MBA Thesis Daniella Griffith - Kranenberg.pdf - FHR Lim A Po ...

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4.5.1 Regression analysis Leadership style and Organizational CommitmentThe regression of the leadership style, Transformational Leadership, with the controlvariables on dependent variable, Organizational commitment, was performed first. Theresults show that Transformational leadership, salary and tenure have a significant directeffect on Commitment. In the table below the linear relationship between the variables isshown. The equation for this model is:OC = 2.438 + .273* Transformational - .112*Service + .285*SalaryTable 4-3 Regression coefficient Transformational leadership and Organizational CommitmentUnstandardized CoefficientsStandardizedCoefficientsModel Std. Error Betat Sig.1 (Constant) 2.438 .280 8.703 .000Transformational .273 .056 .339 4.886 .000Gender -.011 .117 -.008 -.097 .923Function -.133 .071 -.250 -1.877 .062Age .049 .046 .108 1.053 .294Education .031 .043 .088 .730 .467Salary .285 .058 .591 4.887 .000Tenure -.112 .047 -.236 -2.389 .018Source: Calculated with the researchers survey dataIn the model summary we find that 32.6% of Organizational Commitment can be accountedfor by transformational leadership, salary and tenure. The adjusted R square is .294.Table 4-4 Model Summary Transformational leadership on Organizational CommitmentModel SummaryModel R R SquareAdjusted RSquareStd. Error ofthe Estimate1 .571 a .326 .294 .45298Source: Calculated with the researchers survey data38
4.5.2 Regression analysis Leadership styles, Organizational culture and Job satisfactionThe second regression was executed with Leadership styles, Organizational culture (theindependent variables), the control variables on the mediating variable, Job satisfaction. Theresults showed that Transformational leadership, Salary and Bureaucratic Culture have asignificant effect on Job satisfaction. The table below shows that there is a linear relationshipbetween transformational leadership, salary and bureaucratic culture on one side and jobsatisfaction on the other side. The equation for this model is:JS = 1.923 + .259*Transformational + .266*Bureaucratic Culture+ .342*SalaryTable 4-5 Regression coefficient Leadership styles, Organizational Culture and Job SatisfactionStandardizedUnstandardized Coefficients CoefficientsModel Std. Error Betat Sig.1 (Constant) 1.923 .602 3.193 .002Transformational .259 .087 .243 2.964 .004Gender -.147 .168 -.076 -.875 .383Function -.124 .100 -.186 -1.243 .216Age -.090 .066 -.156 -1.351 .179Education -.030 .060 -.066 -.504 .615Salary .342 .082 .573 4.168 .000Tenure -.061 .064 -.103 -.954 .342Bureaucratic Culture .266 .089 .266 2.979 .003Innovative Culture -.022 .116 -.019 -.190 .850Supportive Culture .042 .116 .035 .361 .719Transactional -.117 .086 -.111 -1.364 .175Source: Calculated with the researchers survey dataThe R square value states that 30.9% of Job satisfaction can be credited to transformationalleadership, bureaucratic culture and salary. The adjusted R square value is .254.Table 4-6Model Summary Leadership styles, Organizational Culture on Job SatisfactionModel SummaryModel R R SquareAdjusted RSquareStd. Error ofthe Estimate1 .556 a .309 .254 .59166Source: Calculated with the researchers survey data39
Page 1 and 2: FHR Lim A Po Institute for Social S
Page 3 and 4: “Unless Commitment is made,there
Page 5 and 6: ABSTRACTThe purpose of this study w
Page 7 and 8: 2.7.2 Job satisfaction and Organiza
Page 9 and 10: LIST OF FIGURESFigure 1-1Structure
Page 11 and 12: 1 INTRODUCTION1.1 GeneralIn this ch
Page 13 and 14: Different studies showed leadership
Page 15 and 16: As mentioned earlier SME’s form t
Page 17 and 18: 1.8 Outline of the Thesis structure
Page 19 and 20: followers. The leaders influence an
Page 21 and 22: 2. Transformational leadership anti
Page 23 and 24: 2.4 Job satisfactionJob satisfactio
Page 25 and 26: 2.6.1 General definition of SMEsThe
Page 27 and 28: Job satisfaction is affected by the
Page 29 and 30: 2.7.3 Organizational commitment and
Page 31 and 32: 3 METHODOLOGY3.1 IntroductionThe li
Page 33 and 34: large amounts of data. In a self-ad
Page 35 and 36: Organizational Culture Index (OCI)T
Page 37 and 38: Table 3-4Cronbach’s Alpha from Or
Page 39 and 40: 4 FINDINGS AND ANALYSIS4.1 Introduc
Page 41 and 42: Looking at the education level of t
Page 43 and 44: 4.3 Descriptive statisticsThe main
Page 45 and 46: Table 4-2 Correlation Matrix1 Trans
Page 47: Step 3 Leadership variables, Cultur
Page 51 and 52: Table 4-8Model Summary Leadership s
Page 53 and 54: ResearchQuestion 4ResearchQuestion
Page 55 and 56: 4.7 SummaryDifferent analyses were
Page 57 and 58: Bureaucratic culture has a direct p
Page 59 and 60: satisfaction also has the largest e
Page 61 and 62: 5.4 RecommendationsBased on the res
Page 63 and 64: Bass, B., & Avolio, B. (1993). Tran
Page 65 and 66: Eslami, J., & Gharakhani, D. (2012)
Page 67 and 68: Lok, P., Wang, P., Westwood, B., &
Page 69 and 70: Pallant, J. (2007). The SPSS Surviv
Page 71 and 72: Walumba, F., & Lawler, J. (2003). B
Page 73 and 74: APPENDIXa
Page 75 and 76: Appendix B: The QuestionnairePart 1
Page 77 and 78: Part 2 Organizational cultureFor ea
Page 79 and 80: Part 3 Job satisfactionListed below

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