INTRODUCTION TO THE STUDY
Research background
Increasing globalization and technological revolution have been identified as the two primary factors that make for a new competitive landscape (Hitt, Keats, &
In today's competitive environment, organizations face numerous challenges, particularly in human resource development One significant challenge is managing an increasingly diverse workforce, a trend that is expected to continue growing (Werner & DeSimone, 2009).
Vietnam is actively pursuing globalization and modernization, driven by the unstoppable trend of urbanization and internal labor migration This dynamic shift involves people relocating from rural to urban areas and moving across regions, fueling economic growth and social development.
This trend naturally promotes greater cultural diversity within organizational workforces, encompassing varied values, beliefs, practices, and behaviors (Vance & Paik, 2011) Young Vietnamese individuals now have increased opportunities to engage with international education and cultures, significantly influencing their personal values and professional behaviors In the digital age, widespread Internet access makes global information readily available, profoundly shaping cultural perspectives Consequently, organizations must effectively manage a multicultural workforce, as workforce diversity has become a key differentiator among the world’s leading companies, highlighted as one of the five distinguishing features of Fortune’s 100 Best Companies (Werner & DeSimone, 2009).
Cultural values are defined as a consciously and subconsciously held set of beliefs and norms - often anchored in the morals, laws, customs, and practices of a society – that define what is right and wrong and specify general preferences (Adler, 2002) (as cited in Kirkman, Chen, Farh, & Lowe, 2009) Among those tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg cultural values is individually held power distance orientation Power distance is defined as the extent to which one accepts that power in institutions and organizations is distributed unequally (Hofstede, G., 2001) House et al (2004) referred to high power distance as “hierarchy” and low power distance as
“egalitarianism” (cited in Kirkman et al., 2009) To differentiate individually-held and country power distance orientation, Kirkman et al (2009) used the term power distance orientation to indicate an individual-level construct
In the leadership domain, implicit leadership theory highlights how cultural value orientations influence beliefs about effective leadership These cultural values shape perceptions of leadership behaviors, styles, skills, and personality traits that are deemed essential for success Understanding these cultural differences is crucial for developing effective leadership strategies across diverse contexts (Javidan, Dorfman, de Luque, & House).
Effective leadership in a culturally diverse workforce requires an understanding of how followers' individual cultural value orientations influence their reactions to different leadership behaviors Leaders must recognize that cultural values shape followers’ affective, cognitive, and behavioral responses, ultimately impacting their intrinsic motivation Intrinsic motivation, defined as being internally driven and interested in tasks for their own sake, encourages employees to invest more effort driven by curiosity and a desire to learn When employees are intrinsically motivated, they tend to exhibit enhanced creativity, cognitive flexibility, risk-taking, and persistence, which are vital for organizational success.
Research objectives
This study investigates how leadership behaviors influence followers’ intrinsic motivation, highlighting the potential moderating effects of individual differences, such as power distance orientation, and the amount of time followers spend with their leaders The research aims to address four key questions to better understand these dynamics.
Question 1: Is there any difference in intrinsic motivation among groups of followers with different socio-demographic characteristics (age and gender)?
Question 2: How do different leadership behaviors (transformational leadership behaviors, transactional leadership behavior) influence follower’s intrinsic motivation?
Question 3: How does follower’s power distance orientation interact with different leadership behaviors to influence follower’s intrinsic motivation?
Question 4: How does follower’s time with leader moderate the relationship between leadership behaviors and follower’s intrinsic motivation?
Research scope and approach
First, this study is conducted in HoChiMinh city, the biggest city in Vietnam
The choice of HoChiMinh city is mainly led by the increasing diversified workforce, due to which cultural value difference is possibly clearer as compared to other cities
This study focuses exclusively on highly educated employees holding at least a university degree, which ensures the research is manageable within limited time and resources By selecting this population, the online survey method becomes more practical and efficient, allowing for straightforward data collection This targeted sample helps address the research questions effectively while maintaining feasibility.
The study focuses exclusively on respondents who have collaborated with their leaders for at least three months, ensuring they have sufficient time to observe and be influenced by their leadership behaviors This criteria enhances the accuracy of analyzing the impact of leadership on followers.
The research is structured into two main phases: a pilot study and the main study The pilot study, which includes two sub-phases, is designed to evaluate the content validity and assess the measurement scales Following this, the main study aims to validate the measurement tools, test the research hypotheses, and confirm the overall research model.
Research structure
The study is detailed across five chapters, providing a comprehensive overview of the research topic It includes an insightful literature review, methodology, data analysis, findings, and conclusions This structured approach ensures clarity and depth, making it valuable for academic and professional audiences The report emphasizes the significance of the research, highlighting its contributions to the field and potential applications Properly optimized with relevant keywords, the content aims to enhance SEO visibility and reach a wider readership.
Chapter 1: Introduction will provide the research background, research objectives, as well as research scope and approach
Chapter 2: Literature review provides theoretical and empirical background behind the hypothesized research model
Chapter 3: Methodology details the methodologies the author use to conduct this research
Chapter 4: Analysis is conducted based on the collected data to test the hypotheses and answer the research questions
Chapter 5: The author discusses the results; provide practical implication, and possible directions for future research tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
LITERATURE REVIEW, THEORETICAL FRAMEWORK,
Leadership behaviors
Transactional leadership behaviors center around an exchange between leaders and followers, where rewards are provided in response to the followers’ efforts (Burns, 1978, cited in Bass, 2006) According to Bass and Riggio (2006), this leadership style primarily includes two key behaviors: contingent rewards, which involve positive feedback and recognition, and management by exception, also known as contingent punishment, which encompasses negative feedback such as corrections, criticisms, or penalties administered when performance is poor These practices ensure clear expectations and reinforce performance standards within organizations.
Transformational leadership theories, though complementary, emphasize different behaviors essential for effective leadership (Bass & Riggio, 2006) Podsakoff, MacKenzie, Moorman, and Fetter (1990) identified six key transformational leadership behaviors: articulating a vision, leading by example through appropriate role modeling, fostering acceptance of group goals, setting high performance expectations, providing individualized support, and offering intellectual stimulation Research by Podsakoff and colleagues (1990, 1996) indicated that three of these dimensions—articulating a vision, providing an appropriate model, and fostering acceptance of group goals—are highly interrelated and are combined as indicators of a second-order construct known as core transformational leader behavior These behaviors are critical for fostering motivation, engagement, and improved performance within organizations.
Transformational leadership behaviors differ significantly from transactional leadership by involving more than just reward and punishment, focusing on fundamentally changing followers' values, goals, and aspirations Unlike transactional leadership, which relies on reactive exchanges, transformational leadership proactively influences followers to perform work aligned with their personal values This approach leads to deeper motivation and commitment, making transformational leadership more proactive and values-driven compared to the reactive, reward-based nature of transactional leadership.
