(TIỂU LUẬN) IMPACT OF AUTHENTIC LEADERSHIP ON EMPLOYEE ENGAGEMENT AND WORK PERFORMANCE a CASE STUDY CLUB MEMBERSHIP AT UEH UNIVERSITY

The topic discusses the effects of authentic leadership on employee engagementand work performance: researching club membership at UEH University.. The maingoal of the study was to deter

INTRODUCTION

Introduction

Vietnam's transition to a market economy is driven by the fundamental principle of competition, which is essential in the globalized economic landscape While globalization presents numerous opportunities for Vietnam to modernize its economy, enhance science and human understanding, and strengthen its position in the world market, the country also faces significant challenges These include a struggling economy, difficult living conditions for people, and a low level of readiness among cadres To overcome these obstacles, Vietnam needs a dynamic, energetic, and innovative workforce dedicated to advancing the nation's development.

Youthful individuals are the future proprietors of the nation, and students are those who acquire and teach technical knowledge through classroom learning However, theoretical knowledge gained in lessons often remains abstract without practical application in real-world environments College clubs serve as vital spaces where students are first introduced to the university environment, providing opportunities to interact with peers and develop their academic skills These clubs enable students to sharpen their knowledge and abilities through peer collaboration and practical engagement.

Joining a club enables students to develop essential skills such as learning, communication, behavior, and problem-solving Clubs offer a safe space for students to try, fail, and gain experience before entering professional environments where mistakes are less tolerated Each individual possesses unique strengths, and participating in club activities helps cultivate these talents Overall, clubs play a vital role in personal growth, skill development, and building confidence for future success.

Since 2014, UEH College has been recognized in the Eduniversal Rankings as one of the world's top 1000 trade schools With over 30,000 students enrolled, UEH offers a dynamic extracurricular environment that fosters active participation and continuous learning The college takes pride in providing a diverse and engaging atmosphere, shaping enthusiastic and motivated students who excel academically and personally.

Youthful individuals can explore their interests and develop their skills through various club activities, making clubs an ideal environment for energetic and curious students The school offers a diverse range of extracurricular opportunities, featuring 13 clubs beneath the Appointment – Corridor and 17 clubs within the Faculty/Institute, all designed to provide modern and engaging activities that foster personal growth and community involvement.

Despite notable accomplishments, student groups continue to face significant challenges, with some newly established clubs struggling to meet students' expectations This difficulty primarily stems from a lack of authentic leadership among club executives, resulting in limited effectiveness and engagement Strengthening genuine leadership within these organizations is essential to enhance their impact and ensure they better serve student interests.

Organizations led by authentic leaders foster an open environment where members have access to information, resources, and support, promoting equal opportunities for learning and growth According to Avolio and Walumbwa (2006), such leadership builds trust and transparency, enabling a positive organizational culture that encourages development and engagement among members.

Boosting club members' engagement and work efficiency is a top priority for club leaders An authentic leader’s positive attitude fosters a supportive environment, increasing motivation and commitment among members This positive leadership approach enhances overall performance, encourages greater involvement, and drives organizational success.

This study explores how enhancing students' mental and physical well-being at university can improve overall performance and happiness It addresses issues such as club directors' lack of passion and responsibility, which negatively impact student engagement Building on previous research, the study examines the influence of authentic leadership on employee engagement and work performance among club members at UEH College Findings suggest that motivated and supported employees, led by proactive club presidents and vice-presidents, significantly boost work efficiency and contribute to the organization's sustainable success Optimizing leadership qualities and fostering a supportive environment are key to enhancing student and staff performance in higher education institutions.

Research problem

This study recognizes the impacts of Authentic Leadership on EmployeeEngagement and Work Performance because of examination into individuals from theClubs at UEH University.

Research objectives and research questions

To investigate the effects of Authentic Leadership on the Engagement and Work Performance of club members at UEH University, the following research goals should be fulfilled:

- Assess the model for investigating the effects of authentic leadership on the engagement and work performance of members.

- Evaluate the influence of authentic leadership on the engagement and work performance of UEH University club members.

Assessing the engagement levels and work performance of clubs at UEH University is essential for fostering a productive and motivated environment Enhancing the authentic leadership qualities of club executives can significantly boost member engagement and overall performance Implementing targeted strategies to develop authentic leadership skills among leaders will promote a more cohesive, motivated, and high-performing club community at UEH University.

From the defined research objectives, the author raises the following research questions:

- How does the authentic leadership of the executive boards affect the level of club cohesion?

- How does the executive boards' authentic leadership affect the performance of the clubs' members?

- How does the amount of engagement of club members impact coworkers' performance?

Subjects of research and research scope

The subjects of this topic are the following factors: (1) Authentic Leadership,

(2) Employee Engagement, and (3) Work Performance.

Survey subjects are limited to UEH university students with courses of 45, 46, and 47 who participated in clubs at UEH University.

Research scope: Because the impact of Covid-19 in the Ho Chi Minh City region is complicated, and UEH University students have not yet returned to study, so the

4 authors only conducted the survey online through the social networking site Facebook and the Messenger application.

Study period: The investigation will be conducted from November 2021 toFebruary 2022.

Research methods

The research approach employed is a hybrid method carried out in two stages: secondary data research and formal quantitative research.

Use by studying existing scientific research on the issue and inferring research models, creating questions and scales for those questions.

To evaluate the size and appropriateness of the research model, quantitative research methodologies are employed Data collection is conducted through a structured questionnaire comprising 38 statements, each rated on a five-point Likert scale to ensure precise measurement The study utilizes a convenient sampling approach, selecting participants based on accessibility to effectively gather relevant data for analysis.

The author utilized IBM SPSS 20 and IBM AMOS 20 software for comprehensive statistical data analysis, including reliability and validity assessments Key tools employed in the analysis were Cronbach's Alpha Reliability Coefficient (CA) to evaluate internal consistency, Exploratory Factor Analysis (EFA) to identify underlying data structures, Confirmatory Factor Analysis (CFA) to confirm factor validity, and Structural Equation Modeling (SEM) to examine complex relationships among variables, ensuring robust and reliable research findings.

Research significance

This study explores the impact of Authentic Leadership within UEH University Clubs on enhancing Employee Engagement and Improving Work Performance among organizational members.

The study's findings will provide a foundational understanding of the cohesion and work performance of UEH University Club members It emphasizes the significant impact of leadership, particularly the leadership demonstrated by club executives, on the effectiveness and success of club activities These insights will help evaluate how leadership influences member collaboration and overall performance within university clubs.

