should Graduation 395 242.06 95612.50 never interact with the Post - Graduation 110 292.30 32152.50 franchisee. Total 505 Franchisee should Graduation 395 251.38 99296.50 interact only with the Post - Graduation 110 258.80 28468.50 team leader and the Total 505

coach. The leader's vision must Graduation 395 254.34 100464.00 be communicated with Post - Graduation 110 248.19 27301.00 the entire team. Total 505 It is the franchisee who Graduation 395 248.55 98178.00 should ensure that Post - Graduation 110 268.97 29587.00 required training is Total 505 provided to the team at regular intervals. Change in strategy for Graduation 395 250.52 98956.50 every game has a Post - Graduation 110 261.90 28808.50 positive impact on Total 505

success. A leader should be Graduation 395 252.73 99829.00 approachable Post - Graduation 110 253.96 27936.00 Total 505 Competitive environment Graduation 395 252.99 99931.00 within the team leads to Post - Graduation 110 253.04 27834.00 team success. Total 505 Equal appreciation should Graduation 395 263.90 104240.00 be given to all the team Post - Graduation 110 213.86 23525.00 members to improve their Total 505

performance. Non-financial appreciation Graduation 395 255.43 100893.00 has a positive effect on a Post - Graduation 110 244.29 26872.00 team's performance. Total 505 Social interaction within Graduation 395 254.55 100545.50 the family members of a Post - Graduation 110 247.45 27219.50 team will keep the morale Total 505

of the team high. Making members work Graduation 395 244.23 96470.50 under pressure yields Post - Graduation 110 284.50 31294.50

245 better results. Total 505 Team members should Graduation 395 260.50 102898.50 be able to identify with the Post - Graduation 110 226.06 24866.50 ultimate goal of the team. Total 505 Outcomes form the focal Graduation 395 253.85 100269.50 point while deciding Post - Graduation 110 249.96 27495.50 strategies. Total 505 Franchisee should give Graduation 395 251.69 99418.50 only financial incentives Post - Graduation 110 257.70 28346.50 to the team. Total 505 Franchisee should Graduation 395 265.50 104871.00 interact with the entire Post - Graduation 110 208.13 22894.00 team. Total 505 Understanding of the Graduation 395 261.55 103314.00 vision by team members Post - Graduation 110 222.28 24451.00 has a positive impact on Total 505 its success. Strategies should be Graduation 395 257.57 101738.50 changed to meet the Post - Graduation 110 236.60 26026.50 team members' capacity Total 505 for ensuring its success. Having a sound strategy Graduation 395 252.22 99626.00 is imperative for the team. Post - Graduation 110 255.81 28139.00 Total 505 A leader must ensure that Graduation 395 257.87 101858.50 the team members share Post - Graduation 110 235.51 25906.50 a cordial relationship Total 505 amongst themselves. Encouragement by peers Graduation 395 258.91 102268.50 has a positive impact on Post - Graduation 110 231.79 25496.50 the team's success. Total 505 Having a succession plan Graduation 395 265.18 104746.00 at the top helps the team Post - Graduation 110 209.26 23019.00 perform better. Total 505 Members take advantage Graduation 395 256.79 101431.50 of liberal environment. Post - Graduation 110 239.40 26333.50 Total 505 Outcomes must not be Graduation 395 249.08 98386.00 discussed with the team Post - Graduation 110 267.08 29379.00 members. Total 505 Franchisee should have a Graduation 395 256.55 101335.50 good rapport with the Post - Graduation 110 240.27 26429.50 entire team. Total 505 Formation of vision helps Graduation 395 258.06 101933.00 in achieving the ultimate Post - Graduation 110 234.84 25832.00 goal of the team. Total 505 A team should comprise Graduation 395 254.35 100468.50 all rounder, rather than Post - Graduation 110 248.15 27296.50 specialists. Total 505 Franchisee should Graduation 395 245.11 96820.00 maintain distance from Post - Graduation 110 281.32 30945.00 the team barring urgent Total 505 circumstances. The team should always Graduation 395 256.26 101223.00