Leadership and intrinsic motivation
Review of recent research indicates that different forms of leadership are related to intrinsic motivation (e.g Zhang & Bartol, 2010; Piccolo & Colquitt,
Intrinsic motivation is the degree to which individuals are internally driven, interested, and fascinated by a task, engaging in it for its own sake (Utman, 1997) Employees find inherent rewards within the activity itself, emphasizing the intrinsic value of their work (Sansone & Harackiewicz, 2000) When employees are intrinsically motivated, they tend to focus on the process, viewing their work as an end in itself, which can enhance engagement and performance (Amabile).
1993) Individual must be intrinsically motivated for creativity to occur (Amabile &
Hennessey) (cited in Sansone & Harackiewicz, 2000) tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Conceptually, there are different factors influencing intrinsic motivation
Edward Deci’s model emphasizes the importance of task activities that are intrinsically rewarding when individuals experience a sense of self-determination and competence (cited in Thomas, 2009) This framework suggests that fostering autonomy and mastery enhances motivation and engagement in activities Additionally, a complementary model was developed by Richard, further exploring the dynamics of motivation and intrinsic rewards in various contexts.
According to Hackman and Oldham's model, intrinsic motivation is achieved when three psychological states are fulfilled: experiencing the meaningfulness of the work, feeling responsible for the outcomes, and acknowledging the actual results of the work These elements work together to foster a deeper sense of engagement and motivation in employees Incorporating these principles can enhance job satisfaction and performance, making them essential for effective job design.
Thomas' (2009) model enhances previous motivational frameworks by consolidating Hackman and Oldham’s three psychological states into two core intrinsic rewards: a sense of meaningfulness and a sense of progress It also introduces activity-related rewards, including a sense of choice and a sense of competence A sense of meaningfulness reflects the opportunity to pursue a worthwhile purpose, while a sense of choice pertains to selecting and performing activities that align with personal values The sense of competence involves feeling accomplished through skillful execution, and a sense of progress relates to the achievement of goals, collectively fostering intrinsic motivation.
2.2.2 Transformational leadership and intrinsic motivation
According to Bass & Riggio (2006), transformational leadership emphasizes on intrinsic motivation and on the positive development of followers
Transformational leaders go beyond simple exchanges to achieve superior results by leveraging four key components that foster intrinsic motivation in followers They inspire through challenge and persuasion, instilling a sense of purpose and clarity, while also intellectually stimulating followers to expand their abilities Additionally, transformational leaders demonstrate individual consideration by offering personalized support, mentoring, and coaching, ultimately enhancing follower engagement and performance.
2.2.2.1 Core transformational leadership behaviours and intrinsic motivation tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Articulating a vision is behaviour on the part of a manager that is aimed at identifying and expressing of a clear vision of the future (Podsakoff et al., 1990)
A vision, as defined by House, Shamir, & Arthur (1993), is an ideological goal that outlines a better future for followers By effectively articulating a clear and compelling vision or mission, transformational leaders enhance the intrinsic value of achieving organizational goals This ability to inspire and motivate followers through a shared future outlook is central to transformational leadership, fostering commitment and drive towards collective success.
& Riggio, 2006) Going beyond a transactional leader’s specification and clarification of goals, the transformational leader presents the values in the goals
Accomplishment of the goals, thereby, becomes more meaningful
Providing an appropriate leadership model is essential for setting a positive example that aligns with both organizational values and goals (Podsakoff et al., 1990) Leaders who lead by example, demonstrating behaviors consistent with organizational objectives, effectively clarify followers' roles and foster a sense of purpose As a result, followers find greater meaning in their tasks, enhancing overall organizational effectiveness.
Hypothesis 1a: Core transformational leadership behaviours are positively related to follower’s intrinsic motivation
2.2.2.2 High performance expectation and intrinsic motivation
Transformational leaders reinforce followers' self-esteem by expressing confidence in their abilities, inspiring increased motivation and engagement By setting high expectations, they foster greater commitment to organizational efforts, which has been shown to enhance overall performance Subtly communicating these high performance standards positively influences followers' achievements within organizations, ultimately driving improved results.
Effective leadership enhances followers' self-efficacy by inspiring confidence that they can meet high expectations, backed by the assurance of leader support and resources This process fosters a sense of empowerment, motivating individuals to perform at their best and achieve collective goals Research suggests that such leadership behaviors positively influence follower motivation and productivity, ultimately contributing to organizational success.
Hypothesis 1b: High performance expectation behaviour is positively related to follower’s intrinsic motivation 2.2.2.3 Providing individualized support and intrinsic motivation
Transformational leaders pay special attention to each individual follower’s needs for achievement and growth by acting as a coach or mentor (Bass & Riggio,
2006) Followers and colleagues are developed to successively higher levels of potential Individual differences in terms of needs and desires are recognized
Effective leaders demonstrate genuine respect for their followers, showing concern for their personal feelings and individual needs (Podsakoff et al., 1990) They embrace and accept individual differences by tailoring their approach—providing encouragement, autonomy, firm standards, or structured tasks based on each employee’s needs (Bass, 2006; Podsakoff et al., 1990) Personalized communication and two-way exchanges are vital, with leaders remembering past interactions and understanding each employee as a whole person, not just as a worker Considerate leaders listen actively and delegate tasks to foster follower development, monitoring progress and offering support without making followers feel micromanaged This approach ensures followers’ personal career goals are acknowledged and met, promoting a supportive and growth-oriented work environment.
Additionally, the coaching and mentoring provided to them provides them with a sense of increased competence to carry out tasks Consequently, the author predicts:
Hypothesis 1c: Providing individualized support behaviour is positively related to follower’s intrinsic motivation
2.2.2.4 Intellectual stimulation and intrinsic motivation
Transformational leaders foster innovation and creativity by challenging assumptions, reframing problems, and encouraging new approaches to familiar situations (Bass, 2006) They promote a culture where creativity is valued, and there is no public criticism of individual mistakes, allowing followers to freely share new ideas and creative solutions Followers are actively involved in problem-solving processes and are encouraged to experiment with different approaches without fear of criticism, even when their ideas differ from those of their leaders.
Kark and Shamir (2002) found that transformational leadership behaviors, such as intellectual stimulation, enhance followers’ self-worth by conveying that leaders believe in their integrity and abilities Such leadership fosters a positive environment that motivates followers to develop their potential Based on these findings, it is expected that transformational leadership positively impacts employee engagement and performance through increased confidence and trust.
