Leadership Style & Talent Management Strategies

OF
GLAXO SMITHKLINE

Fundamentals of Management
ALD 1202

Submitted by
ID Name Marks
19251044 Nishat Tasnim Deya

19251006 Nafiz Ahsan Arpan

19251074 Junaed ur Rashid

Supervisor
Mohammad Ali
Lecturer

Department of Marketing
Faculty of Business Studies
Bangladesh University of Professionals

Date of Submission:
October 11, 2019

Mohammad Ali
Lecturer
Department of Marketing
Bangladesh University of Professionals

Subject: Submission of term paper

Dear Sir,

We are pleased to submit the term paper on “Leadership Style & Talent Management
Strategies of GLAXO SMITHKANE” under the course: Fundamentals of Marketing.
Though we are in the learning curve, this report has enabled us to gain insight into the core
fact of Pharmaceutical Industry. So it becomes an extremely challenging and interesting
experience. Thank you for your supportive consideration for formulating an idea. Without
your Inspiring, this term paper would have been an incomplete one.
Lastly, I would be thankful once again if you please give your judicious advice on the effort.

Yours’ sincerely,
Junaed ur Rashid (74)
Nishat Tasnim Deya (44)
Nafiz Ahsan Arpan (06)
 Acknowledgement
I would like to express my deepest appreciation to all those who provided me the opportunity
to complete this report. A special gratitude I give to my Faculty Mohammad Ali sir for
stimulating suggestions and his encouragement helped me in writing this term paper.
Furthermore, I would like to acknowledge with much appreciation the crucial role of the
Sales and Marketing department of GSK Bangladesh Limited, who gave the permission and
assistance to use all required information to complete the term paper. It was such a wonderful
experience to work with and learn from this internationally reputed organization. Special
thanks to my point of medium Mahadi Billah for helping me with the information. This study
is hugely indebted to these acknowledge persons’ guidance and cooperation for the
completion of this term paper.
 Declaration
The term paper entitled “Leadership Style & Talent Management Strategies of GLAXO
SMITHKLINE” is conducted under the supervision of Lecturer Mohammad Ali and
instructor of Fundamentals of Management at Marketing Department, Bangladesh University
of Professionals. I declare that the information reported in the current result is my own work,
except where due to reference is made.
 Supervisor’s Certificate

This is to certify that the Term Paper on “Leadership Style & Talent Management Strategies
of GLAXOSMITHKLINE” in the bona fide record at the term paper is done by Junaed ur
Rashid, ID 74, Nishat Tasnim Deya, ID 44, Nafis Ahsan Arpan, ID 06, 4 th batch from the
Department of Marketing, Bangladesh University of Professionals.
The paper has been prepared under my guidance and is a record of the bona fide work carried
out successfully.

……………………………………
Mohammad Ali
Lecturer
Department of Management
Bangladesh University of Professionals
 Executive Summary
One of the key sectors in Bangladesh is the pharmaceutical industry. The industry is
exporting drugs to global markets, including the European market, due to recent innovations
in this field. This sector also offers 97 percent of the local market's total medicine
requirement. Leading firms are developing their business with the goal of tapping into the
export market. GlaxoSmithKline (GSK) has been working in Bangladesh for years as a
leading international healthcare company. GSK strives to deliver medicines and vaccines of
high quality to improve the quality of human life around the world. This study was on the
leadership style and talent management strategies of GSK aimed to identify the impact of
pharmacy segment’s current situation.
 Table of Contents

Chapter One: Introduction..........................................................................................................1

1.1. Statement of the problem.................................................................................................2

1.2. Origin of the study...........................................................................................................3

1.3. Objectives of the study....................................................................................................4

1.4. Scope of the study...........................................................................................................5

1.5. Limitations of the Company............................................................................................6

Chapter Two: Organizational Profile.........................................................................................7

2.1. Background of the organization......................................................................................7

2.2. Corporate Information.....................................................................................................8

2.3. Organizational Structure..................................................................................................9

2.4. Branch Hierarchy...........................................................................................................10

2.4.1. Top management:...................................................................................................10

2.4.2. Executive Management:.........................................................................................10

2.5. Products and Services of GlaxoSmithKline..................................................................11

2.5.1. Product Overview:..................................................................................................11