From there, there are methods to alter the leadership to promote member engagement and the work performance of the organization as a whole and each member.

For UEH University: It provides the foundation for assisting the school administration in organizing and successfully managing clubs.

This guide helps UEH students discover, develop, and strengthen their leadership skills, enabling them to maximize their personal leadership potential By focusing on leadership development through learning and extracurricular activities, students will be better prepared for future careers in corporate organizations Enhancing leadership abilities during university prepares students to succeed professionally and build a strong foundation for their future endeavors.

Members engage in research activities to enhance their research capabilities, supporting university-level scientific initiatives like UEH500, Young Researchers programs, departmental projects, and upcoming academic research endeavors This activity aims to foster professional development and strengthen the university's research reputation.

For commerce organizations, this serves as a valuable reference for trade management and management boards to conduct audits and organize exercises that develop and prepare employees for future leadership roles These initiatives help cultivate actual authority capacity across all levels and identify representatives with the potential and ambition to assume administrative positions in the future.

Research structure

The main content of the research paper includes the following components:

Chapter 1: Introduction Ở chương này, tác giả sẽ giới thiệu về lý do chọn đề tài, vấn đề nghiên cứu, mục tiêu nghiên cứu, câu hỏi nghiên cứu, đối tượng, phạm vi nghiên cứu, các phương pháp nghiên cứu cũng như ý nghĩa nghiên cứu của đề tài.

This chapter outlines the reasons for choosing the research topic, specifies the research problems and objectives, and presents the key research questions It also details the study subjects, defines the scope of the research, and describes the research methods employed Additionally, the chapter highlights the significance of the research, emphasizing its potential contributions and relevance within the field.

LITERATURE REVIEW AND THEORETICAL FRAMEWORK

The present studies

Cao Thi Thuy's 2016 study titled "The Impact of a Qualitative New Leadership on Employee Engagement" examines the relationship between leadership qualities and organizational affiliation in enterprises within Tra Vinh province The research identifies key factors such as emotional cohesion, moral needs, and cohesion maintenance as essential components of effective leadership It highlights modern leadership characteristics, including proficiency, quality, and autonomy, and evaluates how these influence employee engagement across various demographics like gender, age, income level, and job transfer history, demonstrating the significant impact of contemporary leadership styles on workforce commitment.

Duy's 2017 study, "The Impact of Authentic Leadership on Employee Engagement, Physical, Mental, and Social Status in Businesses in Ho Chi Minh City," highlights a direct positive relationship between authentic leadership and employee engagement The research indicates that higher levels of authentic leadership foster greater employee involvement within organizations Additionally, authentic leadership has a beneficial effect on employees' psychological well-being and social interactions, although it does not significantly impact their physical health.

In 2017, Tri & Ut's research titled "The impact of leadership variables on the execution of respectful workers of specialized offices in Soc Trang province" highlighted the significant influence of six key administrative components These include proactive management through managing by exception, the engaging qualities of leaders, mental stimulation to foster innovation, and motivation strategies that enhance employee performance Their findings emphasize the critical role of effective leadership practices in improving workplace respect and efficiency within public administration.

(5) Worker intrigued, (6) accomplishment rewards) to the execution of the work of respectful workers are favorable to the degree of reducing).

Hassan and Ahmed's (2011) study emphasizes that authentic leaders demonstrate strong judgment, a profound sense of reasoning, and unwavering commitment to their core values This authenticity helps leaders build high levels of trust and connection with their team members, leading to positive organizational change The research highlights that authentic leadership enhances subordinates' belief in their leaders, which in turn significantly increases their engagement and trust in the organization.

Effective leadership, particularly authentic leadership, fosters team cohesion and enhances overall workplace harmony Interpersonal belief among subordinates plays a crucial role in increasing work engagement, serving as a key mediator between authentic leadership and employee motivation By building trust and genuine connections, authentic leaders positively influence subordinates' commitment and enthusiasm toward their jobs Strengthening interpersonal belief within teams can significantly boost job engagement, leading to improved organizational performance.

Numerous studies indicate that authentic leadership positively impacts employee performance and cultivates a supportive organizational environment where core values and high performance thrive In India, research by Mathur & Lakhotia (2015) emphasizes innovative thinking by focusing on authentic leadership, eliminating deceptive behaviors, and developing new concepts around authenticity Their findings reveal that authenticity fosters genuine leadership qualities, which in turn enhance positive psychological variables among subordinates Importantly, authentic leaders have a significant influence on improving employee performance, driving organizational success.

Research by Harter, Schmidt & Hayes (2002) involving 7,939 business units across 36 companies reveals that employee satisfaction and engagement significantly impact job satisfaction, turnover rates, and employee performance Enhancing management practices to boost engagement can lead to improved business outcomes, including increased profitability Effective leadership plays a crucial role in organizational success, as genuine leadership is widely recognized as a key indicator However, many studies, both domestically in Vietnam and internationally, tend to focus on autonomous and subordinate relationships, often overlooking the importance of cohesive teamwork among employees.

The author developed a research model to explore the relationship between authentic leadership styles and subordinate performance This model emphasizes the indirect influence of the cohesive factor within the workplace, highlighting its role as a key mediator By examining this connection, the study provides valuable insights into how authentic leadership can enhance subordinates' outcomes through fostering workplace cohesion These findings contribute to leadership research and offer practical implications for improving team performance.

Literature review and hypotheses

2.2.1 Club from Vietnamese Students' Association

The Student Club functions as both an organization and a mode of operation within the Student Union, serving as a vital component to support students It plays a crucial role in addressing complex issues related to academic and daily life, ensuring that students' legitimate needs are met By fostering active student participation, the Student Club helps strengthen the overall student community and promotes a collaborative environment.

The Student Club provides a supportive environment with activities tailored to meet students' needs, enabling them to showcase and develop their talents and skills It fosters personal growth by offering new opportunities for value addition and creating conditions for students to thrive academically, socially, and emotionally.

The Student Association has established the Understudy Club to foster student communication, self-expression, and enthusiasm, while supporting them in overcoming challenges in learning, work, and life The club aims to bring students together through various activities such as cultural exchanges, artistic pursuits, leisure events, and social investigations, contributing to the development and enhancement of the Association’s programs Additionally, the Understudy Club seeks to promote awareness, political courage, moral integrity, and national traditions, thereby cultivating students' progressive values and deeper understanding of cultural principles.

