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Department of Business Administration, Olabisi Onabanjo University Ago-Iwoye, Ogun State, Nigeria
Department of Business Administration, Olabisi Onabanjo University Ago-Iwoye, Ogun State, Nigeria
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155
R
Square
Change
.573(a)
R
Square
F
Change
Adjusted
R Square
Std. Error
of the
Estimate
df1
df2
Sig. F
Change
.328
.160
3.99358
.328
Change Statistics
R
Square
Change
1.955
F
Change
df1
df2
12
.175
The table above presented the summary of the model. It shows the empirical relationship between the
variables measured, (Regressors or independent variables) which are transactional, transformational and
laissez-faire (Non-transactional) leadership styles and organizational commitment (Regress or dependent
variable).
The model derived, R-Coefficient of Regression of 0.573 measures the direction and strength of the
relationship between independent variables and the dependent variables for the model. This reveals that there
is a strong positive relationship between leadership styles and organizational commitment. This also
indicates that as more of the independent variable is added to the model, the R coefficient is likely to
increase. The R-Squared Coefficient of determination shows the percentage of the total variation of the
dependent variable that can be explained by the independent variables. In the above model, the R2 for final
model derived = 0.328 indicates that 32.8% of the impacts or changes in organizational commitment is
caused by the independent variables, transactional, transformational and laissez-faire (Non-transactional).
The Adjusted R-Square also shows that 16.0% of the impact in organizational commitment was explained by
the model and 84.0% of impact is outside this model.
The significant F-Change stood at 0.328 for the final model. As returned significant F-change (p-value
of F-Change) stood at 3 which is greater than 0.05 (level of significance), this implies that not all the
independent variables significantly bring about a simultaneous impact in the dependent variable of
organizational commitment.
OC= f (TSL, TFL, LSF) + A
OR
Y = F(X1, X2, X3) + A
Where A = Constant, TSL = X1, TFL = X2, LSF = X3,
Hence, the Model or linear equation is
Y= A + (-1.346X1) + (0.352X2) + (-0.571X3)
Y = A -1.346X1 + 0.352X2 - 0.571X3
Table 2: Model Summary
Model
R
Square
Adjusted
R Square
Std. Error
of the
Estimate
R
Square
Chang
e
F
Change
df1
df2
Sig. F
Change
R
Square
Change
F
Change
df1
df2
.385(a)
.148
-.084
4.43460
.148
.639
11
.606
Change Statistics
Table above showed summary regressed analysis of the leadership styles against job satisfaction. In the
analysis, R-Coefficient of Regression for the model was found to be 0.385 and shows that the relationship
between the three independent variables and Job Satisfaction is positively weak. Also, R 2 stood at 0.148 and
156
R
Square
Change
.412(a)
R
Square
F
Change
.170
Adjusted
R
Square
Std. Error
of the
Estimate
df1
df2
-.022
4.04504
Change Statistics
Sig. F
Change
.170
R Square
Change
.887
F
Change
3
df1
df2
13
.474
The table above showed the summary of the model generated to show the functional or empirical
relationship between independent variables which are transactional, transformational and laissez-faire
leadership styles and Organizational Citizenship Behaviour (Regress or dependent variable). Like others
above, R-Coefficient of Regression for the model was (0.412), i.e. this ratio explains the relationship
between the three independent variables and Job Involvement is positive and fairly strong. In the model, the
R2 for final model derived = 0.170 indicates that 17.0% of the changes in Organizational Citizenship
Behaviour is caused by the independent variables, transactional, transformational and laissez-faire (Nontransactional).
Adjusted R-Square also shows a result of -0.022% which indicates that the impact in Organizational
Citizenship Behaviour is completely outside this model.
Table 4: Summary of Regression Analysis Result
Employee
Transactional
Transformational
Commitment Attitude Leadership
Leadership
Organizational
-0.887
0.486
Commitment
Job Satisfaction
-0.357
-0.024
Organizational
Citizenship Behaviour
-0.599
0.569
Laissez-Faire
Leadership
-0.224
-0.186
-0.358
Table 4.31showed the Summary Results of Regression Analysis for the independent variables
(Leadership Styles) and the dependent variables (Employee Commitment Attitudes) from the test of
hypotheses. The following were the restated hypotheses for the aim of the research:
Hypothesis 1
From the results summarized on the table 4.31 above, for the Hypothesis 1, the alternative hypothesis
which says Transactional leadership is negatively correlated with the construct of organizational
commitment, job satisfaction, job involvement and organizational citizenship behavior was accepted.
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