2.6. Business strategy...........................................................................................................13

2.7. The core values are-.......................................................................................................14

Chapter Three: Review of Literature.......................................................................................15

3.1. Talent Management.......................................................................................................15

3.1.1. Principle 1: Make and Buy to Manage Risk...........................................................15

3.1.2. Principle 2: Adapt to the Uncertainty in Talent Demand.......................................15

3.1.3. Principle 3: Improve the Return on Investment in Developing Employees...........15

3.1.4. Principle 4: Preserve the Investment by Balancing Employee-Employer Interests15

3.2. Leadership style.............................................................................................................16

3.2.1. Transactional and Transformational.......................................................................16

 3.2.2. Laissez – Fair style.................................................................................................18

3.3. GlaxoSmithKline Bangladesh Limited..........................................................................18

3.3.1. Operations in Bangladesh Headquarter:.................................................................19

3.4. GSK’S Market Share & Position Comparison:.............................................................20

Chapter Four: Methodology of the Study................................................................................22

4.1. Population......................................................................................................................22

4.2. Sample Size...................................................................................................................22

4.3. Sampling Techniques....................................................................................................22

4.4. Sources of Data Data were collected from both primary and secondary sources;........22

4.5. Primary data It was collected by executing an interview and Questionnaire................22

4.6. Data Analyzing Tools....................................................................................................22

Chapter Five: Data Analysis and Findings...............................................................................23

Chapter Six: Recommendations $ Conclusions.......................................................................31

References................................................................................................................................32
 Table of Figures
Figure 1 Corporate Governance Structure...............................................................................10
Figure 2 GSK’S Market Share & Position Comparison..........................................................20
Figure 3: Transformational Leadership....................................................................................22
Figure 4: Transactional Leadership..........................................................................................23
Figure 5: Laissez Fair Leadership............................................................................................24
Figure 6: Average Leadership Style.........................................................................................25
Figure 7....................................................................................................................................26
Figure 8....................................................................................................................................27
Figure 9....................................................................................................................................28
Figure 10..................................................................................................................................29
 List of Abbreviations

GSK Glaxosmithkline
LDC Least Developed Country
TFL Transformational
TSL Transactional
LFL Laissez-fair
TA Talent Acquisition
TR Talent Development
TD Training Requirement
TE Training Emphasis
 Chapter One: Introduction
Propelled by the better health and education, lower vulnerability and an economic boom,
Bangladesh, based on a rigorous methodology using a wide range of sustainable development
indicators, the largest Least Developed Country (LDC) in terms of population and economic
size, looks likely to leave the LDC category by the year 2024. There are a good number of
sectors in Bangladesh on which we feel much proud of, and undoubtedly the pharmaceutical
sector is one of these best sectors. It is one of Bangladesh’s most success stories and one of
the most technologically advanced dynamic sectors currently in existence. This industry is a
matter of substantial pride to the country. Skillful attitudes, knowledge and innovative ideas
from the Pharma Professionals are the key factors why this industry grew in the way it did.
Imports are restricted by the Government of the People’s Republic of Bangladesh for locally
manufactured drugs giving the industry protection from external competition. Drug Policy
1982 played a pivotal role in developing country’s own pharmaceutical industries.

1
 1.1. Statement of the problem

In our country’s perspective, we have significant problems regarding leadership style. Most
of the companies follow traditional style rather than TFL and TSL, and the managers don’t
take effective care of the employees. However, the LFL style is being followed by the
maximum. Another problem arises regarding ‘’Talent Management Strategies’ ’On the other
hand, the youths are running after BCS and other lucrative jobs of ‘’BAT’’, “Uniliver” and
such. Nonetheless, the companies cannot retain the talent, and the leaders do not focus on
‘’R&D” and ‘’Employee Development and Skills”. That’s why the psychological
improvement of the employees hamper and they do not give full effort.
 1.2. Origin of the study

We are doing this research of the course of ‘’Fundamentals of Management”. The particular
segment of leadership approach and talent management strategies.
 1.3. Objectives of the study