Authenticity in a leader's working style is essential, but its precise definition and origins remain unclear According to Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008), authenticity may trace back to ancient Greece, where it was considered divine advice to "stay genuine to yourself." Additionally, the concept of authenticity has evolved over time and has become a significant focus within the field of neuroscience, as noted by Seligman (2002).

According to Walumbwa et al (2008), authenticity is rooted in one's personal experiences, including individual thoughts, feelings, needs, preferences, and beliefs about what is right Authenticity enables individuals to recognize and seize opportunities promptly and to respond with appropriate behaviors Embracing authenticity can enhance decision-making and foster genuine interactions, making it a vital component for personal and professional growth.

Many evaluations focus on Authentic Leadership right now; therefore, there are a lot of different definitions However, the following factors are central to the definitions of Authentic Leadership.

According to Luthans and Avolio, Authentic Leadership is a process that involves both positive psychological competence and a high organizational

10 development framework, resulting in higher self-awareness and good behaviors among leaders and associates through self-regulation This results in a good growth surge.

According to Ilies, Morgeson, and Nahrgang (2005), authentic leadership has a good impact on both leaders' and followers' self-awareness and positive self-regulation behaviors, promoting growth and positive self-development.

Authentic Leadership, as defined by Ilies et al (2005), is characterized by confidence, hopefulness, optimism, resilience, and a strong ethical foundation This leadership style is future-oriented and emphasizes the development of associates into future leaders Authentic leaders stay true to themselves, demonstrating good behaviors that inspire and support their colleagues' growth into leadership roles.

According to Gardner, Avolio, Luthans, May, and Walumbwa (2005), authentic leadership is a process in which leaders are conscious of their ideas and behaviors in the context in which they work.

Authentic leaders are guided by their moral principles, strengths, and expertise, which enable them to recognize and value the perspectives of both their superiors and subordinates They prioritize integrity and focus on empowering their team members to achieve shared goals This authentic leadership fosters trust, enhances team cohesion, and drives organizational success.

Authentic leaders, as described by George, Sims, McLean, and Mayer (2007), are individuals who unite people around a shared mission, empower others to lead, and focus on serving customers while creating value for all stakeholders.

Walumbwa et al (2008) proposed a four-part model of authentic leadership, emphasizing self-awareness, balanced processing, internalized moral perspective, and relational transparency These key dimensions form the foundation of authentic leadership philosophy, fostering genuine objectives and a profound understanding of oneself.

Authentic leadership is a leadership style that fosters positive psychological competence and a morally healthy environment It emphasizes the importance of self-awareness, inner moral values, balanced decision-making, and transparency in leader-follower relationships This approach promotes genuine relationships and ethical behavior, enhancing trust and credibility within organizations By developing these qualities, authentic leaders create a positive and morally grounded organizational culture, leading to improved team performance and long-term success.

Self-awareness is a leader's personal insight into their own traits, attitudes, motives, feelings, and perceptions, which collectively reflect self-belief This vital trait enables leaders to recognize their strengths and weaknesses, fostering a deeper understanding of themselves By developing self-awareness, leaders can enhance their ability to lead effectively and make informed decisions.

According to Ilies et al (2005), self-awareness entails understanding a person's inherent contradictions and the role those contradictions play in affecting their ideas, feelings, actions, and behaviors.

A self-aware leader understands and trusts their own feelings, talents, knowledge, and experiences, using self-reflection as a vital tool for personal growth According to Kernis (2003), self-awareness involves recognizing one's emotions and being confident in them When leaders have a clear understanding of themselves and their core values, they establish a strong foundation for confident decision-making and effective actions This self-knowledge enables leaders to lead authentically and make choices aligned with their true selves.

An internalized moral perspective is essential for authentic leadership, as it involves demonstrating core values consistently through leading by example (Avolio & Gardner, 2005) This internal regulation relies on a person's internal moral compass rather than external expectations, enabling leaders to stay true to their beliefs Authentic leaders communicate authentically based on their moral convictions, fostering trust and integrity within organizations By aligning personal standards with disciplined actions, managers utilize self-regulating behavior influenced by internal ethical principles rather than external pressures, helping to resolve conflicts between personal values and organizational demands.

Authentic leaders act in accordance with their true selves and demonstrate norm of authenticity by maintaining consistency in their actions (Mazutis &Slawinski,

2008) Therefore, others regard leaders who hold internalized moral perspective as authentic since their actions are consistent with their stated beliefs and ethics.

Authentic leadership, as described by Avolio and Gardner (2005), involves a balanced process where individuals perceive themselves through internal reflection alongside external assessments Authentic leaders accurately interpret both positive and destructive elements without misrepresenting or exaggerating the data, ensuring a genuine and transparent approach to their leadership style This balanced self-awareness enables leaders to lead with integrity and authenticity.

This self-regulating habit refers to an individual's capacity to objectively assess facts and poll others before reaching a choice.

Balanced processing is essential for maintaining integrity and individuality, significantly influencing a leader’s strategic decisions and actions (Ilies et al., 2005) Leaders who effectively balance their own opinions with impartial consideration of others are perceived as genuine and transparent This relational transparency fosters fairness and unbiased decision-making, reinforcing trust and authenticity in leadership.

Research model

Figure 2 - 1 Formal research model The proposed research hypothesis:

H1: Authentic leadership affects employee engagement positively.H2: Authentic leadership affects work performance positively.H3: Employee engagement affects work performance positively.

MATERIALS AND METHODS

Research process

After developing and defining research objectives, the rationale is established by emphasizing key concepts like authentic leadership, subordinate engagement, and personal work performance, which are essential for understanding the dynamics of effective leadership and its impact on employee outcomes.

This article presents a proposed research model and hypotheses focused on identifying factors that influence individual performance Due to time constraints, the research primarily relies on group discussions to develop a post-adjustment scale based on previous studies, instead of conducting extensive quantitative analysis The collected data will be analyzed to determine key performance determinants, leading to final conclusions Additionally, the study offers administrative recommendations aimed at enhancing personal performance within clubs.

The research project of the group is divided into two main phases:

Phase 1: Secondary data research entails studying documents and research papers related to the topic in order to identify research models research hypotheses, construct questionnaires, and construct scales for conducting surveys.

Phase 2: Quantitative research involving the analysis of post-measurement survey data and the auditing of research models.