246 adhere to the past Post - Graduation 110 241.29 26542.00 winning strategy. Total 505 A good performer in the Graduation 395 250.82 99075.00 team should be praised. Post - Graduation 110 260.82 28690.00 Total 505 Incentives need not be at Graduation 395 250.52 98956.00 par with the market Post - Graduation 110 261.90 28809.00 standards as long as Total 505 incentives are given. The vision must be simple Graduation 395 261.35 103231.50 and achievable. Post - Graduation 110 223.03 24533.50 Total 505 A leader should be Graduation 395 247.81 97883.00 aggressive when it comes Post - Graduation 110 271.65 29882.00 to winning. Total 505 Franchisee should make Graduation 395 259.49 102498.50 sure that the team is Post - Graduation 110 229.70 25266.50 given latest playing kits to Total 505 perform Same motivational Graduation 395 260.71 102981.50 methods should be used Post - Graduation 110 225.30 24783.50 for one and all. Total 505 It is the duty of the leader Graduation 395 260.14 102754.50 to boost the morale of the Post - Graduation 110 227.37 25010.50 team members post any Total 505 failures. Franchisee do not play an Graduation 395 245.93 97144.00 important role in Post - Graduation 110 278.37 30621.00 achieving the ultimate Total 505 goal of a team.. Every member should Graduation 395 258.62 102154.50 participate while forming Post - Graduation 110 232.82 25610.50 the vision of the team. Total 505 Franchisee must help the Graduation 395 254.22 100417.50 team actualize its ultimate Post - Graduation 110 248.61 27347.50 goal through constant Total 505 motivation. Providing training for the Graduation 395 254.77 100635.50 team is the leader's Post - Graduation 110 246.63 27129.50 responsibility. Total 505 A leader's responsibility Graduation 395 252.77 99844.00 includes defining Post - Graduation 110 253.83 27921.00 outcomes. Total 505 Having a vision does not Graduation 395 248.48 98151.50 help in achieving the Post - Graduation 110 269.21 29613.50 ultimate goal of a team. Total 505 Detailed operating Graduation 395 258.30 102029.00 strategy (batting, bowling, Post - Graduation 110 233.96 25736.00 etc.) plays a significant Total 505 role in the success of a team. Franchisee should make Graduation 395 260.23 102791.50 notable contribution for Post - Graduation 110 227.03 24973.50

247 the welfare and health of Total 505 team members. Franchisee should Graduation 395 259.95 102679.50 interact with the team on Post - Graduation 110 228.05 25085.50 regular basis. Total 505 Team members should Graduation 395 264.96 104659.00 be allowed to participate Post - Graduation 110 210.05 23106.00 in all important meetings Total 505 of the team. A leader must be able to Graduation 395 263.16 103947.00 take corrective steps Post - Graduation 110 216.53 23818.00 against non-performers Total 505 ranging from counselling to sacking. Choosing the right Graduation 395 260.74 102991.50 combination of four Post - Graduation 110 225.21 24773.50 foreign players to play in Total 505 the team is important for the team to win. True success of a leader Graduation 395 254.74 100621.50 depends upon how he Post - Graduation 110 246.76 27143.50 chooses the "Winning-11" Total 505 members to play from the pool of players. A non-performer must be Graduation 393 250.46 98429.50 replaced. Post - Graduation 110 257.51 28326.50 Total 503

248

Table A.3: Mean for Males and Females – SPSS Table

Ranks Gender N Mean Rank Sum of Ranks A group leader should male 273 251.28 68600.50 communicate well with his female 232 255.02 59164.50 team members. Total 505 A group / team must male 273 241.33 65883.50 interact informally too. female 232 266.73 61881.50 Total 505 With change in strategy, male 273 241.00 65794.00 the motivational methods female 232 267.12 61971.00 must change. Total 505 Team members should male 273 228.51 62382.00 be consulted before every female 232 281.82 65383.00 decision is taken. Total 505 Team members should male 273 267.86 73126.00 never interact with the female 232 235.51 54639.00 franchisee. Total 505 Franchisee should male 273 263.08 71819.50 interact only with the female 232 241.14 55945.50 team leader and the Total 505

coach. The leader's vision must male 273 243.62 66507.50 be communicated with female 232 264.04 61257.50 the entire team. Total 505 It is the franchisee who male 273 242.46 66191.50 should ensure that female 232 265.40 61573.50 required training is Total 505 provided to the team at regular intervals. Change in strategy for male 273 251.68 68709.00 every game has a female 232 254.55 59056.00 positive impact on Total 505

success. A leader should be male 273 246.54 67305.00 approachable female 232 260.60 60460.00 Total 505 Competitive environment male 273 261.06 71268.50 within the team leads to female 232 243.52 56496.50 team success. Total 505 Equal appreciation should male 273 249.59 68138.50 be given to all the team female 232 257.01 59626.50 members to improve their Total 505