From the term paper analysis we will get to know about the leadership & talent management
strategies of company Glaxosmithkline. From the multifactor Leadership questionnaire we
get to know about the TFL, TSL, and LFL. The talent management is design to understand
the TA TR & TD. It help us to understand the demographic information of employees
working in the company.
The company also gets to know about their leadership style and talent management strategies
and the way they are functioning it. After evaluating the questioner the employees will be
able to understand the companies’ leadership style and talent management strategies and
therefore will work according to the companies’ leadership style and talent management
strategies. We can provide a guideline to the company about the most suitable leadership
style and talent management strategies they can adopt.
 1.4. Scope of the study

The pharmaceutical industry is worldwide reputed for its fastest growing industry.
Bangladesh has sizeable Pharmaceutical industry with potential to reach the very best of the
global standard. This industry is considered as the second largest contributor to the national
revenue, as well as the second largest contributor to the government exchequer. In the past
ten years, the Bangladesh pharmaceutical market has double in the growth, reaching a total
value of US$929 million in from the fourth quarter of 2009 to third quarter of 2010. The ten
local players are currently dominating the pharmaceutical market in Bangladesh. Local
businesses contribute 68% to the overall market, while the top 20, of which only four are
multinationals, contribute 84%. Nearly 200 producers were responsible for 8,000 currently
available branded generics to the local population.
 1.5. Limitations of the Company

The main limitation was the time restriction as we had to cover a lot of information. It was
hard to manage the information from the employees as per company policy and they find it
extremely confidential. But as the Glaxosmith pharma is facing difficulties in the market
regarding growth and profit they are merging with Uniliver for fast moving consumer goods.
That’s why the company were not willing to provide their internal information as the
employees had to switch their job.
 Chapter Two: Organizational Profile

2.1. Background of the organization

• In 1988, SmithKline Bioscience Laboratories acquires one of its largest competitors,

International Clinical Laboratories Inc., increasing the company's size by half and becoming
an industry leader.

• In 1989, SmithKline Beckman and The Beecham Group plc merge to form SmithKline
Beecham plc.

• In 1994, SmithKline Beecham acquires Diversified Pharmaceutical Services Inc., a

pharmaceutical benefits manager, and Sterling Health. This makes SmithKline Beecham the
third-largest over-the-counter medicines company in the world and number one in Europe
and the international markets. Focusing on human healthcare, SmithKline Beecham sells its
animal health business.

• In 1995, Glaxo and Welcome merge to form Glaxo Welcome. Glaxo Welcome acquires
California-based Affymax, a leader in the field of combinatorial chemistry.

• In 1998, Glaxo Welcome acquires Polfa Poznan and becomes the largest pharmaceutical
company in Poland

. • In 1999, further sharpening its focus on pharmaceuticals and consumer healthcare,

SmithKline Beecham divests SmithKline Beecham Clinical Laboratories and Diversified
Pharmaceutical Services.
 2.2. Corporate Information

GlaxoSmithKline (GSK) is one of the largest research-based pharmaceutical companies in

the world, discovering, developing, manufacturing and marketing branded products for
human health.

Headquarters: UK, with additional operational headquarters in the USA

Global presence: about 160 countries

Primary markets: USA, France, Germany UK, Italy and Japan

Employees: approximately 103,000

Contact information

Corporate Office:
House 2A, Road 138
Gulshan 1,Dhaka 1212
Bangladesh

Registered Office
Fouzderhat Industrial Area
Dhaka Trunk Road, G.P.O. Box 53
Chittagong 4217
Bangladesh 

Phone: +88 02 985 8870 

Fax: +88 02 8826628
Email: gsk.bangladesh-info@gsk.com

To report an adverse event:

Email:  bd.adverse-event@gsk.com
 2.3. Organizational Structure

GlaxoSmithKline (GSK) is one of the world’s largest research-based pharmaceutical