Measures

The development of a preliminary scale for the variables in the author's model is grounded in established theories and existing scales from previous studies on Authentic Leadership, Employee Engagement, and Work Performance This initial scale serves as the foundation for quantitative research, facilitating the creation of effective questionnaires To gather measurable data, the study employs a 5-point Likert scale—ranging from Strongly Disagree (1) to Strongly Agree (5)—to assess participants’ levels of agreement with the observed variables This approach ensures precise measurement and reliable analysis of the key constructs within the research.

Table 3 - 1 Expression and encoding of the scale Authentic Leadership

Original scale Sources Adjustable scale Encode

Self- I can list my three (Avolio & Club executives can SA1 awareness greatest weaknesses Gardner, list my three greatest

I can list my three Walumbwa Club executives can SA2 greatest strengths et al., 2008) list my three greatest.

I seek feedback as a Club executives seek SA3 way of understanding feedback as a way to who I really am as a get to know person themselves.

I accept the feelings I Club executives SA4 have about myself accept the feelings they have about themselves.

Internalized My actions reflect my The actions of the IMP1 moral core values club's executives perspectives truly reflect their core values.

I do not allow group Club executive IMP2 pressure to control me doesn’t allow group

Other people know where I stand on controversial issues.

Balanced I seek others’ opinions processing before making up my own mind.

I listen closely to the ideas of those who disagree with me.

I do not emphasize my own point of view at the expense of others.

I listen very carefully to the ideas of others before making decisions.

Relational I openly share my transparancy feelings with others.

I admit my mistakes to others. pressure to place heavy on them.

Other people know IMP3 where club executives stand on controversial issues.

The moral reasoning IMP4 ability of the club's executives guides them on how to become a leader.

Club executives seek BP1 ideas from other individuals before making a decision.

Club executives BP2 listen carefully to the opinions of those who disagree with them.

Club executives do BP3 not emphasize my own point of view at the expense of others.

Club executives BP4 listen very carefully to the ideas of others before making decisions.

Club executives RT1 openly share their feelings with others.

Club executives let RT2 others know who I truly am as a person.

Club executives RT3 rarely present a

Club executives RT4 admit my mistakes to others.

Table 3 - 2 Expression and encoding of the Employee Engagement scale

Original scale Sources Adjustable scale Encode

Vigor At my work, I feel (Schaufeli, You feel highly VI1 bursting with Bakker, & enthusiastic and hard- energy Salanova, working for the job.

I can continue You can do the work VI2 working for very continuously for a long periods at a long period of time. time.

At my job, I am very Mental resilience in VI3 resilient mentally your work is very good.

At my work, I You always keep VI4 always persevered, trying your best to do even when things do the job, even when not go well there's a lot of trouble.

Dedication I find the work that I You see the meaning DE1 do full of meaning in the work you do. and purpose.

I am enthusiastic You always care and DE2 about my job want to get to work right away.

My job inspires me You have positive DE3 feelings and are very interested in being creative at work.

I am proud of the You are satisfied with DE4 work that I do the job you do.

To me, my job is You realize that the DE5 challenging work you do has many challenges.

Absorption Time flies When I You feel like time AB1 am working passes very quickly when you work.

When I am working, When you work, you AB2

I forget everything are completely else around me focused and forget about the things around you.

I feel happy when I You are happy to AB3 am working work with high intensely performance.

I get carried away You feel easily AB4 when I am working agitated and lose your temper while doing the job.

It is difficult to You find it hard to AB5 detach myself from separate yourself my job from work.

Table 3 - 3 Expression and encoding of the Work Performance scale

Original scale Source Scale translated into Encode

Achieves the objectives of the (Goodman You basically achieve the WP1 job & goals of your work.

Meets criteria for performance Svyantek, You meet the criteria for WP2

Demonstrates expertise in all job- You demonstrate WP3 related tasks professional ability in most tasks related to the job.

Fulfills all the requirements of the Youmeetallthe WP4 job requirements of the job.

Could manage more You can take on more WP5 responsibilitythan typically responsibilities than you assigned currently do.

Appears suitable for a higher- You find yourself fit to WP6 level role take on a new, higher role.

WP7 demonstrates proficiency across all job responsibilities, confidently handling tasks with competence Being well-versed in all aspects of the role ensures efficient performance and reliable results.

Plans and organizes to achieve You plan and organize to WP8 objectives of the job and meet achieve your goals at deadlines work and complete them on time.

Study methods

The research method used is a mixed method that is carried out in two stages: secondary data research and formal quantitative research.

This study draws upon diverse sources, including academic documents and international research articles, to explore key concepts such as Authentic Leadership, College Student Clubs, Work Performance, and Employee Engagement By analyzing existing research models, hypotheses, and questionnaire frameworks established by foreign scholars, the research aims to build a comprehensive understanding of how authentic leadership influences student club participation and how these factors subsequently impact work performance and employee engagement Incorporating insights from prior studies outlined in Section 2.1 ensures a solid theoretical foundation and enhances the validity of the research methodology.

Because of the covid-19 epidemic, the authors conducted an online survey of UEH University Club members The data was collected in two months (from 30 th

Between November 30, 2021, and January 30, 2022, a total of 350 requests were generated, resulting in 335 completed copies Of these, 300 questionnaires were deemed satisfactory by survey participants The authors employed SPSS, including the Q-Q plot, to identify and filter out highly dispersed data points, ultimately providing 254 useful questionnaires for further processing and analysis.

3.3.1 Steps in quantitative research analysis

This study followed a two-step approach recommended by Schumacker and Lomax (2016), involving the evaluation of the measurement model first, followed by testing the structural model Data analysis was conducted using SPSS 20 and AMOS 20 to ensure accurate results The measurement model was rigorously assessed through exploratory factor analysis (EFA) and confirmatory factor analysis (CFA), confirming the validity and reliability of the measurement constructs.

The reliability of the scale was assessed using Cronbach's Alpha and corrected item-total correlation coefficients A satisfactory measurement variable should have a corrected item-total correlation coefficient exceeding 0.30, as suggested by Nguyen (2013) According to Nunnally (1994), a Cronbach's Alpha value above 0.6 indicates acceptable reliability, though higher values are generally preferred However, extremely high Cronbach's Alpha coefficients above 0.95 may lead to measurement overlap due to redundant variables capturing the same content (Nguyen, 2013).