performance. Non-financial appreciation male 273 239.43 65365.00 has a positive effect on a female 232 268.97 62400.00 team's performance. Total 505 Social interaction within male 273 243.32 66426.00 the family members of a female 232 264.39 61339.00 team will keep the morale Total 505

of the team high. Making members work male 273 260.39 71087.50

249 under pressure yields female 232 244.30 56677.50 better results. Total 505 Team members should male 273 253.90 69315.50 be able to identify with the female 232 251.94 58449.50 ultimate goal of the team. Total 505 Outcomes form the focal male 273 261.21 71309.50 point while deciding female 232 243.34 56455.50 strategies. Total 505 Franchisee should give male 273 260.68 71165.50 only financial incentives female 232 243.96 56599.50 to the team. Total 505 Franchisee should male 273 248.02 67709.50 interact with the entire female 232 258.86 60055.50 team. Total 505 Understanding of the male 273 243.91 66588.50 vision by team members female 232 263.69 61176.50 has a positive impact on Total 505 its success. Strategies should be male 273 246.42 67272.50 changed to meet the female 232 260.74 60492.50 team members' capacity Total 505 for ensuring its success. Having a sound strategy male 273 255.85 69848.00 is imperative for the team. female 232 249.64 57917.00 Total 505 A leader must ensure that male 273 252.52 68937.00 the team members share female 232 253.57 58828.00 a cordial relationship Total 505 amongst themselves. Encouragement by peers male 273 252.73 68994.50 has a positive impact on female 232 253.32 58770.50 the team's success. Total 505 Having a succession plan male 273 250.57 68405.50 at the top helps the team female 232 255.86 59359.50 perform better. Total 505 Members take advantage male 273 247.34 67525.00 of liberal environment. female 232 259.66 60240.00 Total 505 Outcomes must not be male 273 251.83 68749.50 discussed with the team female 232 254.38 59015.50 members. Total 505 Franchisee should have a male 273 248.92 67954.50 good rapport with the female 232 257.80 59810.50 entire team. Total 505 Formation of vision helps male 273 247.47 67560.00 in achieving the ultimate female 232 259.50 60205.00 goal of the team. Total 505 A team should comprise male 273 236.10 64456.00 all rounder rather than female 232 272.88 63309.00 specialists. Total 505 Franchisee should male 273 257.03 70168.50 maintain distance from female 232 248.26 57596.50 the team barring urgent Total 505 circumstances.

250

The team should always male 273 241.42 65907.00 adhere to the past female 232 266.63 61858.00 winning strategy. Total 505 A good performer in the male 273 244.89 66855.00 team should be praised. female 232 262.54 60910.00 Total 505 Incentives need not be at male 273 237.86 64935.00 par with the market female 232 270.82 62830.00 standards as long as Total 505 incentives are given. The vision must be simple male 273 242.42 66180.50 and achievable. female 232 265.45 61584.50 Total 505 A leader should be male 273 275.64 75250.50 aggressive when it comes female 232 226.36 52514.50 to winning. Total 505 Franchisee should make male 273 254.51 69481.50 sure that the team is female 232 251.22 58283.50 given latest playing kits to Total 505 perform Same motivational male 273 239.55 65396.00 methods should be used female 232 268.83 62369.00 for one and all. Total 505 It is the duty of the leader male 273 252.08 68817.00 to boost the morale of the female 232 254.09 58948.00 team members post any Total 505 failures. Franchisee do not play an male 273 247.01 67434.00 important role in female 232 260.05 60331.00 achieving the ultimate Total 505 goal of a team.. Every member should male 273 237.88 64942.50 participate while forming female 232 270.79 62822.50 the vision of the team. Total 505 Franchisee must help the male 273 244.79 66828.50 team actualize its ultimate female 232 262.66 60936.50 goal through constant Total 505 motivation. Providing training to the male 273 251.01 68524.50 team is the leader's female 232 255.35 59240.50 responsibility. Total 505 A leader's responsibility male 273 255.50 69752.50 includes defining female 232 250.05 58012.50 outcomes. Total 505 Having a vision does not male 273 255.81 69836.50 help in achieving the female 232 249.69 57928.50 ultimate goal of a team. Total 505 Detailed operating male 273 248.48 67836.00 strategy (batting, bowling, female 232 258.31 59929.00 etc.) plays a significant Total 505 role in the success of a team. Franchisee should make male 273 243.37 66440.00 notable contribution for female 232 264.33 61325.00