companies that discovers, develops, manufactures and markets human health products. It is
an innovative company that produces branded products only, which it has developed itself.
The company has two main divisions, pharmaceuticals and consumer healthcare. The
consumer healthcare businesses of GSK consist of over-the-counter (OTC) medicines, oral
care products, such as the toothpaste brands Aquafresh, Macleans and Sensodyne, and
nutritional healthcare drinks. The pharmaceuticals division is the largest part of GSK’s
businesses and can be divided into prescription drugs and vaccines. GSK manufactures
products for major disease areas such as asthma, cancer, infections, diabetes and mental
health. Its biggest-selling products in 2013 were Advair, Avodart, Flovent, Augmentin,
Lovaza, and Lamictal; its drugs and vaccines earned £21.3 billion that year. Other top-selling
products include its asthma/COPD inhalers Advair, Ventolin, and Flovent; its
diphtheria/tetanus/pertussis vaccine Infanrix and its hepatitis B vaccine; the epilepsy drug
Lamictal, and the antibacterial Augmentin. In 2014, GSK applied for regulatory approval for
the first malaria vaccine.[82] Malaria is responsible for over 650,000 deaths annually, mainly
in Africa.[83] Known as RTS,S, the vaccine was developed as a joint project with the PATH
vaccines initiative and the Bill and Melinda Gates Foundation.
 2.4. Branch Hierarchy

2.4.1. Top management:

In accordance with the provisions of the Association Constitution, the Board of Directors
holds regular meetings to resolve the issue of policies and plans, recording minutes /
decisions for executive management to execute them.

2.4.2. Executive Management:

The Executive Director, the Chief Executive Officer (CEO) delegated the necessary and
appropriate authority

GSK Corporate Governance:

Board of Directors

Corporate Executive
governance committee

Audit committee
Figure 1 Corporate Governance Structure
 2.5. Products and Services of GlaxoSmithKline

GSK is committed to developing new and efficient solutions for health care. The values on
which the group was founded have always inspired growth, and in times to come it will
continue to do so. In Bangladesh, GSK supplies its consumers with pharmaceutical and
consumer health care products.

GSK works in the two broad areas of products markets:

1. Pharmaceutical: prescriptions, medicine and vaccines

2. Consumer Healthcare: Over the counter medicines, Oral care and nutritional healthcare
products.

2.5.1. Product Overview:

1. Pharmaceuticals: GSK’s board pharmaceuticals product line includes antibiotic,
antidepressant, gastrointestinal, dermatological, respiration, cancer and cardiovascular
medications. GSK has a variety of vaccine products, including hepatitis A and B,
diphtheria, tetanus, whooping cough and influenza

2. Consumer Healthcare: GSK Consumer Health brings oral health care, over the
counter medicines and nutritional health care products to millions of people.
Local Production Berm

Cytamen

Kefdrin

Pentamox

Vaccines
Engerix-B

Fluarix

Synflorix

Consumer Healthcare
Horlicks Chocolate

Horlicks Junior

Horlicks Mother

H Horlicks Lite Boost

Maltova

Boost

Glaxose
 2.6. Business strategy

GSK’s business goal is to be a world leader in pharmaceutical industry. In order to achieve

this, the company seeks to improve its R&D pipeline, using a focused drug portfolio strategy
and selective in-licensing agreements for the external contracting of R&D. The company
links R&D closely to commercial operations to maximise the value of its R&D portfolio
Direct-to-consumer (DTC) advertising is an important element of GSK’s marketing strategy
in the US. Consumers that receive information through DTC advertising tend to request
specific brand name medicines to their physicians. The company is implementing a ‘sales
force excellence’ initiative to improve the already good reputation of GSK sales
representatives among helathcare professionals. It has also started a ‘marketing excellence’
initiative to reduce the number of patients that do not seek the help of a doctor and remain
undiagnosed, and the number of diagnosed patients that remain untreated.
Mission
The mission statement of the business-“Our global quest is to improve the quality of
human life by enabling people to do more, feel heifer and live longer”

Vision
Becoming the undisputed leader in the industry means conquering the challenges that will be
face as an industry and as a global society.

Quality Statement
Quality is at the heart of everything we do- from the discovery of the molecule through
product development, manufacture, supply and sale- and vital to all the services that support
our business performance.

2.7. The core values are-

• Focus on patients-GSK puts patients and consumers first, focusing on the customer, and
doing what's best for patients and consumers.

• Act with integrity-GSK Avoid all unethical activities and comply with the ethical standards
that are rightly expected of them, which means acting with integrity and complying with the
law. GlaxoSmithKline Bangladesh limited does everything they can do to maintain the trust
and respect of the organizations they work with and the communities in which they live and
operate.

• Demonstrate respect for people-GSK employees inspire each other to accomplish great
things and show respect for their colleagues and communities. Everyone has to play a role in
developing a healthy and safe work environment which values human rights, improves their
livelihoods and the diversity of cultures in which they operate.