(2) EFA (Exploratory Factor Analysis): EFA displays the scale's distinguishing value and the convergence value CFA and SEM tests can be used to

This study introduces 25 additional test datasets by combining principal axis factory extracts with Promax perpendicular rotations to enhance the accuracy of data structures The researchers evaluated two KMO coefficients, which must exceed 0.5, and two eigenvalue factor coefficients, which should be greater than 1, to determine sampling adequacy and factor viability An acceptable scale requires the common portion to surpass individual parts and error, indicated by a total AVE greater than 0.5, with coefficients above 0.6 deemed good To achieve convergent validity, the variable’s loading on its primary factor must be high, exceeding 0.5, while loadings on unrelated factors should be low; additionally, a difference greater than 0.3 between factor loadings confirms discriminant validity (Nguyen, 2013).

Confirmatory Factor Analysis (CFA) is conducted when standardized weights exceed 0.5, and key fit indices meet specific criteria: a CMIN/DF ratio less than 2, a GFI between 0.8 and 0.9, CFI and TLI values greater than 0.9, an RMSEA below 0.03, and a PCLOSE above 0.05, ensuring the model's data appropriateness (Doll, Xia, & Torkzadeh, 1994; Homburg & Baumgartner, 1995; Hu).

To ensure measurement validity and reliability, it is essential that the Composite Reliability (CR) exceeds 0.7, indicating consistent internal consistency; the Average Variance Extracted (AVE) surpasses 0.5, demonstrating sufficient convergent validity; the Maximum Shared Variance (MSV) remains below the AVE, confirming discriminant validity; and the Square Root of AVE (SQRTAVE) is greater than the inter-construct correlations, as recommended by Fornell and Larcker (1981).

This study employs Structural Equation Modeling (SEM) to evaluate model fit and test research hypotheses using the Maximum Likelihood estimation method A SE-Bias model should not be statistically significant (p > 0.05) between bootstrap and Maximum Likelihood estimates, with all critical ratios below 1.96, indicating reliable estimates Bootstrap analysis was conducted with a sample size of 254 to ensure robustness Based on these results, conclusions are drawn regarding the appropriateness of the model and the validity of the research hypotheses.

RESULTS AND DISCUSSION

Participant’s profile

A prerequisite for conducting a parametric statistical analysis is to test certain presumptions before looking at the connections between the factors as well as what is required for the research survey:

Table 4 - 1 Demographic profile of respondents

Status I've been involved before 112 44,1

Young Research Economists Club 37 14,6 (YoRE)

Van Nghe Xung Kich Team (VNXK) 4 1,6

Giai Dieu Tre Club (GĐT) 4 1,6

Cong Tac Xa Hoi Team (CTXH) 43 16,9

Chuyen To Nho Club (CTN) 3 1,2

Cong tac vien Club (CTV) 5 2,0

Students’ Group of Finance Research 7 2,8 (SFR)

Securities Club of University of 3 1,2 Economics (SCUE)

Ly Luan Tre Club (LLT) 1 0,4

Time From 6 months to 12 months 49 19,3

A total of 350 survey copies were distributed, with 335 successfully collected Among the collected surveys, 254 respondents provided satisfactory feedback, establishing the sample size for this study The target sample frame consists of students affiliated with UEH's club, ensuring relevant and reliable data for the research.

The survey received a total of 335 responses out of 350 potential students, resulting in a high response rate of 95.7% After excluding 81 responses with significant missing data and identifying them as outliers, the final analysis included 254 usable responses, achieving a response rate of 72.6%.

Gender: According to the results of the gender survey, the proportion of females is higher, with 141 females (55.5%) and 113 males (44.5%), respectively.

Between 2019 and 2021, most UEH undergraduate students enrolled in courses K45, K46, and K47 Survey data indicates that 47.2% of students participated in K45 and 40.2% in K46, reflecting high engagement levels, while only 12.6% participated in K47 due to limited access to scientific research opportunities.

The survey revealed a consistent increase in the number of clubs across various departments at UEH, highlighting their growing appeal to students from diverse academic backgrounds Notably, the Department of Management, International Business, and Marketing have the highest participation rates, accounting for 28% and 13.4% of club memberships respectively, indicating their prominent role in student engagement and extracurricular activity at the university.

In our survey, students were asked whether they have ever attended or are currently participating in a school club to ensure valid responses Participants who did not engage in club activities received a thank-you message, enhancing the survey's credibility Results showed that 44.1% of students have ever participated in a club, while 55.9% are currently involved Analysis of 30 clubs at UEH revealed similar participation durations, with the most common being 26.0%, 23.2%, 19.3%, and 20.1%, indicating consistent engagement levels However, students involved for over two years represented only 11.4%, which is half the percentage of those involved for less than two years, highlighting a trend of shorter-term involvement.

Position: According to the statistical results, most surveyed students belong to the position of 154 members (60.6%) and club collaborators with 63 people (24.8%).

In addition to the group author also recognizes the positions of the executive board team leader/vice leader of UEH school clubs.

The assessment revealed that the club has a significantly positive impact on students, with 81.9% of participants indicating favorable outcomes This overwhelming majority demonstrates the club's effectiveness in enhancing student experiences In contrast, only 2.0% of respondents reported negative effects, highlighting the club's overall beneficial influence on student development and engagement.

The result of Cronbach's Alpha Reliability Analysis

The reliability of all variables was confirmed with Cronbach's Alpha coefficients exceeding 0.6, indicating good internal consistency Additionally, all observed variables demonstrated a total correlation coefficient above 0.3, confirming their relevance However, the variable DE1 in the Dedication group showed a total correlation below 0.3 and was therefore excluded from the Dedication scale After this refinement, the final scale comprises 37 observed variables, including 16 independent variables, 13 intermediate variables, and 8 dependent variables, all demonstrating reliable measures suitable for Exploratory Factor Analysis (EFA) The detailed results of the Cronbach's Alpha reliability test are documented in Table 4-2.