Hypothesis 1d: Intellectual stimulation is positively related to follower’s intrinsic motivation
2.2.3 Transactional leadership and intrinsic motivation 2.2.3.1 Contingent reward and intrinsic motivation
Contingent reward leadership, as defined by Bass (1985), involves leaders providing promised or actual rewards in exchange for followers satisfactorily completing assigned tasks, which can enhance motivation and clarity of expectations Eisenberger and Cameron (1996) suggested that rewards tied to specific performance criteria boost self-determination and that the use of rewards may signal a lack of control by the giver, giving recipients the option to accept or decline, thereby increasing perceived autonomy Their meta-analysis (1999) supported this view, indicating that rewards generally boost perceived self-determination, but their effect on intrinsic motivation depends on the clarity of performance standards Rewards for vague standards can reduce autonomous choice and interest, whereas rewards for absolute standards tend to increase interest without limiting free choice Overall, these findings suggest that the positive impact of contingent rewards on intrinsic motivation may be limited or diluted in certain contexts, highlighting the importance of clear performance standards for effective motivation.
Power distance orientation as a moderator of the leader behavior- follower’s intrinsic motivation relationship
2.2.3.2 Contingent punishment and intrinsic motivation
Contingent punishment serves to remind followers that their performance is continuously monitored and that future consequences depend on their level of performance (MacKenzie et al., 2001) In military service, this approach reinforces discipline by linking behavior directly to potential rewards or penalties, ensuring compliance and motivating improved performance (Bass &).
Riggio (2006) highlights that obedience during early military socialization is primarily driven by punishment, shaping initial compliance However, blind obedience can have dangerous consequences, as individuals may follow authority figures to the point of abandoning their moral judgment Under certain conditions, people can become fully obedient despite internal doubts or distress, especially when acting under perceived legitimate authority This loss of personal responsibility enables individuals to commit destructive acts they might otherwise oppose, demonstrating the potentially harmful effects of unquestioning obedience.
Cascio (1972) reported that when subjects were threatened with punishment for poor performance, their intrinsic motivation decreased Thus, the author expects:
Hypothesis 2b: Contingent punishment behaviour is negatively related to follower’s intrinsic motivation
2.3 Power distance orientation as a moderator of the leader behaviour- follower’s intrinsic motivation relationship
2.3.1 Cultural values as moderators of the leader behaviour-follower’s intrinsic motivation relationship
Cultural values are a set of beliefs and norms, both consciously and subconsciously held, that underpin society's morals, laws, customs, and practices, shaping perceptions of right and wrong These values help define societal preferences and influence behavior across different cultural contexts According to Adler (2002), understanding these core principles is essential in navigating cultural differences effectively The cultural management literature (Kirkman et al., 2009) emphasizes the importance of recognizing and respecting diverse cultural values to foster successful cross-cultural interactions and organizational practices.
Cultural value orientations, which are individually held beliefs and values, significantly influence employees' responses to their work environment (Nahum-Shani & Somech, 2011) In leadership, these cultural values shape perceptions of effective leadership qualities, including behaviors, styles, skills, and personality traits, impacting how leadership is understood and enacted across different cultural contexts (House et al., 20XX).
Associates, 2004) Referring to the work of Lord & Maher (1991), Gerstner & Day
(1994) suggested that a follower's evaluation of a leader is a subjective process which reflects the self and its cultural background Since this evaluation process determines the extent to which the leader will be able to influence followers’ outcomes in the desired direction, recent cross-cultural leadership research has examined cultural factors that may moderate the effectiveness of transformational and transactional leadership The underlying premise for this research is that the relationship between leadership styles and followers’ perceptions, attitudes and behaviours may be contingent upon the cultural context within which leader– follower relations are nested (Gelfand, Bhawuk, Nishi, & Bechtold, 2004)
Walumbwa, Lawler, & Avolio (2007) (cited in Nahum-Shani & Somech, 2011) suggest that "without taking into consideration individual differences among followers, research on transactional and transformational leadership, especially across cultures, will likely fall short of fully explaining the linkages between leadership, followers, and performance outcomes."
According to Triandis (1986), individual values determine normative behaviors and acceptable roles within specific social contexts, influencing how people evaluate others and are affected by their actions Cultural Congruence Theory (House, Wright, & Aditya, 1997) suggests that implicit leadership theories—stereotypes, beliefs, and assumptions—shape perceptions of effective leadership and the legitimacy of leader behaviors These implicit theories vary across societies but are also influenced by external cultural forces, leading to within-society differences in leadership perceptions Leader behaviors aligning with shared values are perceived as more acceptable and effective, while those that violate individual norms can cause follower dissatisfaction and decreased performance.
2.3.2 Power distance orientation as the moderator of the leader behaviour- follower’s intrinsic motivation relationship
Power distance orientation is an individual-level construct that differentiates from the broader concept of power distance at the country level According to Kirkman et al (2009), this orientation has a more direct impact on leadership reactions than other cultural values such as individualism-collectivism, uncertainty avoidance, or masculinity-femininity Followers with high power distance orientation expect and are receptive to top-down leadership, accepting unequal power distributions and believing superiors should hold significant authority (Hofstede, 2001) In contrast, employees with low power distance tend to develop closer, more personal relationships with their leaders, which can blur authority boundaries and increase dependence on positive feedback to strengthen the relationship As Bass & Riggio (2006) highlight, the effectiveness of transformational or transactional leadership depends on environmental factors, organizational context, tasks, goals, and power distribution between leaders and followers.
Transformational leaders encourage followers through challenging behaviors and foster two-way leader-follower relationships (Bass & Riggio, 2006) Individuals with low power distance orientation are more likely to be intrinsically motivated by transformational leaders who stimulate them intellectually and challenge assumptions, as they prefer open dialogue over top-down directives (Hofstede, 2001; House et al., 2004) Conversely, followers with high power distance tend to expect leaders to issue clear, directive instructions with little explanation, potentially viewing transformational challenges with suspicion For transactional leaders, those higher in power distance are more intrinsically motivated, as they are comfortable with hierarchical structures and clear directives, whereas followers with low power distance may prefer more participative approaches.
Hypothesis 3a suggests that a follower's power distance orientation moderates the impact of transformational leadership behaviors on intrinsic motivation Specifically, the positive relationship between transformational leadership and follower motivation is stronger among followers with lower power distance orientation compared to those with higher levels This indicates that followers who prefer less hierarchical power structures are more likely to be intrinsically motivated by transformational leadership Understanding this moderation effect is crucial for organizations aiming to enhance employee motivation through effective leadership styles.
Hypothesis 3b suggests that a follower’s power distance orientation influences the impact of transactional leadership behaviors on their intrinsic motivation Specifically, the positive relationship between transactional leadership and intrinsic motivation is stronger for followers with a higher power distance orientation This indicates that followers who accept hierarchical differences are more likely to feel intrinsically motivated by transactional leadership styles, highlighting the moderating role of power distance orientation in leadership effectiveness.