• Work with transparency-Transparency is a must in the way they work and helps them build
confidence. They are trying to be honest and frank about what they are doing and how they
are doing it. This improves the way in which they work with each other and develops the way
in which the communities we work with see them. This shows they are open to stimulating
debate.

2.8. GlaxoSmithKline Bangladesh Limited

With an enviable image and reputation for the past 6 decades GlaxoSmithKline (GSK)
Bangladesh Limited running its operation as a subsidiary of GlaxoSmithKline plc- one of the
worlds’s leading research-based pharmaceutical and healthcare companies. In 1949 the
Company commenced its journey in Bangladesh with its’ corporate identity as Glaxo in
Chittagong as an importer. In 1967, the company established its own manufacturing unit at
Chittagong. The facility till date is considered as one of the Centre of Excellence in Global
Manufacturing & Supply Network of the Group. The global corporate mergers and
acquisitions have seen the evolution of the Company’s identity in the past 6 decades. In line
with mergers and acquisitions the identity changed from Glaxo to Glaxo Wellcome
Bangladesh Limited following the Burroughs Welcome acquisition in 1995 and finally to
GlaxoSmithKline Bangladesh Limited during 2002 after merger with SmithKline Beecham in
December 2000. The mega merger of the Company enables it to deliver cuffing edge
advancements in health care solutions. The relentless commitment, setting of standards of
ethical standards and quality backed leading edge technology of the Company has built a
strong relationship between the stakeholders and GSK Bangladesh. With the ever committed
701 numbers of personnel all over the country GSK Bangladesh, which now comprises of
both Pharma and Consumer, continually strive to meet the GlaxoSmithKline mission.

2.8.1. Operations in Bangladesh Headquarter:

GlaxoSmithKline Bangladesh Limited Registered Office & Factory

Corporate Office Fouzderhat Industrial Area

House # 2A, Road # 138. North Kattali, Chittagong.

Gulshan-l.
District Marketing Office

GlaxoSmithKline Bangladesh Limited has twelve districts Marketing Offices (DM0)

throughout the country. These are divided in five zones by which GSK’s products are sold.

GlaxoSmithKline Bangladesh Ltd. (In Market Place)

• Total Market Share: TK. 140 Corers (2012)

• Market Share: 1.95 % (2012)

• Ranking: 12 (2012)

Share Information GlaxoSmithKline Bangladesh Ltd.

• Share Price Tk. 10 each and total No. of Authorized Share 20,000,000

• Authorized Share Capital Tk. 20,000,000

• Market Capitalization 6920.685 (Million)

2.9. GSK’S Market Share & Position Comparison:

Figure 2 GSK’S Market Share & Position Comparison

 Chapter Three: Review of Literature

3.1. Talent Management

The most inventive ways to deal with overseeing ability utilize four specific standards drawn
from operations and supply chain management. Two of them address vulnerability on the
interest side: how to adjust choices and how to decrease the dangers in estimating the interest
for ability. The other two refer to vulnerability on the demand side: how to improve the
arrival on interest along with developed endeavors and how to secure that venture by creating
opportunities that urge recently prepared managers to stay with the firm.(Cappelli, P., 2008.
Talent management for the twenty-first century. Harvard business review, 86(3), p.74.)
3.1.1. Principle 1: Make and Buy to Manage Risk
A deep bench of talent is costly and priceless, so organizations ought to undershoot their
appraisals of what will be required and plan to contract from outside to compensate for any
setback. A few positions might be simpler to fill from outside than others, so firms should be
keen about where they placed valuable assets being developed: Talent management is an
investment, not an entitlement.
(Cappelli, P., 2008. Talent management for the twenty-first century. Harvard business
review, 86(3), p.74.)
3.1.2. Principle 2: Adapt to the Uncertainty in Talent Demand
Vulnerability in demand is guaranteed, and savvy organizations find approaches to adjust to
it. One methodology is to separate improvement programs into shorter units: Rather than put
the management trainees through a three-year useful program, for example, bring
representatives from every one of the capacities together in a 18-month course that shows
general administration abilities, and after that send them back to their functions to specialize.
Another alternative is to make an association wide talent pool that can be distributed among
business units as the need emerges. (Cappelli, P., 2008. Talent management for the twenty-
first century. Harvard business review, 86(3), p.74.)
3.1.3. Principle 3: Improve the Return on Investment in Developing Employees
One approach to improve the result is to get representatives to partake in the expenses of
advancement. That may mean requesting that they take on extra stretch assignments on a
volunteer premise. Another methodology is to keep up associations with previous
representatives with the expectation that they may return sometime in the not so distant
future, bringing back your interest in their aptitudes. (Cappelli, P., 2008. Talent management
for the twenty-first century. Harvard business review, 86(3), p.74.)