Table 4 - 2 The result of Cronbach’s Alpha Reliability Analysis

Scale Mean if Scale Corrected Cronbach's

Constructs Variance if Item-Total Alpha if Item

Self – awareness SA Cronbach’s Alpha = 0,896

Internalized Moral Perspectives IMP Cronbach’s Alpha = 0,902

Balanced Processing BP Cronbach’s Alpha = 0,894

Relational Transparancy RT Cronbach’s Alpha = 0,887

Work Performance WP Cronbach’s Alpha = 0,903

The results of Exploratory Factor Analysis EFA

The Principal Axis Factoring method combined with Promax perpendicular rotation resulted in a KMO coefficient of 0.910, confirming the suitability of factor analysis for the study data During exploratory factor analysis (EFA), observational variables with factor loadings below 0.5, low communalities, or minimal differences in weights were eliminated to ensure accurate factor grouping; as a result, variable WP1 was removed from the analysis The remaining factors demonstrated good reliability, with all Cronbach's Alpha coefficients exceeding 0.6 and adjusted total correlation coefficients above 0.3, indicating satisfactory internal consistency after the elimination of problematic variables.

Table 4 - 3 The result of KMO and Bartlett's Test

Bartlett’s test Chi-square 5596,522 df 630

After refining the variables, the remaining 36 observational variables were subjected to exploratory factor analysis (EFA) This analysis met all statistical criteria, extracting eight factors with loadings above 0.5, an eigenvalue of 1.120, and accounting for 60.817% of the total variance The residual 39.183% represents other factors that could not be extracted Bartlett's Test indicated a significance level of less than 0.5 (Sig < 0.5), confirming that the measurement variables are significantly correlated within each factor group The final EFA results are detailed in Table 4.

Table 4 - 4 The result of Exploratory Factor Analysis EFA

Cronbach’s Alpha 0,936 0,896 0,894 0,887 0,791 0,902 0,767 0,737 Total % Cumulative Variance = 60,817%

The results of Confirmatory Factor Analysis CFA

The data presented in Tables 4–4 are used in Confirmatory Factor Analysis (CFA) to establish valid and reliable measurement models These models serve as a foundation for subsequent analysis, providing essential input for testing the linear structural model This process ensures the robustness and accuracy of the research findings by verifying measurement validity before structural testing.

The Confirmatory Factor Analysis (CFA) conducted with 36 observed variables demonstrated a well-fitting model, as all standardization weights exceeded 0.5, indicating strong consistency with the data Key fit indices support this conclusion: CMIN/df = 1.266 (acceptable if less than 3), GFI = 0.868 (within the acceptable range of 0.8 to 0.9), CFI = 0.971, and TLI = 0.968 (both above 0.9), with RMSEA = 0.032 (indicating excellent fit) and PCLOSE = 1.000 (greater than 0.05) Overall, the model demonstrates a high level of goodness of fit and substantial practical significance.

Table 4 - 5 The results of confirmatory factor analysis CFA

CR AVE MSV MaxR(H) EE AL WP

Figure 4 - 1 The results of confirmatory factor analysis CFA

Hypothesis testing using Structural Equation Modeling (SEM)

The testing results indicate that the relationships among "Authentic Leadership," "Work Performance," and other factors are statistically valid and aligned with market data, evidenced by key indicators such as CMIN/df = 1.325, GFI = 0.864, CFI = 0.964, TLI = 0.961, RMSEA = 0.035, and PCLOSE = 1.000 The regression coefficients further confirm the strong and significant connections between authentic leadership and work performance, supporting the model's robustness and relevance in the current market context.

"Employee Engagement" are statistically significant smaller than 1 and different from 0.

Figure 4 - 2 The results of the analysis of the Structural Equation Modeling SEM

We are using the 95% reliability standard, AL's Sig Impacts EE, WP, and EE impacts on WP all less than 0,5 Of the three theories, we accept all the theories.

Table 4 - 6 The result of the correlation coefficient between variables

Bootstrap estimation with 254 duplicate samples demonstrated that the standard errors (SE-Bias) for the difference between bootstrap and Maximum Likelihood estimates were statistically significant at p < 0.05 The Critical Ratio (C.R.) values for hypotheses H1 and H2 were within acceptable ranges (C.R < 1.96), supporting the acceptance of these hypotheses However, only the C.R value for H3 exceeded the threshold, indicating a different level of significance for this hypothesis.

1,96 Therefore, the estimates in the H1 and H2 hypotheses ensure reliability Thus, the H1, H2 hypothesis in the study model is consistent with the data.

Results of the study hypothesis verification

The research hypotheses are also tested and expressed in the results of the SEM analysis The results of the hypothesis verification are presented in Table 4 – 7.

All three theories proposed by the authors are accepted because it is statistically significant when P < 0.05.

The results of the hypothetical test confirm the positive relationship between Authentic Leadership elements to Employee Engagement and Work Performance, and Employee Engagement elements to Work Performance.

Table 4 - 7 The results of hypothesis testing on Employee Engagement

Table 4 - 8 The results of hypothesis testing on Work Performance

Discussion

The research findings for the operating environment of clubs at UEH University in Vietnam align well with the proposed model, confirming its validity The data supports the accepted hypotheses, which are consistent with recent scholarly studies, indicating that the model effectively captures the key factors influencing club operations in this context These results contribute valuable insights into how club environments function within Vietnamese universities, reinforcing the relevance of the research framework in understanding organizational dynamics.

H1 Hypothesis: Authentic Leadership positively influences EmployeeEngagement in line with research results of (Abidin & Noraida, 2017; Hassan &Ahmed, 2011; Khan, Muhammad, Afridi, & Sarwar, 2017; Koon & Ho, 2021; Peter,2016; Wang & Hsieh, 2013).

H2 Hypothesis: Authentic Leadership positively influences Work Performance in line with research results of (Mehmood, Nawab, & Hamstra, 2016; Wang & Hsieh, 2013; Wong & Laschinger, 2013; Xiong & Fang, 2014).

H3 Hypothesis: Employee Engagement positively influences Work Performance in line with the study results (Bedarkar & Pandita, 2014; Chaurasia & Shukla, 2013).

The standardized β (in Table 4 – 7 and Table 4 – 8) shows the degree of influence between Authentic Leadership, Employee Engagement, and Work Efficiency factors.

The SEM analysis reveals a significant positive relationship between Authentic Leadership and Employee Engagement, with a beta coefficient of β = 0.695 This indicates that stronger authentic leadership among club leaders at UEH University directly enhances employee engagement Specifically, when the executive board demonstrates high levels of authentic leadership, it fosters greater cohesion and motivation among club members, leading to a more engaged and united team.