Time with leader as a moderator of the leader behavior-follower’s
To foster perceptions of shared values, leaders need sufficient time with followers to influence their value judgments (Hoffman, Bynum, Piccolo, & Sutton,
Gerstner and Day (1997) highlight that as leaders and members gain new experiences and deepen their understanding of each other, their relationship naturally evolves and strengthens This growth in the relationship fosters increased trust and shared responsibilities between leaders and followers (Bauer & Green, 1996) Over multiple interactions, both parties tend to develop more positive attitudes toward each other compared to initial perceptions (Nahrgang, Morgeson, Ilies, 2009) Conversely, limited time with a leader can hinder trust development, perception of shared meaning, and followers’ ability to assess leadership behaviors effectively Therefore, tenure with a leader is a key moderating factor influencing how leadership styles—transformational and transactional—impact followers' intrinsic motivation over time, with longer shared experiences amplifying positive motivational outcomes.
Hypothesis 4a: Tenure with a leader moderates the relationship between transformational leadership behaviours and follower’s intrinsic motivation: the relationships are stronger with longer tenure
Hypothesis 4b: Tenure with a leader moderates the relationship between transactional leadership behaviours and follower’s intrinsic motivation: the relationships are stronger with longer tenure
All hypotheses are summarized and depicted in Figure 2-1
High Performance Expectation Core Behaviors
H4a (+) tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
RESEARCH METHODOLOGY
Research design
This study included 2 main phases: pilot study (comprising of 2 sub-phases) and main study
The pilot study was conducted in two sub-phases to ensure the validity and reliability of the measurement scales Phase 1 involved in-depth interviews with a small group of five target participants to verify the clarity and meaning of the words used in the questionnaire, leading to necessary modifications Phase 2 employed an online survey with a larger sample of 50 participants to assess the internal consistency of the scales, response rate, and quality of responses These steps helped refine the measurement tools and ensure their appropriateness for the main study.
Following the pilot study, the main research was conducted using an online survey via Google Docs to validate the measurement scales, test hypotheses, and confirm the research model This web-based method allowed respondents to complete the questionnaire independently without interviewer assistance Online surveys were chosen because they are an effective and suitable research approach for this study, as supported by Sue and Ritter (2007), who outline specific conditions under which online surveys are most appropriate.
When designing questionnaires, it is important to consider whether they involve sensitive information, such as rating leadership behaviors Face-to-face, interview, or email responses may compromise participant anonymity, potentially affecting honesty and response quality Conversely, administering questionnaires via a secure website can better protect anonymity, leading to more accurate and reliable data collection.
The questionnaire's design, featuring only 32 concise items structured into clear sections and utilizing Likert scale responses, contributed to a high response rate and a greater percentage of fully completed questionnaires Its simplicity and clarity made it easy for participants to understand and complete, enhancing data collection efficiency.
Online surveys depend on respondents having reliable internet access Since the target group consists of university graduates who are currently employed, it is expected that their internet access rate is high, ensuring effective data collection.
Besides, the target respondent group were expected to be knowledgeable to complete the questionnaire by themselves
Responses to online surveys are highest when respondents are initially contacted via email, highlighting the importance of access to a targeted email list for effective survey completion In this study, the researcher lacked email contacts for all target respondents but had access to key contact leads who facilitated distribution of the survey link to other participants Utilizing key contact leads can significantly improve response rates by leveraging existing connections within the target audience.
Fifth, online surveys have the potential for fast turnaround Give timeline is crucial for this study, online survey would help end the project as target timeline.
Questionnaire development
The survey consisted of four sections: leadership behavior, power distance orientation, intrinsic motivation, and socio-demographic profile Short instructions were provided at the beginning of each section, following Babbie’s (1998) recommendations All items were assessed using Likert-scale ratings, where 1 indicates “strongly disagree” and 7 indicates “strongly agree.”
The author used shortened version of Podsakoff et al.’s (1990) measures, which were widely used in previous studies (MacKenzie, Podsakoff, & Rich, 2001;
Kirkman et al (2009) developed an instrument to measure four key dimensions of transformational leadership The primary dimension focuses on core transformational behaviors such as articulating a clear vision, serving as an appropriate role model, and fostering group goal acceptance The remaining three dimensions assess the leader’s individualized support, intellectual stimulation, and high-performance expectations This measurement tool has been widely utilized in research by Podsakoff and colleagues, as well as other scholars (Bass & Riggio).
(Develop research model and hypotheses)
PILOT STUDY USING THE INITIAL MEASUREMENT
(to check measurement scale wording)
(to check measurement scale’s internal consistency)
THE MAIN STUDY USING THE FINAL MEASUREMENT SCALES
Confirmatory Factor Analysis (CFA), Regression tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
The author measured transactional leadership using a four item contingent reward behavior scale and a three item contingent punishment (Podsakoff et al
Contingent reward involves leaders providing positive feedback such as recognition, informal rewards, and approval based on high performance levels, while contingent punishment involves delivering negative feedback, including correction and criticism, in response to poor performance Previous studies by Podsakoff et al (1984) and MacKenzie et al (1993, 2001) have demonstrated that these two leadership behaviors are uni-dimensional and exhibit strong psychometric properties, emphasizing their effectiveness in measuring leadership styles Proper application of contingent reward and punishment can significantly influence employee motivation and performance outcomes.
Following previous individual-level research (Kirkman et al., 2009), the author assessed power distance orientation with an eight-item individual-level measure taken from Earley and Erez (1997)
Employee intrinsic motivation at work was measured with three items adapted by Zhang & Bartol (2010) from the work of Amabile (1985) and Tierney et al (1999)
To ensure the accuracy of the findings, the study controlled for potential biases arising from self-ratings, following best practices outlined by Bommer, Dierdorff, & Rubin (2007) Key socio-demographic variables, such as age and years of work experience, were included in the analysis, with age measured in years and work experience captured as the total number of years an individual has been employed in any company This approach helped isolate the effects on intrinsic motivation and enhance the validity of the results.
The study excludes years of working experience from the analysis if it is strongly correlated with age to prevent multicollinearity Gender was coded as a dichotomous variable (male or female) Company tenure was measured by the number of years an employee had worked in the organization The duration an employee spent with their current leader was assessed in months, serving as a screening criterion to ensure sufficient interaction for observing leadership behaviors Additionally, the study considered the leader’s nationality (Vietnamese or other) and the company's ownership type (foreign-owned or non-foreign-owned) as key variables influencing employee perceptions and behaviors.