251 the welfare and health of Total 505 team members. Franchisee should male 273 236.27 64502.50 interact with the team on female 232 272.68 63262.50 regular basis. Total 505 Team members should male 273 240.27 65593.00 be allowed to participate female 232 267.98 62172.00 in all important meetings Total 505 of the team. A leader must be able to male 273 263.55 71949.00 take corrective steps female 232 240.59 55816.00 against non-performers Total 505 ranging from counselling to sacking. Choosing the right male 273 272.58 74413.00 combination of four female 232 229.97 53352.00 foreign players to play in Total 505 the team is important for the team to win. True success of a leader male 273 259.80 70926.50 depends upon how he female 232 244.99 56838.50 chooses the "Winning-11" Total 505 members to play from the pool of players. A non-performer must be male 272 274.31 74613.00 replaced. female 231 225.73 52143.00 Total 503

252

Table A.4: Mean for Different Age groups – SPSS Table

Ranks Age N Mean Rank A group leader should communicate well Below 20 210 258.07 with his team members. 20-25 226 255.22 25-30 24 221.23 30 & Above 45 235.17 Total 505 A group / team must interact informally Below 20 210 259.96 too. 20-25 226 254.20 25-30 24 188.58 30 & Above 45 248.82 Total 505 With change in strategy, the motivational Below 20 210 246.84 methods must change. 20-25 226 259.32 25-30 24 244.25 30 & Above 45 254.66 Total 505 team members should be consulted Below 20 210 279.61 before every decision is taken. 20-25 226 246.06 25-30 24 206.06 30 & Above 45 188.70 Total 505 Team members should never interact Below 20 210 227.65 with the franchisee. 20-25 226 264.71 25-30 24 297.10 30 & Above 45 288.93 Total 505 Franchisee should interact only with the Below 20 210 232.65 team leader and the coach. 20-25 226 260.95 25-30 24 286.94 30 & Above 45 289.90 Total 505 The leader's vision must be Below 20 210 248.73 communicated with the entire team. 20-25 226 256.91 25-30 24 243.73 30 & Above 45 258.23 Total 505 It is the franchisee who should ensure Below 20 210 257.65 that required training is provided to the 20-25 226 246.64 team at regular intervals. 25-30 24 247.79 30 & Above 45 265.99 Total 505 Change in strategy for every game has a Below 20 210 249.56 positive impact on success. 20-25 226 253.42 25-30 24 270.71 30 & Above 45 257.52 Total 505 A leader should be approachable Below 20 210 253.26 20-25 226 254.59

253

25-30 24 232.27 30 & Above 45 254.86 Total 505 Competitive environment within the team Below 20 210 250.87 leads to team success. 20-25 226 245.64 25-30 24 284.04 30 & Above 45 283.32 Total 505 Equal appreciation should be given to all Below 20 210 281.60 the team members to improve their 20-25 226 236.42 performance. 25-30 24 210.40 30 & Above 45 225.54 Total 505 Non-financial appreciation has a positive Below 20 210 245.88 effect on a team's performance. 20-25 226 264.51 25-30 24 265.50 30 & Above 45 221.77 Total 505 Social interaction within the family Below 20 210 265.79 members of a team will keep the morale 20-25 226 248.65 of the team high. 25-30 24 245.38 30 & Above 45 219.22 Total 505 Making members work under pressure Below 20 210 217.22 yields better results. 20-25 226 276.23 25-30 24 288.25 30 & Above 45 284.50 Total 505 Team members should be able to Below 20 210 264.90 identify with the ultimate goal of the 20-25 226 243.92 team. 25-30 24 252.71 30 & Above 45 243.22 Total 505 Outcomes form the focal point while Below 20 210 245.50 deciding strategies. 20-25 226 252.98 25-30 24 270.50 30 & Above 45 278.81 Total 505 Franchisee should give only financial Below 20 210 233.23 incentives to the team. 20-25 226 266.40 25-30 24 247.65 30 & Above 45 280.78 Total 505 Franchisee should interact with the entire Below 20 210 286.05 team. 20-25 226 239.68 25-30 24 224.69 30 & Above 45 180.74 Total 505 Understanding of the vision by team Below 20 210 274.00 members has a positive impact on its 20-25 226 240.20 success. 25-30 24 218.67 30 & Above 45 237.58 Total 505