3.1.4. Principle 4: Preserve the Investment by Balancing Employee-Employer Interests

Seemingly, the principle reason great workers leave an association is that they find better
opportunities somewhere else. This makes talent development a perishable commodity. The
way to safeguarding your investment in development efforts as long as possible is to balance
the interests of employees and employer by having them share in advancement decisions.
The ability issues of managers, workers, and the more extensive society are entwined.
Managers need the aptitudes they need when they need them, conveyed in a way they can
bear. Representatives need prospects for headway and command over their vocations. The
social orders wherein they work and the economy overall need more significant levels of
aptitudes—especially more profound skills in the board—which are best created inside
organizations. Those frequently conflicting wants aren't tended to by existing improvement
rehearses. The language and the systems of the association man model endure regardless of
the way that not many organizations really utilize it; there just aren't any choices. The
language originates from building and is established in the possibility that we can accomplish
conviction through arranging—an obsolete thought. In any case, before an old worldview can
be toppled there must be an option, one that depicts new difficulties superior to anything the
former one can. In the event that the language of the old worldview was overwhelmed by
designing and arranging, the language of the new, ability on-request system is driven by
business sectors and tasks based instruments more qualified to the difficulties of
vulnerability. Ability on request gives bosses an approach to deal with their ability. (Cappelli,
P., 2008. Talent management for the twenty-first century. Harvard business review, 86(3), p.74.)

3.2. Leadership style

3.2.1. Transactional and Transformational
Transactional leadership includes unforeseen support. Supporters are roused by the leaders'
promises, acclaim, and rewards, input, criticism, dangers, or disciplinary activities. The
leaders respond to whether the followers do what the leaders and followers have "executed"
to do. In unforeseen remunerating conduct, leader either make assignments or they may
counsel with followers about what could possibly be done trade for verifiable or express
rewards and the ideal portion of assets .When leaders engage in active management by-
exception, they screen followers execution correct followers’ mistakes. When leaders engage
in passive management-by-exception, they stand by inactively for followers' missteps to be
called to their consideration before making remedial move with negative criticism or
censures. Laissez-faire leaders avoid leading. Transformational initiative contains four
segments charisma or idealized influence (attributed or behavioral), inspirational motivation,
intellectual stimulation, and individualized consideration (Bass, 1985, 1998; Bass& Avolio,
1993). Followers identify with the charismatic leaders’ aspirations and want to emulate the
leaders. Shamir, House, and Arthur (1993), Conger and Kanungo (l988, 1998), Kanungo and
Mendonca (1996) conceive of the same components as all falling under the category of
charismatic leadership. For the motivations behind dialog, we will talk about
transformational and transactional leaders when most leaders have a profile of the full scope
of authority that incorporates both transformational and transactional factors. Be that as it
may, those whom we call transformational do significantly more of the transformational than
the transactional. In their defining minutes, they are transformational. Those whom we name
as transactional leaders show substantially more value-based authority conduct. They are
bound to have frames of mind, convictions, and qualities progressively reliable with
transactional authority, yet regardless they might probably be transformational now and
again. Every part of either transactional or transformational administration has a moral
measurement. It is the conduct of leaders including their ethical character, qualities and
projects that is bona fide or inauthentic. Most leaders are likely to display a mixed moral profile;
so, when we speak of authentic transformational leaders or authentic transactional leaders, we are
labeling leaders who generally are more authentic than in authentic.
3.2.2. Laissez – Fair style
Robbins (2007) explained the laissez-fair style as “Abdicates responsibilities avoid making
decisions” (p. 475). Similar Luthans (2005), defined laissez- fair style as “Abdicates
responsibilities avoids making decisions” (p.562).Laissez- Fair is uninvolved in the work of
the unit. It’s difficult to defend this leadership style unless the leader’s subordinates are
expert and well-motivated specialists, such as Scientists. “Leaders let group members make
all decision” (Mondy&Premeaux, 1995, p.347).
“Behavioral style of leaders who generally five the group complete freedom, Provide
necessary materials, participate only to answer questions, and avoided giving feedback”
(Bartol&Martin, 1994, p.412).The concept of laissez was also given by Osborn as “Abdicates
responsibilities and avoiding decisions” (Osborn, 2008, p.258). Above All the Authors
defines the Laissez – Fair Leadership with their own words according to their given
definitions the idea of this type of leadership is same. Authors characterizes that in this style
the Leaders typically don’t need their obstruction in basic leadership process. They regularly
permitted to their subordinates that they have capacity to get their own choices about the
work. They are allowed to do work in their own specific manner and they are additionally
answerable for their choice. Regularly Leaders maintains a strategic distance from to settling
on choice and don’t include in working units in light of the fact that the leader provides for
subordinates to do choices. Now and again, the leaders give them to significant material and
they simply include the appropriate response ansd question yet keeping away from criticism.
 Chapter Four: Methodology of the Study
4.1. Population
With the ever committed 701 numbers of personnel all over the country GSK Bangladesh,
which now comprises of both Pharma and Consumer, continually strive to meet the
GlaxoSmithKline mission.