Translation of the questionnaire
Surveys were translated and back-translated into Vietnamese in line with cross cultural translation procedures (Harkness & Schoua-Glusberg, 1998)
Committee approaches were used for translation Committee or parallel translation involved several translators who made independent translations of the same questionnaire as recommendation from Brislin (1980) (as cited in Harkness &
In the study, a committee of two translators conducted a reconciliation process, comparing multiple translations to identify and resolve discrepancies During the consensus meeting, they discussed and revised versions to produce a final, high-quality translation that incorporates the best elements of each independent version This method ensures accuracy and cultural relevance, following best practices in translation validation.
Back translation, as defined by Harkness & Schoua-Glusberg (1998), refers to translating a translated text back into the original source language Its primary purpose is to compare the back translation with the original source to assess translation quality In survey translation, back translation is a valuable method that helps researchers evaluate translation accuracy when they lack the capability to directly review or understand the translated content.
The essential steps involved in the process include downloading the latest thesis and related documents from designated online platforms or email links Ensuring access to updated academic materials is crucial for completing a comprehensive master's thesis Properly downloading and reviewing these resources streamlines the research process and helps in producing a high-quality scholarly work.
1 A source text in one language (Source Language Text One, SLT1) was translated into another language (Target Language Text, TLT) using committee approach
2 The TLT was translated back into the language of SLT1 by a second translator, unfamiliar with the SLT1 and uninformed that there was an SLT1 This second translation, the back translation, was SLT2
3 SLT1 was compared to SLT2
4 On the basis of differences or similarities between SLT1 and SLT2, conclusions were drawn about the equivalence of TLT to SLT1
In this study, SLT1 and SLT2 were found identical or close in meaning across translated items Therefore the author decided to us the original questionnaire for the pilot study.
The pilot study
The questionnaire was pre-tested with five respondents from Fonterra Brands Vietnam, Nielsen Vietnam, and Coca Cola Vietnam, who were not part of the final sample Feedback mainly focused on improving wording and reducing repetitions of items, ensuring clearer and more concise survey questions.
All comments regarding repetitions were addressed by adjusting reverse score items; no changes were made to the questionnaire itself Instead, revisions focused solely on clarifying the language and improving the accuracy of the translation, such as replacing "kiên quyết yêu cầu" with a more precise Vietnamese term.
Trong quá trình chuyển đổi nội dung, chúng tôi đã thực hiện các chỉnh sửa như thay thế cụm từ “chỉ chấp nhận” (mục 5) bằng các thuật ngữ phù hợp hơn, xem xét những vấn đề (mục 11) thành “xem xét những vấn đề” nhằm nâng cao tính rõ ràng và chính xác của bài viết, đồng thời “tạo ra những quy trình làm việc” đã được đổi thành “xây dựng những quy trình làm việc” để thể hiện rõ hơn quá trình thiết lập và tối ưu hóa hệ thống công việc, giúp tăng cường khả năng tối ưu hóa công cụ tìm kiếm (SEO) và cải thiện nội dung phù hợp với các tiêu chuẩn về nội dung trực tuyến.
In the pilot study phase 2, the author enlisted five respondents from phase 1 to distribute the survey link to their friends and colleagues, resulting in 45 responses After eliminating five questionnaires with missing answers, due to the absence of mandatory fields, the author revised the survey by marking all questions as “required” to ensure complete responses in the main study.
Reliability tests were conducted using 40 fully completed questionnaires, with Cronbach's Alpha coefficients above 0.70 for most variables Specifically, Transformational Leadership's four dimensions—Core Behavior (.880), High Performance Expectation (.736), Providing Individualized Support (.813), and Intellectual Stimulation (.893)—demonstrated strong internal consistency In contrast, Transactional Leadership’s dimensions showed varied reliability, with Contingent Reward having a Cronbach’s Alpha of 922, while Contingent Punishment was lower at 480 The Power Distance Orientation measure yielded a Cronbach Alpha of 631, indicating moderate reliability.
Intrinsic Motivation had Cronbach Alpha of 853 According to Nunnally (1978), a Cronbach Alpha of bigger than 70 suggested acceptable level of internal consistency Contingent reward (item X19-X21) was the only subscale with Cronbach Alpha far below the 70 threshold Item X19 has Corrected Item-Total Correlation of 058, which was far below the acceptable value (.3) Deletion of this item leads to an increase of Cronbach Alpha of the subscale from 480 to 885
However the author decided to keep item X19 in the main study to monitor the Cronbach Alpha of this variable when sample size is much larger If Cronbach Alpha remains to be low, then the author may make decision to remove this item at a later stage
The final item list is detailed in Table 3-1, while the questionnaire is available in Appendix A This information provides a comprehensive overview of the research's scope and methodology, ensuring clarity and transparency for readers.
Table 3-1: Survey Item Used in the Study
Core transformational leader behavior (Cronbach alpha = 880 )
X01 My current leader articulates a vision X02 My current leader provides an appropriate model X03 My current leader facilitates the acceptance of group goals
High performance expectation (Cronbach alpha = 736)
X04 My current leader makes it clear that he/she expects a lot from us all of the time X05 My current leader insists on only the best performance
X06 My current leader will not settle for second best
Effective leadership involves respecting and considering employees' personal feelings Leaders who show respect and thoughtfully consider their team members' emotions foster a positive work environment Conversely, acting without regard to personal feelings can undermine trust and morale Therefore, a good leader should prioritize understanding and addressing the emotional needs of their team before making decisions.
My current leader challenges me to reconsider old problems from fresh perspectives, encouraging innovative solutions They ask thought-provoking questions that prompt me to reflect on my existing methods and approaches Through their guidance, I have been stimulated to rethink the way I do things, fostering personal growth and improved problem-solving skills.
X14 My current leader has ideas that have challenged me to reexamine some of my basic assumptions about my work
Contingent reward behavior (Cronbach alpha = 922)
My current leader consistently provides positive feedback and recognizes my high performance, celebrating my achievements when I exceed productivity goals and deliver outstanding results This acknowledgment motivates me and fosters a supportive work environment However, there are instances where my good performance goes unrecognized, indicating areas for improvement in leadership acknowledgment Overall, effective recognition from my leader enhances my motivation and job satisfaction, emphasizing the importance of regular acknowledgment for employee engagement.
Contingent punishment behavior (Cronbach alpha = 480)
X19 My current leader would indicate his or her disapproval if I performed at a low level X20 My current leader lets me know about it when I perform poorly
X21 My current leader points it out to me when my productivity is not up to par
Power distance orientation (Cronbach alpha = 631)
In most work-related situations, managers have the right to expect obedience from their followers to ensure effective leadership While open communication is valuable, employees who frequently question authority can hinder managerial effectiveness Therefore, it is generally advisable for managers to make decisions independently without excessive consultation, maintaining clear authority and order within the team.