Our SEM analysis revealed that Employee Engagement has the most significant impact on work performance, with a standardized coefficient of β = 0.411, compared to Authentic Leadership, which has a lower influence with β = 0.266 The study emphasizes that authentic leadership plays a crucial role in enhancing members' work performance within UEH University clubs Additionally, strong cohesion among members positively affects both individual work efficiency and overall club performance. -**Sponsor**Need help making your content shine and comply with SEO rules? As a content creator, I understand the struggle! Let [Article Generation](https://pollinations.ai/redirect-nexad/bR976t1C?user_id=983577) assist you Imagine instantly rewriting articles with SEO-optimized sentences that capture the coherent meaning, like highlighting that Employee Engagement (β = 0,411) and Authentic Leadership (β = 0,266) significantly impact work performance, especially within UEH University clubs where member cohesion matters Save time and resources—it's like having a content team without the cost!

Figure 4 - 3 Results of research model

CONCLUSIONS, LIMITATIONS AND FUTURE RESEARCH AVENUE 38 5.1 Conclusion

Practical implications

This study investigates how authentic leadership influences work performance and member engagement within UEH University clubs Based on the findings, the author suggests strategies to boost student participation and improve the quality of club members, thereby enhancing team cohesion and overall club performance The recommendations aim to foster a positive environment that elevates member productivity and satisfaction Additionally, the study acknowledges its limitations and offers future research directions to expand the applicability and impact of these findings across a broader context.

The development of the practical approach to authentic leadership remains incomplete, with many important questions still needing to be addressed scientifically Currently, the concepts proposed by George are not sufficiently supported by empirical evidence, making their validity uncertain While this approach offers valuable insights into authentic leadership, it lacks extensive practical experience and research backing Consequently, caution should be exercised when using these ideas to explain the authentic leadership process To deepen understanding, researchers and students in Vietnam should intensify studies on authentic leadership within university settings, exploring uncharted areas to advance the field.

(2) Create a realistic , engaging learning and working environment:

To enhance the efficiency of university clubs at UEH, educational and training organizations should foster opportunities for students to engage in practical club activities This can be achieved by developing dedicated spaces and facilities on campus, providing students with the necessary resources and environments to participate actively in club projects Creating multiple venues and well-equipped areas will encourage student involvement, boost club effectiveness, and promote hands-on experience, ultimately contributing to a more vibrant and productive campus community.

Organizing student exchange programs and establishing international partnerships provide students with valuable opportunities to study abroad and gain global experience Promoting teamwork enhances students' collaboration skills and prepares them for future success Facilitating active participation in student clubs helps key learners develop leadership abilities, fostering authentic leadership qualities Overall, these initiatives improve student engagement, boost work efficiency, and support holistic development in a globalized educational environment.

(3) Increases awareness of job fit:

Choosing a university club that aligns with students' personal characteristics and leadership qualities is crucial for their development When students find a club that suits their skills and aspirations, they are more likely to participate actively and enhance their abilities This alignment not only fosters personal growth but also ensures a more fulfilling and impactful university experience.

In this section, the authors provide an authentic self-assessment of leadership to help you determine your own authentic level of leadership.

(*) For educational and training organizations:

Creating healthy playgrounds for clubs, orienting activities such as caring and investing more for clubs from which can find people with natural inclinations to work

Universities can cultivate student engagement and leadership by organizing programs and activities aimed at discovering and inspiring their passions By helping students identify their unique strengths and interests, institutions enable them to pursue their passions actively and achieve long-term success This approach encourages students to see their chosen industry as a fulfilling career path rather than just a stepping stone to other fields, fostering sustained commitment and professional growth.

(**) For the student himself: "Interview yourself."

Students must genuinely understand their own needs, passions, and abilities to develop effective leadership qualities Recognizing core skills such as thinking, observation, concentration, creativity, and language is essential for personal growth and leadership development Reflecting on key questions—such as "Who am I?", "What do I want?", and "What do I need?"—helps students identify their goals and aspirations Determining whether they are motivated to participate in specific activities, like a club, and understanding what actions are necessary to achieve personal satisfaction are crucial steps toward self-awareness and success.

Limitations and future research

Although our findings are impactful, we recognize the study's limitations, primarily related to a small and potentially non-representative sample size To enhance reliability and generalizability, future research should involve larger, more diverse samples across multiple universities, incorporating various learning modes (formal, in-office), different training levels (colleges, universities, graduates), and a range of student roles (regular students, staff, managers) Conducting such comprehensive studies will provide valuable insights for universities and clubs to develop effective strategies to boost student leadership, engagement, and performance.

Our research identified several data collection challenges, including participant reluctance and feelings of isolation from peers and researchers, which can hinder the accuracy of data gathering (Dearnley, 2005; Hoskins & White, 2013; Johnson et al., 2003) The COVID-19 pandemic further complicated data collection by necessitating online surveys, increasing the likelihood of errors affecting hypotheses H2 and H3 when scaled up These challenges may impact the reliability of our bootstrapping results, highlighting the need to consider potential data inaccuracies in our analysis.

Quantitative data analysis presents notable challenges, as it requires extensive statistical skills that can be difficult for researchers lacking a strong mathematical background Non-mathematician researchers often find performing statistical analysis complex due to its foundation in scientific discipline, posing a barrier to thorough data interpretation.

Expanding the sample size enhances the accuracy and reliability of results, particularly during the bootstrapping process (N00) Relying primarily on university students as survey participants may limit the model’s applicability, raising concerns about its accuracy when applied to employees engaged in work and tasks within institutions Increasing sample diversity can improve model performance and ensure more representative, trustworthy outcomes.

We recommend that authors explore the relationship between authentic leadership and employee engagement by incorporating job satisfaction as a regulatory variable, emphasizing that leadership is a vital component influencing positive organizational outcomes Research shows a strong positive correlation between job satisfaction and employee engagement, highlighting their interconnected nature However, the causal relationship between these constructs remains complex, indicating the need for further investigation (Amoo, 2018; Pološki Vokić & Hernaus).

2015) Hence, it can create more significant outputs for the profitable and non- profitable to maintain and develop a dynamic environment

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UEH University – UEH Business College

Department of Management - Business Management Subject

IMPACT OF AUTHENTIC LEADERSHIP ON EMPLOYEE ENGAGEMENT AND WORK PERFORMANCE: A CASE STUDY CLUB MEMBERSHIP AT

We are a group of students from the Department of Management at UEH Business College, UEH University, conducting research on authentic leadership Our study focuses on examining the impact of authentic leadership on employee engagement and work performance, with a case study of club membership at UEH University.