4.2. Sample Size

Twelve employees were available for providing information from sales and marketing
department of GSK. They are working as territory officers, Emerging Channel Manager,
Junior Brand Manager, Senior Brand Manager and Business analyst.

4.3. Sampling Techniques

We are taking the convenient employees because we are approaching the easily approachable
employees. We as a team connected with our point of medium Mahadi Billah operation.

Methods of Data Collection: We collected data from structured questionnaire which includes
three parts.

First part includes the three-leadership style:

a) Transformational style
b) Transactional style
c) Laissez-Fair Style

Second part includes the Talent Management strategies:

1. TA

2. TR
3. TD

Third Part includes the demographic information of respondent.

4.4. Sources of Data

Data were collected from both primary and secondary sources;

4.5. Primary data

It was collected by executing an interview and Questionnaire.
Secondary Data:

Business articles of GSK were reviewed as important secondary source of annual financial
information. Moreover, GSK, Website remained as a useful source.

4.6. Data Analyzing Tools

We are using Microsoft Excel for data analyzing
 Chapter Five: Data Analysis and Findings

TFL
4.2
4.1 4.1
4.1
4
4

3.9

3.8
3.7
3.7

3.6
3.5
3.5

3.4

3.3

3.2
TFL 1 TFL 2 TFL 3 TFL 4 TFL 5

Figure 3: Transformational Leadership

Findings:
TFL 1 refers to the supervisor emphasizes on group interest rather than self-interest for the
good of the group and it has been supported by 4.1% employees.
TFL 2 refers immediate boss considers the moral and ethical consequences of decision and it
is supported by 4% of the employees.
TFL 3 refers to whether immediate boss motivate others or not and 3.5% employee agrees
with that.
TFL 4 refers to whether immediate boss has tendency to help others or not and 4.1%
employees think that they are being helped by supervisor.
TFL 5 refers that whether supervisor helps them to develop their ability or not and 3.7%
employees of gsk gave their positive consent.

TSL
4.5
4.1
4

3.5 3.4 3.3

3.1 3.1
3

2.5

1.5

0.5

0
TSL 1 TSL 2 TSL 3 TSL 4 TSL 5

Figure 4: Transactional Leadership

Findings:
TSL 1 refers to if immediate boss provides recognition or reward if they perform better than
others and 4.1% agrees with this positive feedback.
TSL 2 refers to if immediate supervisor call attention to what others can get for what they
accomplish and 3.4% employees agree with that.
TSL 3 refers to whether supervisor is satisfied when other meet agreed upon standards and
3.1% employees give their consent.
TSL 4 refers to if boss waits for things to go wrong before taking action and 3.1% people of
gsk are agreed.
TSL 5 refers to if supervisor keeps track of all mistakes and 3.3% employees think that
he/she keeps the track.
 LFL
4
3.9
3.9

3.8
3.7
3.7

3.6
3.5
3.5

3.4

3.3

3.2
LFL 1 LFL 2 LFL 3

Figure 5: Laissez Fair Leadership

Findings:
LFL 1 refers to if boss avoids making decision and 3.9% employees deny that the statement
is not true.
LFL 2 refers to supervisor is content what others do and 3.5% employees agree with this
opinion.
LFL 3 refers to if boss asks them no more of others than what is absolutely essential and
3.7% thinks that it is right.
 AVERAGE
4

3.9 3.88

3.8
3.7
3.7

3.6

3.5
3.4
3.4

3.3

3.2

3.1
TFL TSL LFL

Figure 6: Average Leadership Style

Findings:
We can see from the chart that, GSK follows Transformational Leadership style to operate
their activities, 3.4% of Transactional and 3.7% of Laissez Fair leadership style which ranks
the second highest. Modern companies are following more of TFL methods and it can be seen
in this company as well.
 TA
5

4.5 4.33 4.42

4.2 4.17
4 3.92
3.67 3.75
3.5

2.5

1.5

0.5

0
TA 1 TA 2 TA 3 TA 4 TA 5 TA 6 TA 7

Figure 7
 TR
4.4

4.2 4.17

4 4
4

3.8
3.67
3.6
3.5

3.4

3.2

3
TR1 TR2 TR3 TR4 TR5

Figure 8
 TD
3.8
3.67
3.6 3.58 3.58

3.4
3.25
3.2
3.08

2.8

2.6
TD1 TD2 TD3 TD4 TD5

Figure 9
Figure
TE
10 4.5
4.2
4 3.83 3.83
3.5 3.5 3.5
3.5 3.33 3.33

3
2.67
2.5

1.5

0.5

0
TE 1 TE 2 TE 3 TE 4 TE 5 TE 6 TE 7 TE 8 TE 9
 Chart Title

4.16
3.87
3.43 3.52

TA TR TD TE
 Chart Title
Male Female

33%

67%

Findings:
GSK has 33% of female working and 67% of male working. It clearly shows that male are
participating more in this company as territory officers, junior brand executive, senior brand
executive and business analyst. But women are also getting more involved as territory
officers.
 Chart Title
9
9
8
7
6
5
4 3
3
2
1 0 0 0 0
0
less than 21 21-25 26-30 31-35 36-40 Above 40

Findings:
Demographic Information of the respondent includes the age limit. As we can see less than
21% is o%. Age 21-25 is dominating the company of 9% and they are young. 26- 30 is 0%
and 31-35 age range has been dominating only 3% of the company. This company recruits
the young fresh graduates.
 Chart Title
6

0
Less than 1
1-5 (year)
6-10 (year)
11-15(year)
16-20(year)
Above 20

Findings:
6% employees have experience of less than 1 year which is quite big. 6% of employees have
experience of working for 1-5 years. From the graph we can see that company has been
recruiting the young people.
 Chart Title

10

2 0 0

B ac h el o r Mast er Mp h i l l PhD

Findings:
From the beginnings the demographic information of respondents are indicating us that gsk is
an youth based company who recruits fresh graduates of only experience of 1 year less than 1
year or 1 year. It is easily speculated that the company will recruit who recently has finished
the Bachelor’s degree and 10% of it is occupied. 2% of master’s graduates are recruited.
There is zero presence of MPhill and PHD holders.
 Chart Title

10

Mar r i ed Un m ar r i ed

Findings:
10% of GSK employees are married whereas 2% of the employees are unmarried.
 Chart Title

11

Mu sl i m No n Mu sl i m

Findings:
11% of employees working are Muslim and only 1% is non-Muslim.
 Chart Title

0 0 0 0 0 0 0

g e e g n l g l
n ic rc n o ia n o
ti v i ti c ti tr
ke er o
u
d c ti an n n
ar S es u du n ou co
l R A
ro Fi cc y
M
i ca an P A it
s
&
ed m al
u
le M H
u Q
Sa &
n
ai
ch
ly
p
p
Su

Findings:
The whole research has been conducted in Sales and Marketing Department of
GlaxoSmithKline. It occupies the whole percentage (1%).
 Chart Title

12

Mal e F em al e

Findings:
Supervisor is a male under whom the whole research has been conducted.
Chapter Six: Recommendations $ Conclusions
References