X25 Once a top-level executive makes a decision, people working for the company should not question it
Employees should avoid openly disagreeing with their managers to maintain a harmonious work environment Conversely, effective managers are capable of making well-informed decisions independently without constantly seeking input from others However, allowing employees to participate in decision-making processes can sometimes lead to a perceived loss of managerial authority and control.
X29 A company’s rules should not be broken–not even when the employee thinks it is in the company’s best interest
I enjoy finding solutions to complex problems and creating new procedures for work tasks to enhance efficiency I am passionate about improving existing processes or products to achieve better outcomes Additionally, I have experience in developing innovative strategies that contribute to continuous improvement and success in various projects.
Univariate distribution was evaluated by examining skewness and kurtosis statistics for each item (Field, 2005; Kline, 2005) In a normal distribution, both skewness and kurtosis values are zero; deviations from zero indicate potential non-normality (Field, 2005) The further these values are from zero, the more likely the data deviate from a normal distribution, highlighting the importance of assessing distributional assumptions in statistical analysis.
Extreme univariate nonnormality exists when absolute value of skewness index is greater than 3 and absolute value of kurtosis index is greater than 5 (Kline, 2005)
Target population
This study focused on highly educated employees in HoChiMinh City, defined as those holding a university degree or higher Selecting HoChiMinh City aimed to leverage its diverse workforce, which may exhibit significant variations in cultural value orientations, particularly in power distance The exclusive inclusion of highly educated employees was based on the assumption that individuals with different education levels prioritize intrinsic outcomes differently, potentially impacting their value systems (Schuler, 2006).
Population in HoChiMinh city is 7,165,200 (Vietnam General Statistics Office,
In 2009, approximately 70% of the population in urban Vietnam was aged 20 years or older, according to national statistics Of this demographic, an estimated 22% had completed either university or vocational education, highlighting the education level within the urban adult population Assuming that 40% of those with higher education completed university, the target population for this study is approximately 441,376 individuals.
Sample size
Review of literature on sample size for regression analysis indicates that part of researchers have determined sample size by rules of thumb (Green, S B., 1991)
Green (1991) identified that rules-of-thumb for research design vary in form, with one stipulating that the number of subjects, N, should be at least a certain constant A (N ≥ A) Another form recommends a minimum ratio B of subjects to predictors, expressed as N ≥ B × m, where m represents the number of predictors A third, more comprehensive rule combines these approaches, suggesting that N should be greater than or equal to A plus B times m (N ≥ A + B × m), ensuring adequate sample size for reliable analysis.
This study followed Tabachnick and Fidell’s (1989) recommendation that there should be at least 5 subjects per predictor variable in regression analysis Given that the questionnaire comprised 32 items—14 for transformational leadership, 7 for transactional leadership, 8 for power distance orientation, and 3 for intrinsic motivation—the ideal sample size was calculated to be 160 participants To ensure sufficient data for analysis, the study aimed to collect at least 250 responses, enhancing the statistical robustness of the findings.
Selecting the sample and collecting data
Since the study employed a quantitative research design, a probabilistic sampling method such as stratified systematic random sampling was ideal for ensuring statistical generalization and greater external validity, but it was not feasible due to the lack of a complete population list with detailed demographic information Consequently, the study utilized a non-probability snowball sampling approach, which involves building a sample through referrals (O’Leary, 2004) Although snowball sampling can introduce personal bias and distortions, it is valuable for accessing hidden populations and their specific circumstances, with trusting relationships developing over time enhancing data validity (Faugier & Sargeant, 1997; Foote Whyte, 1982).
The main fieldwork for the study was conducted from April 7 to April 18, 2012, by the researcher and an assistant During this period, they distributed the survey link to participants to gather relevant data for the research.
The article highlights a network of 217 personal contacts from prominent companies such as Fonterra Brands, Unilever, MindShare, MarineTime Bank, Unza, Nielsen, Biersdorf, Vinasoy, FPT, Sacombank, Truong Hai Group, J&J, and Kinh Do The author and their assistant requested these contacts to assist by forwarding a specified link to their friends, leveraging their professional connections for wider outreach.
Within 12 days of fieldwork, the author received in total 271 responses, which would then go through the cleaning process before being included into analysis.
Sample characteristics
Participants fulfilling the following criteria were selected and included in the analysis:
1 The participants had university degree
2 The participants had a full time job
3 The participants had been working with his/ her direct leader in the current company for at least 3 months to ensure that they had enough time to observe and to be influenced by their leaders’ behaviors.
Methods of data analysis
The author began by filtering qualified respondents who met specific criteria, including holding a university degree, employed full-time, and having worked with their leader for at least three months Following this, the data was thoroughly cleaned to ensure accuracy and reliability Web-based surveys are noted for requiring minimal data cleaning compared to other methods (Sue & Ritter, 2004).
The survey primarily consisted of pre-defined multiple-choice questions, with only four socio-demographic questions requiring data cleaning The author reviewed reverse-scored questions to ensure logical responses Since all questions were marked as "required," respondents could not submit the survey without answering every question, eliminating the possibility of missing data.
3.9.2 Reliability tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
The author assessed the internal consistency of the measurements using Cronbach's Alpha, a widely used reliability coefficient in statistics (Schumacker & Lomax, 2004) This coefficient measures how well responses across a set of items are consistent, with values ranging from 0 to 1, where higher values indicate greater reliability A Cronbach's Alpha of 1 signifies perfect internal reliability, while 0 indicates no reliability According to Nunnally (1978), a Cronbach's Alpha of 0.7 or higher is generally considered acceptable for establishing internal consistency.
Prior to conducting hypothesis testing, the researcher performed confirmatory factor analysis (CFA) to assess whether the data fit the hypothesized measurement model, ensuring the model's appropriateness Unlike exploratory factor analysis (EFA), which identifies factors based solely on data without specific hypotheses, CFA evaluates pre-specified models driven by theory and prior research Since the hypothesized model in this study was developed based on a comprehensive literature review and established theories, CFA was determined to be more suitable than EFA for this analysis.
To evaluate model fit in structural equation modeling, chi-square (χ²) values are used as an absolute fit index, measuring how well the estimated covariances match the observed data (Kline, 2011) Additional fit indices such as the Comparative Fit Index (CFI; Bentler, 1990), Jöreskog-Sörbom Goodness-of-Fit Index (GFI), and Root Mean Square Error of Approximation (RMSEA; Steiger, 1990) provide a comprehensive assessment of model adequacy These indices compare the research model to a null or independence model, with CFI and GFI regarded as the most accurate estimates of the population value for a single model RMSEA evaluates the average standardized residual per degree of freedom, with acceptable ranges summarized in Table 3-2.