So we've developed a questionnaire below to find out about your assessments as a follower for the leaders in the Club you've been on or are on.

Your ideas will be very valuable information for our team to complete the above topic.

We look forward to receiving cooperation from you We would like to ensure that the information you provide is solely for research purposes Thank you very much!

A1 Please tell us which university you are from:

A4 Please tell me which department you are from:

A5 Please indicate that you have ever been or are active in the UEH University Club/ Team/Group?

B1 Please indicate the name of the Club/Team/Group you have been or are currently participating in:

 Young Research Economists Club (YoRE)

 Van Nghe Xung Kich Team (VNXK)

 Giai Dieu Tre Club (GĐT)

 Cong Tac Xa Hoi Team (CTXH)

 Chuyen To Nho Club (CTN)

 Cong tac vien Club (CTV)

 Students’ Group of Finance Research (SFR)

 Securities Club of University of Economics (SCUE)

 Ly Luan Tre Club (LLT)

B2 Please indicate that the time spent in the club/team/group above is:

B3 Please indicate that your position at the club/team/group above is:

B4 Please tell us how joining a club/team/group has an impact on your life:

Part C Based on personal views please give your opinion with the statements about the executive boards by choosing on a scale of 1 to 5 with the following meaning:

Scale Encode Level of consent

Club executives can list my three greatest

Club executives can list my three greatest w SA2 1 2 3 4 5 Club executives seek feedback as a way to get

Club executives accept the feelings they have

The actions of the club's executives truly

IMP1 1 2 3 4 5 reflect their core values.

Club executive doesn’t allow group pressure to

IMP2 1 2 3 4 5 place heavy on them.

Other people know where club executives

IMP3 1 2 3 4 5 stand on controversial issues.

The moral reasoning ability of the club's executives guides them on how to become a IMP4 1 2 3 4 5 leader.

Club executives seek ideas from other

BP1 1 2 3 4 5 individuals before making a decision.

Club executives listen carefully to the opinions

BP2 1 2 3 4 5 of those who disagree with them.

Club executives do not emphasize my own

BP3 1 2 3 4 5 point of view at the expense of others.

Club executives listen very carefully to the

BP4 1 2 3 4 5 ideas of others before making decisions.

Club executives openly share their feelings

Club executives let others know who I truly am

Club executives rarely present a “false” front

Club executives admit my mistakes to others RT4 1 2 3 4 5

You feel highly enthusiastic and hard-working

You can do the work continuously for a long

Mental resilience in your work is very good VI3 1 2 3 4 5 You always keep trying your best to do the job,

VI4 1 2 3 4 5 even when there's a lot of trouble.

You see the meaning in the work you do DE1 1 2 3 4 5

You always care and want to get to work right

You have positive feelings and are very

DE3 1 2 3 4 5 interested in being creative at work.

You are satisfied with the job you do DE4 1 2 3 4 5

You realize that the work you do has many

You feel like time passes very quickly when

When you work, you are completely focused

AB2 1 2 3 4 5 and forget about the things around you.

You are happy to work with high performance AB3 1 2 3 4 5 You feel easily agitated and lose your temper

AB4 1 2 3 4 5 while doing the job.

You find it hard to separate yourself from

You basically achieve the goals of your work WP1 1 2 3 4 5

You meet the criteria for performance WP2 1 2 3 4 5

You demonstrate professional ability in most

WP3 1 2 3 4 5 tasks related to the job.

You meet all the requirements of the job WP4 1 2 3 4 5 You can take on more responsibilities than you

You find yourself fit to take on a new, higher

You find yourself competent in all aspects of

WP7 1 2 3 4 5 the job and can handle the work competently.

You plan and organize to achieve your goals at work and complete them on time WP

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Link to Google Drive: https://drive.google.com/drive/folders/1NL-rpVms4PnND1g9wbrrOGf5FNkaNIMm

Appendix B: OUTPUT OF SPSS AND AMOS 1 Statistical results described

Giai Dieu Tre Club (GĐT)

Cong Tac Xa Hoi Team

Cong tac vien Club (CTV)

Ly Luan Tre Club (LLT)

Percent Percent Ban điều hành/ban chủ

2 Cronbach's Alpha Reliability Analysis results

2.1 Cronbach's Alpha Reliability Analysis 1th

Scale Mean if Scale Variance Corrected Item- Cronbach's Alpha Item Deleted if Item Deleted Total Correlation if Item Deleted

2.2 Cronbach's Alpha Reliability Analysis 1 st (after removing the DE1 observation variable)

2.3 Cronbach's Alpha Reliability Analysis 2 nd (after removing the WP1 observation variable)

3 The results of Exploratory Factor Analysis EFA

3.1 1 st EFA results (37 observed variables)

Kaiser-Meyer-Olkin Measure of Sampling Adequacy.

Bartlett's Test of Sphericity Approx Chi-Square df Sig.

Factor Initial Eigenvalues Extraction Sums of Squared

RotationSums ofSquaredLoadings a

Total Variance % Total Variance % Total

3.2 2 nd EFA results (after removing the WP1 observation variable)

Kaiser-Meyer-Olkin Measure of Sampling Adequacy ,910

Bartlett's Test of Sphericity Approx Chi-Square 5596,522 df 630

Rotation Sums of Extraction Sums of Squared Squared

Factor Total Variance % Total Variance % Total

5 The results of Confirmatory Factor Analysis CFA

CR AVE MSV MaxR(H) EE AL WP

Regression Weights: (Group number 1 - Default model)

Standardized Regression Weights: (Group number 1 - Default model)

Correlations: (Group number 1 - Default model)

Model NPAR CMIN DF P CMIN/DF

Model RMR GFI AGFI PGFI

Model NFI RFI IFI TLI

Delta1 rho1 Delta2 rho2 CFI

Model RMSEA LO 90 HI 90 PCLOSE

Model AIC BCC BIC CAIC

Model ECVI LO 90 HI 90 MECVI

6 The results of Structural Equation Modeling SEM

Regression Weights: (Group number 1 - Default model)

0,963 0,053 18,341 *** par_1 0,911 0,051 17,785 *** par_2 0,832 0,048 17,193 *** par_3 0,803 0,048 16,811 *** par_4 0,836 0,049 17,11 *** par_5 0,79 0,049 16,081 *** par_6 1

Squared Multiple Correlations: (Group number 1 - Default model)

NPAR CMIN DF P CMIN/DF