254

Strategies should be changed to meet Below 20 210 264.76 the team members' capacity for ensuring 20-25 226 245.23 its success. 25-30 24 265.67 30 & Above 45 230.34 Total 505 Having a sound strategy is imperative for Below 20 210 258.75 the team. 20-25 226 247.04 25-30 24 239.46 30 & Above 45 263.31 Total 505 A leader must ensure that the team Below 20 210 275.07 members share a cordial relationship 20-25 226 235.90 amongst themselves. 25-30 24 235.58 30 & Above 45 245.16 Total 505 Encouragement by peers has a positive Below 20 210 253.65 impact on the team's success. 20-25 226 254.81 25-30 24 232.54 30 & Above 45 251.79 Total 505 Having a succession plan at the top Below 20 210 263.54 helps the team perform better. 20-25 226 252.92 25-30 24 231.46 30 & Above 45 215.72 Total 505 Members take advantage of liberal Below 20 210 242.92 environment. 20-25 226 268.11 25-30 24 242.44 30 & Above 45 229.78 Total 505 Outcomes must not be discussed with Below 20 210 240.94 the team members. 20-25 226 265.33 25-30 24 262.48 30 & Above 45 242.31 Total 505 Franchisee should have a good rapport Below 20 210 256.08 with the entire team. 20-25 226 255.11 25-30 24 244.50 30 & Above 45 232.60 Total 505 Formation of vision helps in achieving Below 20 210 266.72 the ultimate goal of the team. 20-25 226 239.35 25-30 24 282.96 30 & Above 45 241.59 Total 505 A team should comprise all rounder, Below 20 210 256.16 rather than specialists. 20-25 226 244.97 25-30 24 251.33 30 & Above 45 279.43 Total 505 Franchisee should maintain distance Below 20 210 241.61 from the team barring urgent 20-25 226 255.58 circumstances. 25-30 24 285.02

255

30 & Above 45 276.11 Total 505 The team should always adhere to the Below 20 210 258.45 past winning strategy. 20-25 226 254.47 25-30 24 244.08 30 & Above 45 224.92 Total 505 A good performer in the team should be Below 20 210 255.30 praised. 20-25 226 246.99 25-30 24 282.13 30 & Above 45 256.91 Total 505 Incentives need not be at par with the Below 20 210 241.82 market standards as long as incentives 20-25 226 265.60 are given. 25-30 24 222.79 30 & Above 45 258.00 Total 505 The vision must be simple and Below 20 210 267.03 achievable. 20-25 226 241.30 25-30 24 237.58 30 & Above 45 254.51 Total 505 A leader should be aggressive when it Below 20 210 236.82 comes to winning. 20-25 226 254.04 25-30 24 328.63 30 & Above 45 282.98 Total 505 Franchisee should make sure that the Below 20 210 273.28 team is given latest playing kits to 20-25 226 228.12 perform 25-30 24 286.98 30 & Above 45 265.23 Total 505 Same motivational methods should be Below 20 210 256.89 used for one and all. 20-25 226 255.64 25-30 24 238.65 30 & Above 45 229.22 Total 505 It is the duty of the leader to boost the Below 20 210 260.86 morale of the team members post any 20-25 226 246.46 failures. 25-30 24 255.88 30 & Above 45 247.60 Total 505 Franchisee do not play an important role Below 20 210 229.57 in achieving the ultimate goal of a team.. 20-25 226 271.62 25-30 24 237.42 30 & Above 45 277.13 Total 505 Every member should participate while Below 20 210 258.26 forming the vision of the team. 20-25 226 254.05 25-30 24 264.69 30 & Above 45 216.93 Total 505 Franchisee must help the team actualize Below 20 210 260.54

256 its ultimate goal through constant 20-25 226 247.83 motivation. 25-30 24 250.90 30 & Above 45 244.89 Total 505 Providing training to the team is the Below 20 210 241.65 leader's responsibility. 20-25 226 267.42 25-30 24 255.15 30 & Above 45 232.37 Total 505 A leader's responsibility includes defining Below 20 210 238.93 outcomes. 20-25 226 263.91 25-30 24 253.48 30 & Above 45 263.58 Total 505 Having a vision does not help in Below 20 210 250.13 achieving the ultimate goal of a team. 20-25 226 257.23 25-30 24 279.52 30 & Above 45 230.99 Total 505 Detailed operating strategy (batting, Below 20 210 263.09 bowling, etc.) plays a significant role in 20-25 226 247.78 the success of a team. 25-30 24 236.96 30 & Above 45 240.69 Total 505 Franchisee should make notable Below 20 210 258.67 contribution for the welfare and health of 20-25 226 256.65 team members. 25-30 24 247.46 30 & Above 45 211.16 Total 505 Franchisee should interact with the team Below 20 210 256.15 on regular basis. 20-25 226 256.97 25-30 24 261.44 30 & Above 45 213.86 Total 505 Team members should be allowed to Below 20 210 269.45 participate in all important meetings of 20-25 226 244.50 the team. 25-30 24 212.44 30 & Above 45 240.53 Total 505 A leader must be able to take corrective Below 20 210 253.98 steps against non-performers ranging 20-25 226 256.88 from counselling to sacking. 25-30 24 236.52 30 & Above 45 237.72 Total 505 Choosing the right combination of four Below 20 210 262.04 foreign players to play in the team is 20-25 226 258.60 important for the team to win. 25-30 24 193.42 30 & Above 45 214.46 Total 505 True success of a leader depends upon Below 20 210 255.61 how he chooses the "Winning-11" 20-25 226 255.73 members to play from the pool of 25-30 24 200.31 players. 30 & Above 45 255.22