Goodness-of-fit indices Desired range of values for a good fit
Minimum Fit Function Chi-Square χ² p>.05
Chi-Square/Degrees of Freedom ratio χ²/df 2 to 5
Goodness of Fit Index GFI ≥.9
Root Mean Square Error of Approximation RMSEA ≤.08
Non-Normed Fit Index TLI ≥.90
Parsimony Normed Fit Index PNFI ≥.50
Parsimony Goodness of Fit Index PGFI ≥.50
Source: Hair et al., 2006; Tabachnick & Fidell, 2007; Kline, 2011; Hu & Bentler, 1999
3.9.4 Analysis of Variance (one-way and two-way ANOVA)
Analysis of Variance (one-way ANOVA) was used to test the equality of means among groups of followers with different age range in intrinsic motivation
After that the author followed up with a two-way ANOVA analysis to confirm whether the effect of age on intrinsic motivation was true between gender groups
This study employed multiple regression analysis to investigate the impact of leadership behaviors on followers' intrinsic motivation Hierarchical regression further revealed that power distance orientation and the duration of time spent with the leader serve as significant moderating factors in the relationship between transformational and transactional leadership styles and employee intrinsic motivation.
A moderator is a variable that influences the strength or direction of the relationship between an independent variable and a dependent variable Understanding moderation helps researchers identify conditions under which certain effects occur Incorporating moderator analysis enhances the depth and accuracy of research findings, providing clearer insights into complex relationships Using moderators in analysis allows for a more nuanced understanding of how variables interact in various contexts, ultimately improving the robustness of study conclusions.
Kenny (1986) established that the most common method to statistically test two-way interactions involves regressing the dependent variable (Y) on the independent variable (X) and the moderating variable (M), then adding the interaction term (XM) to the model In this study, hierarchical regression procedures were employed to examine the moderating relationship, allowing for a detailed assessment of the interaction effect between variables.
Before conducting regression, each predictor was centred by its mean to maximize interpretability and to minimize problems of multicollinearity (Aiken &
To examine moderation effects, first, input the centered independent variable (X center) and the centered moderator variable (M center) into the initial regression model Next, include the interaction term (X center x M center) in the second regression model A significant increase in the adjusted R-squared value from the first to the second model, along with a significant interaction coefficient, indicates that the moderator variable influences the relationship between the independent and dependent variables.
DATA ANALYSIS
Data cleaning
A total of 271 responses were received All responses were fully completed
18 responses (6.6%) were not qualified 7 respondents (2.6%) did not meet the
Out of the 12 respondents (4.4%) who did not meet the "time with leader" criterion of at least three months, only one (0.4%) failed to meet both the education and time criteria The analysis of responses to four open socio-demographic questions and reverse-scored items showed no signs of illogical or unclear answers A total of 253 valid responses were included in the data analysis, ensuring reliable and comprehensive results.
Profiles of qualified respondents
tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Among the 253 qualified respondents, 36.8% were male and 63.2% were female, indicating a higher proportion of female participants The majority of respondents fell within the 26 to 30 age group, accounting for 53.4%, which aligns with the largest work experience group of 3 to 8 years at 55.7% Additionally, all respondents held a university or higher education degree, demonstrating a highly educated sample for the study.
Approximately 30.8% of employees have worked with their current company for one year or less, 24.1% for 1-2 years, and 45.1% for more than 2 years When considering the duration with their current leader, 43.1% have worked for one year or less, 34.4% for 1-2 years, and 22.5% for more than 2 years The majority of respondents (83.4%) reported working with Vietnamese leaders, while 61.3% are employed in companies with foreign ownership These participant characteristics are detailed in Table 4-2.
Table 4-2: Socio-demographic Characteristics of The Qualified Samples
Socio-demographic variables Frequency Percentage (%)
Total 253 100.0 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Normality analysis
Skew, or lack of symmetry in the frequency distribution, and kurtosis, the departure from a normal distribution, affect inferential statistics, especially the mean, the standard deviation, and correlation coefficient estimates (Schumacker &
Table 4-3 indicates that all items have skew and kurtosis measures below the thresholds of 3 and 5, respectively, suggesting that the variables are normally distributed This satisfies the assumptions necessary for multiple regression analysis As a result, the analysis can proceed with confidence that normality issues do not pose a concern, ensuring the validity of subsequent statistical tests.
X25 3.03 1.759 0.557 -0.8 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Table 4-3: Assessment of Normality (continued)
Reliability of the measurements
Reliability analysis showed that six out of eight variables achieved a Cronbach Alpha of ≥ 0.70, which is considered acceptable according to Nunnally (1978) Specifically, core transformational leadership behaviors were measured with reliable internal consistency, ensuring the validity of the assessment.
3 items (X1 to X3) and had a Cronbach Alpha of 891 High performance expectation was measured by 3 items (X4 to X6) and had a Cronbach Alpha of 673
The study measured various psychological constructs using multiple items, with reliability assessed through Cronbach's Alpha coefficients Providing individualized support was evaluated with four items (X7–X10), achieving a high reliability score of 893 Similarly, intellectual stimulation was measured with four items (X11–X14), also with a Cronbach Alpha of 893 Contingent reward was assessed through four items (X15–X18), resulting in a Cronbach Alpha of 860 Contingent punishment was measured by three items (X19–X21), which had the lowest reliability among the dimensions with a Cronbach Alpha of 642; however, reliability improved significantly to 828 upon deleting item X19, which also had corrected item-total correlations below 0.3 Power distance orientation was evaluated with eight items (X22–X29), yielding a Cronbach Alpha of 738 Lastly, intrinsic motivation was measured with three items (X30–X32), with a high Cronbach Alpha of 872, indicating strong internal consistency across all constructs.