257

Total 505 A non-performer must be replaced. Below 20 208 239.60 20-25 226 249.28 25-30 24 294.33 30 & Above 45 300.42 Total 503

258

Table A.5: Mean for Students and Working Professionals – SPSS Table

Ranks Profession N Mean Rank Sum of Ranks A group leader should Student 437 257.26 112422.00 communicate well with his Working Professional 68 225.63 15343.00 team members. Total 505 A group / team must Student 437 257.48 112518.00 interact informally too. Working Professional 68 224.22 15247.00 Total 505 With change in strategy, Student 437 253.82 110917.50 the motivational methods Working Professional 68 247.76 16847.50 must change. Total 505 Team members should Student 437 261.73 114377.50 be consulted before every Working Professional 68 196.88 13387.50 decision is taken. Total 505 Team members should Student 437 245.74 107388.50 never interact with the Working Professional 68 299.65 20376.50 franchisee. Total 505 Franchisee should Student 437 247.00 107940.50 interact only with the Working Professional 68 291.54 19824.50 team leader and the Total 505

coach. The leader's vision must Student 437 254.61 111264.50 be communicated with Working Professional 68 242.65 16500.50 the entire team. Total 505 It is the franchisee who Student 437 250.46 109450.00 should ensure that Working Professional 68 269.34 18315.00 required training is Total 505 provided to the team at regular intervals. Change in strategy for Student 437 249.44 109006.50 every game has a Working Professional 68 275.86 18758.50 positive impact on Total 505

success. A leader should be Student 437 254.84 111366.00 approachable Working Professional 68 241.16 16399.00 Total 505 Competitive environment Student 437 248.23 108476.00 within the team leads to Working Professional 68 283.66 19289.00 team success. Total 505 Equal appreciation should Student 437 258.10 112790.00 be given to all the team Working Professional 68 220.22 14975.00 members to improve their Total 505

performance. Non-financial appreciation Student 437 255.42 111617.50 has a positive effect on a Working Professional 68 237.46 16147.50 team's performance. Total 505 Social interaction within Student 437 256.58 112125.00 the family members of a Working Professional 68 230.00 15640.00 team will keep the morale Total 505

of the team high.

259

Making members work Student 437 249.00 108811.00 under pressure yields Working Professional 68 278.74 18954.00 better results. Total 505 Team members should Student 437 255.80 111786.00 be able to identify with the Working Professional 68 234.99 15979.00 ultimate goal of the team. Total 505 Outcomes form the focal Student 437 251.08 109724.00 point while deciding Working Professional 68 265.31 18041.00 strategies. Total 505 Franchisee should give Student 437 249.90 109205.50 only financial incentives Working Professional 68 272.93 18559.50 to the team. Total 505 Franchisee should Student 437 261.29 114184.00 interact with the entire Working Professional 68 199.72 13581.00 team. Total 505 Understanding of the Student 437 256.15 111936.50 vision by team members Working Professional 68 232.77 15828.50 has a positive impact on Total 505 its success. Strategies should be Student 437 253.85 110934.50 changed to meet the Working Professional 68 247.51 16830.50 team members' capacity Total 505 for ensuring its success. Having a sound strategy Student 437 251.86 110063.50 is imperative for the team. Working Professional 68 260.32 17701.50 Total 505 A leader must ensure that Student 437 254.68 111294.50 the team members share Working Professional 68 242.21 16470.50 a cordial relationship Total 505 amongst themselves. Encouragement by peers Student 437 254.53 111227.50 has a positive impact on Working Professional 68 243.20 16537.50 the team's success. Total 505 Having a succession plan Student 437 257.02 112318.50 at the top helps the team Working Professional 68 227.15 15446.50 perform better. Total 505 Members take advantage Student 437 254.82 111356.00 of liberal environment. Working Professional 68 241.31 16409.00 Total 505 Outcomes must not be Student 437 252.39 110296.00 discussed with the team Working Professional 68 256.90 17469.00 members. Total 505 Franchisee should have a Student 437 256.47 112076.50 good rapport with the Working Professional 68 230.71 15688.50 entire team. Total 505 Formation of vision helps Student 437 252.92 110527.00 in achieving the ultimate Working Professional 68 253.50 17238.00 goal of the team. Total 505 A team should comprise Student 437 249.45 109009.00 all rounder rather than Working Professional 68 275.82 18756.00 specialists. Total 505 Franchisee should Student 437 247.71 108250.50 maintain distance from Working Professional 68 286.98 19514.50

260 the team barring urgent Total 505 circumstances. The team should always Student 437 256.56 112118.50 adhere to the past Working Professional 68 230.10 15646.50 winning strategy. Total 505 A good performer in the Student 437 253.04 110578.00 team should be praised. Working Professional 68 252.75 17187.00 Total 505 Incentives need not be at Student 437 254.31 111132.50 par with the market Working Professional 68 244.60 16632.50 standards as long as Total 505 incentives are given. The vision must be simple Student 437 254.55 111240.00 and achievable. Working Professional 68 243.01 16525.00 Total 505 A leader should be Student 437 246.33 107646.50 aggressive when it comes Working Professional 68 295.86 20118.50 to winning. Total 505 Franchisee should make Student 437 248.24 108482.00 sure that the team is Working Professional 68 283.57 19283.00 given latest playing kits to Total 505 perform Same motivational Student 437 254.91 111394.00 methods should be used Working Professional 68 240.75 16371.00 for one and all. Total 505 It is the duty of the leader Student 437 253.46 110761.50 to boost the morale of the Working Professional 68 250.05 17003.50 team members post any Total 505 failures. Franchisee do not play an Student 437 252.23 110224.50 important role in Working Professional 68 257.95 17540.50 achieving the ultimate Total 505 goal of a team.. Every member should Student 437 256.02 111882.00 participate while forming Working Professional 68 233.57 15883.00 the vision of the team. Total 505 Franchisee must help the Student 437 254.00 110997.50 team actualize its ultimate Working Professional 68 246.58 16767.50 goal through constant Total 505 motivation. Providing training to the Student 437 254.66 111284.50 team is the leader's Working Professional 68 242.36 16480.50 responsibility. Total 505 A leader's responsibility Student 437 252.13 110180.50 includes defining Working Professional 68 258.60 17584.50 outcomes. Total 505 Having a vision does not Student 437 255.77 111770.00 help in achieving the Working Professional 68 235.22 15995.00 ultimate goal of a team. Total 505 Detailed operating Student 437 254.76 111328.00 strategy (batting, bowling, Working Professional 68 241.72 16437.00 etc.) plays a significant Total 505 role in the success of a team.

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Franchisee should make Student 437 257.42 112492.50 notable contribution for Working Professional 68 224.60 15272.50 the welfare and health of Total 505 team members. Franchisee should Student 437 257.28 112433.50 interact with the team on Working Professional 68 225.46 15331.50 regular basis. Total 505 Team members should Student 437 256.13 111927.00 be allowed to participate Working Professional 68 232.91 15838.00 in all important meetings Total 505 of the team. A leader must be able to Student 437 252.96 110541.50 take corrective steps Working Professional 68 253.29 17223.50 against non-performers Total 505 ranging from counselling to sacking. Choosing the right Student 437 260.06 113646.50 combination of four Working Professional 68 207.63 14118.50 foreign players to play in Total 505 the team is important for the team to win. True success of a leader Student 437 253.21 110652.50 depends upon how he Working Professional 68 251.65 17112.50 chooses the "Winning-11" Total 505 members to play from the pool of players. A non-performer must be Student 435 246.92 107409.50 replaced. Working Professional 68 284.51 19346.50 Total 503 Age Student 437 223.04 97469.50 Working Professional 68 445.52 30295.50 Total 505

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Statistical Techniques Used

Cronbach Alpha is a measure of internal consistency, that is, how closely related a set of items are as a group. A "high" value of alpha is often used (along with substantive arguments and possibly other statistical measures) as evidence that the items measure an underlying (or latent) construct. However, a high alpha does not imply that the measure is one-dimensional. If, in addition to measuring internal consistency, you wish to provide evidence that the scale in question is uni-dimensional, additional analyses can be performed. Exploratory factor analysis is one method of checking dimensionality. Technically speaking,

Cronbach's alpha is not a statistical test - it is a coefficient of reliability (or consistency).

Frequencies data may be analysed by several different techniques, depending upon how the sample units were located and how the data was collected. Values collected from randomly located quadrants to determine frequency follow a binomial distribution. In this case, the comparison of sample means (evaluating significant differences between years or among sites should be based on binomial statistics). In this situation, binomial confidence intervals are used to assess if two sample means are significantly different. The binomial confidence interval for a given frequency remains constant, according to sample size and the level of probability. Tables listing the width of confidence intervals have been developed for commonly used sample sizes (typically n=100 and n=200) and probability levels. If the confidence intervals (for the correct sample size and probability level) for the sample means being compared overlap, it is concluded

263 that these values are not significantly different. However, if the design is based on quadrants arranged as a group of subsamples to determine frequency, the data set of transect sample means follows a normal distribution. In this case, evaluating significant differences between years or sites can be based on conventional inferential statistics, whereby two sample means can be compared by considering the possibility that their respective confidence intervals overlap.

(Source: http://globalrangelands.org/inventorymonitoring/safrequency).

Pearson‟s correlation, Correlation between variables is a measure of how well the variables are related. The most common measure of correlation in statistics is the Pearson Correlation (technically called the Pearson Product Moment

Correlation or PPMC), which shows the linear relationship between two variables. Two letters are used to represent the Pearson correlation: Greek letter rho (ρ) for a population and the letter ―r‖ for a sample.

Results are between -1 and 1. A result of -1 means that there is a perfect negative correlation between the two values at all, while a result of 1 means that there is a perfect positive correlation between the two variables. A result of 0 means that there is no linear relationship between the two variables. You will very rarely get a correlation of 0, -1 or 1. You‘ll get somewhere in between. The closer the value of r gets to zero, the greater the variation the data points are around the line of best fit.

High correlation: .5 to 1.0 or -0.5 to 1.0

Medium correlation: .3 to .5 or -0.3 to .5

Low correlation: .1 to .3 or -0.1 to -0.3

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The PPMC does not differentiate between dependent and independent variables.

For example, if you are investigating the correlation between a high caloric diet and diabetes, you might find a high correlation of .8. However, you could also run a PPMC with the variables switched around (diabetes causes a high caloric diet), which would make no sense. Therefore, as a researcher you have to be mindful of the variables you are plugging in. In addition, the PPMC will not give you any information about the slope of the line — it only tells you whether there is a high correlation. (Source:http://www.statisticshowto.com/articles/what-is-the-pearson- correlation-coefficient/) and (Source: http://en.wikipedia.org/wiki/Pearson_product- moment_correlation_coefficient).

Mann Whitney U Test, is used when use the Mann-Whitney U test when you want to test the median between two groups of data. The Mann-Whitney U test is used to compare differences between two independent groups when the dependent variable is either ordinal or interval/ratio, but not normally distributed.

For example, you could use the Mann-Whitney U test to understand whether attitudes towards pay discrimination, where attitudes are measured on an ordinal scale, differ based on gender (i.e., your dependent variable would be "attitudes towards pay discrimination" and your independent variable would be "gender", which has two groups: "male" and "female"). Alternately, you could use the

Mann-Whitney U test to understand whether salaries, measured using an interval scale, differed based on education level (i.e., your dependent variable would be

"salary" and your independent variable would be "educational level", which has two groups: "high school" and "university"). The Mann-Whitney U test is the nonparametric alternative to the independent t-test.

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(Source:https://statistics.laerd.com/spss-tutorials/mann-whitney-u-test-using-spss- statistics.php).

Kruskal Wallis Test is appropriate for use under the following circumstances:

(a) you have three or more conditions that you want to compare; (b) each condition is performed by a different group of participants; i.e. you have an independent-measures design with three or more conditions. (c) The data do not meet the requirements for a parametric test. (i.e. use it if the data are not normally distributed; if the variances for the different conditions are markedly different; or if the data are measurements on an ordinal scale) (Source: http://www.sussex.ac.uk/Users/grahamh/RM1web/Kruskal-

Wallis%20Handoout2011.pdf).

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