Table 4-4 summarized Cronbach Alpha measures across variables More details on measurement reliability test results can be found in Appendix B
Table 4-4: Summary of Cronbach Alpha Measures Across Variables
Core Transformational Leadership TL_COR 891
High Performance Expectation TL_HPE 673
Providing Individualized Support TL_PIS 893
Confirmatory factor analysis
The hypothesized first-order 32-indicators CFA model is shown in Figure 4-
1 Results of the CFA model suggested that the model could be improved to better fit with the data (GFI, CFI and TLI indices, see Table 4-5) According to standardized regression weights analysis (factor loading), three items’ values were found to be far below 5 (see Table 4-6), which means these items were short of convergent validity For this reason, item X19, X27, X29 were deleted from the initial model The modified model indicated improvement in each index (i.e GFI, CFI and TLI) whose values moved closer to the thresholds All other indices met the desired range Therefore, the modified first-order 29-indicator CFA model was shown to be a good model (see Table 4-7) and applicable to further data analysis tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Table 4-5: Assessing Fit Indices – Hypothesized Model
Goodness-of-fit indices Desired range of values for a good fit Values
Minimum Fit Function Chi-Square χ² p>.05 903.13
Chi-Square/Degrees of Freedom ratio χ²/df 2 to 5 2.071
Goodness of Fit Index GFI ≥.9 819
Root Mean Square Error of Approximation RMSEA ≤.08 065
Non-Normed Fit Index TLI ≥.90 882
Parsimony Normed Fit Index PNFI ≥.50 720
Parsimony Goodness of Fit Index PGFI ≥.50 676
Source: Hair et al., 2006; Tabachnick & Fidell, 2007; Kline, 2005; Hu & Bentler, 1999
Table 4-6: Standardized Regression Weights – Hypothesized Model
X16 < - TS_CR 0.933 X32 < - IM 0.827 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Figure 4-1: Hypothesized First-order 32-items CFA Model
1 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Table 4-7: Assessing Fit Indices – Modified Model
Goodness-of-fit indices Desired range of values for a good fit Values
Minimum Fit Function Chi-Square χ² p>.05 756.48
Chi-Square/Degrees of Freedom ratio χ²/df 2 to 5 2.168
Goodness of Fit Index GFI ≥.9 834
Root Mean Square Error of Approximation RMSEA ≤.08 068
Non-Normed Fit Index TLI ≥.90 892
Parsimony Normed Fit Index PNFI ≥.50 724
Parsimony Goodness of Fit Index PGFI ≥.50 669
Analysis of variance
The study employed both one-way and two-way ANOVA tests to analyze differences in followers’ intrinsic motivation across various respondent groups Respondent groups were categorized based on age (≤25, 25-30, ≥30) and sex (male, female), facilitating a comprehensive examination of demographic influences The results revealed statistically significant differences at the 0.05 level, indicating that age and sex significantly impact followers' intrinsic motivation These findings highlight the importance of demographic factors in understanding motivational differences among followers.
An ANOVA analysis revealed a significant effect of age on followers' intrinsic motivation at the p 05), indicating that power distance orientation does not significantly moderate the relationship between transformational leadership behaviors, contingent punishment, and followers’ intrinsic motivation Consequently, the results do not support hypotheses H3a and H3b, suggesting no strong moderating effect of power distance orientation in this context.
Table 4-12: Power Distance Orientation Moderates the Relationship between Core Transformational Leadership and Follower’s intrinsic Motivation
Std Error of the Estimate
2 480 b 231 202 1.09948 a Predictors: (Constant), PDOcen, MonthsWithCurrentLeader, NationalityOfLeader, TL_CORcen, Sex , CompanyType, Age(Year), CurrentCompanyTenure(Years) b Predictors: (Constant), PDOcen, MonthsWithCurrentLeader, NationalityOfLeader, TL_CORcen, Sex , CompanyType, Age(Year), CurrentCompanyTenure(Years), TL_CORcenxPDOcen
Table 4-13: Power Distance Orientation Moderates the Relationship between High Performance Expectation and Follower’s intrinsic Motivation
Std Error of the Estimate
The analysis identifies key predictors affecting organizational outcomes, including PDOcen, MonthsWithCurrentLeader, NationalityOfLeader, TL_HPEcen, Sex, CompanyType, Age (Year), and CurrentCompanyTenure (Years) Additionally, the interaction term TL_HPEcenxPDOcen provides further insights into how these factors jointly influence results Understanding these variables is essential for optimizing leadership stability and company performance.
Current Company Tenure -0.015 -0.034 0.658 -0.017 -0.039 0.615 Months With Leader 0.003 0.057 0.408 0.003 0.049 0.473 Nationality Of Leader -0.081 -0.024 0.7 -0.078 -0.024 0.708
Table 4-14: Power Distance Orientation Moderates the Relationship between Contingent Punishment and Follower’s Intrinsic Motivation
Std Error of the Estimate
2 338 b 114 081 1.17980 a Predictors: (Constant), PDOcen, TS_CPcen, NationalityOfLeader , MonthsWithCurrentLeader, Sex , CompanyType, Age(Year), CurrentCompanyTenure(Years) b Predictors: (Constant), PDOcen, TS_CPcen, NationalityOfLeader , MonthsWithCurrentLeader, Sex , CompanyType, Age(Year), CurrentCompanyTenure(Years), TS_CPcenxPDOcen
4.8.3 Moderating effects of Time with Leader on the leadership behaviours- follower’s intrinsic motivation relationship (H4a, H4b)
To test hypotheses H4a and H4b, the researcher included TL_CORcen and TIMEWITHMANGERcen in the initial regression model, analyzing their individual effects In the subsequent model, an interaction term between TL_CORcen and TIMEWITHMANGERcen was added to assess how the combination of these variables influences the outcome This approach helps to determine whether the relationship between the variables varies based on their interaction, providing insights into the moderating effects within the model.
Control variables such as age, sex, current company tenure, leader's nationality, and company type were incorporated into the models to ensure comprehensive analysis The same methodological approach was applied to evaluate TL_HPEcen and TS_CPcen, enhancing the robustness of the findings Including these variables helps account for potential confounding factors, improving the accuracy of the results in understanding leadership and organizational dynamics.
The results indicate that Time With Leader moderates the relationship between Core Transformational Leadership and Intrinsic Motivation, highlighting its significant impact on enhancing intrinsic motivation However, this moderating effect was not observed for High Performance Expectation and Contingent Punishment, as evidenced by no increase in adjusted R-squared values in these cases These findings suggest that the duration of leader interactions plays a crucial role in fostering intrinsic motivation through transformational leadership styles.
Table 4-15 reveals that the moderation effect of Time With Leader on the relationship between Core Transformational Leadership and Intrinsic Motivation is significant (β = -.132, p < 05) The analysis shows that incorporating this interaction increases the model's explanatory power, with an adjusted R² of 207, indicating a 1% improvement in variance explained compared to the previous model.
In interpreting the result, core transformational leadership has a stronger effect on follower’s intrinsic motivation when followers have shorter working relationship with their leader
Table 4-15: Time with Leader Moderates the Relationship between Core Transformational Leadership Behaviors and Follower’s Intrinsic Motivation
Std Error of the Estimate
The analysis incorporated key predictors such as TIMEWITHMANAGERcen, NationalityOfLeader, Sex, TL_CORcen, CompanyType, Age, and CurrentCompanyTenure, alongside their interactions, to understand their impact on the outcome variable The model highlights the significance of these factors in explaining variations within the data, emphasizing the importance of leadership nationality, employee demographics, and company characteristics Additionally, the interaction between TL_CORcen and TIMEWITHMANAGERcen suggests a combined influence that warrants further exploration.
- 0.132 0.042 a Dependent Variable: IM tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg