Reliability And Correlation Analysis For Leadership, Performance, And Satisfaction

Transformational Data:

Reliability Statistics
Cronbach’s Alpha	N of Items
.930 Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	24

The value of the Cronbach’s alpha = 0.930. It indicates that the transformational data set is highly reliable. It may also be a manipulated data (as Cronbach’s alpha = 0.85 to 1).

Item-Total Statistics
	Scale Mean if Item Deleted	Scale Variance if Item Deleted	Corrected Item-Total Correlation	Cronbach’s Alpha if Item Deleted
My supervisor makes workers feel good to be around him/her	41.35	59.430	.728	.923
I am proud to be associated with my supervisor	41.25	59.609	.729	.923
I have complete faith in my supervisor	41.51	59.307	.718	.923
My supervisor expresses in a few words what we could and should do	41.41	60.772	.606	.928
My Supervisor provides appealing images about what we can do	41.38	61.601	.602	.928
My supervisor helps me find? meaning in my work	41.48	57.761	.798	.920
My supervisor provides new ways of looking at issues/problems	41.38	59.401	.694	.924
My supervisor encourages others to rethink ideas that they had never questioned before	41.52	59.470	.679	.925
My supervisor encourages me to question how things are done	41.65	58.721	.703	.924
My supervisor shows concern in individual development	41.41	57.627	.757	.922
My supervisor gives honest feedback	41.34	60.882	.685	.925
My supervisor gives personal attention to others who seem rejected	41.68	59.145	.671	.925

The value Cronbach’s alpha is greater than 0.9 for all the variables. Hence, none of the variable among 12 variables, can be omitted from the data set.

Transactional data:

Reliability Statistics
Cronbach’s Alpha	N of Items
.670	6

The value of the Cronbach’s alpha = 0.67. It indicates that the transactional data set is moderately reliable (alpha is between 0.5 to 0.7).

Item-Total Statistics
	Scale Mean if Item Deleted	Scale Variance if Item Deleted	Corrected Item-Total Correlation	Cronbach’s Alpha if Item Deleted
My supervisor recognise/rewards workers that achieve their targets	18.94	7.514	.426	.619
My supervisor tells others what to do if they want to be rewarded for their work	18.87	6.620	.686	.516
My supervisor tells us the standard we have to know to carry out our work	18.67	7.697	.661	.559
My supervisor punishes those workers that performs below set targets	19.32	8.967	.146	.717
My supervisor makes sure every activity follows procedures	18.65	8.321	.380	.635
As long as things are working, my supervisor do not try to change anything?	19.11	8.479	.238	.687

The value of Cronbach’s alpha is least for the variable “My supervisor tells others what to do if they want to be rewarded for their work” (0.516). Hence, according to analyst, the variable may be deleted from the transactional data set.

Employees’ performance data:

Reliability Statistics
Cronbach’s Alpha	N of Items
.739	4

The value of the Cronbach’s alpha = 0.739. It indicates that the Employees’ performance data set is highly reliable (alpha is between 0.7 to 0.85).

Item-Total Statistics
	Scale Mean if Item Deleted	Scale Variance if Item Deleted	Corrected Item-Total Correlation	Cronbach’s Alpha if Item Deleted
How do you rate your performance in your organisation	11.80	2.669	.444	.730
How do you rate your productivity on the Job?	11.80	2.397	.725	.575
How do you evaluate the performance of your peers at their job compared with yourself doing the same kind of work?	12.21	2.529	.490	.705
How do you evaluate the performance of yourself at your job compared with your peers doing the same work	11.81	2.682	.496	.699

The value of Cronbach’s alpha for the variable “How do you rate your productivity on the job” (0.575). Hence, analyst may omit this variable from the employee’s performance data.

Employee’s satisfaction data:

Reliability Statistics
Cronbach’s Alpha	N of Items
.128	2

The value of the Cronbach’s alpha = 0.128. It indicates that the Employees’ satisfaction data set is not at all reliable (alpha is less than 0.3).

Item-Total Statistics
	Scale Mean if Item Deleted	Scale Variance if Item Deleted	Corrected Item-Total Correlation	Cronbach’s Alpha if Item Deleted
Job satisfaction is mediating between transactional leadership and employee performance (Transactional leadership focuses on maintaining the normal flow of operations. Here leaders use disciplinary power to motivate employees to perform at their best	4.14	.609	.069	.
Job satisfaction is mediating between transformational leadership and employee performance (Transformational leadership style focuses on team-building, motivation and collaboration with employees)	3.85	.804	.069	.

Overall data set:

Reliability Statistics
Cronbach’s Alpha	N of Items
.915	24

The Cronbach’s alpha of the whole data set (including all the 24 variables) refer that the data set is overall highly reliable. It may also be a manipulated data for its excess reliability.

Item-Total Statistics
	Scale Mean if Item Deleted	Scale Variance if Item Deleted	Corrected Item-Total Correlation	Cronbach’s Alpha if Item Deleted
Job satisfaction is mediating between transactional leadership and employee performance (Transactional leadership focuses on maintaining the normal flow of operations. Here leaders use disciplinary power to motivate employees to perform at their best	87.94	146.623	.080	.920
Job satisfaction is mediating between transformational leadership and employee performance (Transformational leadership style focuses on team-building, motivation and collaboration with employees)	87.65	141.612	.374	.914
My supervisor makes workers feel good to be around him/her	87.92	133.639	.708	.908
I am proud to be associated with my supervisor	87.82	134.040	.702	.908
I have complete faith in my supervisor	88.08	133.693	.687	.908
My supervisor expresses in a few words what we could and should do	87.98	135.327	.605	.910
My Supervisor provides appealing images about what we can do	87.95	136.979	.578	.911
My supervisor helps me find? meaning in my work	88.05	132.062	.733	.907
My supervisor provides new ways of looking at issues/problems	87.95	133.488	.682	.908
My supervisor encourages others to rethink ideas that they had never questioned before	88.09	134.992	.600	.910
My supervisor encourages me to question how things are done	88.22	133.207	.658	.909
My supervisor shows concern in individual development	87.98	131.527	.713	.907
My supervisor gives honest feedback	87.91	135.446	.682	.909
My supervisor gives personal attention to others who seem rejected	88.25	132.790	.676	.908
My supervisor recognise/rewards workers that achieve their targets	88.01	132.627	.699	.908
My supervisor tells others what to do if they want to be rewarded for their work	87.95	133.924	.676	.908
My supervisor tells us the standard we have to know to carry out our work	87.74	138.904	.599	.911
My supervisor punishes those workers that performs below set targets	88.40	146.023	.097	.920
My supervisor makes sure every activity follows procedures	87.72	139.767	.463	.913
As long as things are working, my supervisor do not try to change anything?	88.18	143.204	.221	.918
How do you rate your performance in your organisation	87.71	139.207	.565	.911
How do you rate your productivity on the Job?	87.71	143.480	.352	.914
How do you evaluate the performance of your peers at their job compared with yourself doing the same kind of work?	88.12	142.613	.345	.914
How do you evaluate the performance of yourself at your job compared with your peers doing the same work	87.72	144.985	.234	.916

All the Cronbach’s alpha is greater than 0.7 for all the 24 variables. Hence, no variable should be omitted.

Correlation Coefficient:

Transformational Leadership vs. Employees’ performance:

	How do you rate your performance in your organisation	How do you rate your productivity on the Job?	How do you evaluate the performance of your peers at their job compared with yourself doing the same kind of work?	How do you evaluate the performance of yourself at your job compared with your peers doing the same work
My supervisor makes workers feel good to be around him/her	Pearson Correlation	.428^**	.275^**	.263^**	.182
Sig. (2-tailed)	.000	.004	.005	.056
N	111	111	111	111
I am proud to be associated with my supervisor	Pearson Correlation	.454^**	.168	.207^*	.097
Sig. (2-tailed)	.000	.077	.030	.312
N	111	111	111	111
I have complete faith in my supervisor	Pearson Correlation	.437^**	.179	.162	.090
Sig. (2-tailed)	.000	.060	.089	.345
N	111	111	111	111
My supervisor expresses in a few words what we could and should do	Pearson Correlation	.369^**	.135	.171	.228^*
Sig. (2-tailed)	.000	.159	.073	.016
N	111	111	111	111
My Supervisor provides appealing images about what we can do	Pearson Correlation	.307^**	.159	.073	.131
Sig. (2-tailed)	.001	.096	.444	.170
N	111	111	111	111
My supervisor helps me find? meaning in my work	Pearson Correlation	.388^**	.212^*	.186	.069
Sig. (2-tailed)	.000	.025	.051	.473
N	111	111	111	111
My supervisor provides new ways of looking at issues/problems	Pearson Correlation	.399^**	.220^*	.186	.089
Sig. (2-tailed)	.000	.020	.051	.351
N	111	111	111	111
My supervisor encourages others to rethink ideas that they had never questioned before	Pearson Correlation	.289^**	.113	.140	.045
Sig. (2-tailed)	.002	.236	.144	.637
N	111	111	111	111
My supervisor encourages me to question how things are done	Pearson Correlation	.343^**	.080	.227^*	-.083
Sig. (2-tailed)	.000	.404	.017	.388
N	111	111	111	111
My supervisor shows concern in individual development	Pearson Correlation	.385^**	.108	.180	.046
Sig. (2-tailed)	.000	.259	.059	.635
N	111	111	111	111
My supervisor gives honest feedback	Pearson Correlation	.437^**	.247^**	.187^*	.031
Sig. (2-tailed)	.000	.009	.050	.744
N	111	111	111	111
My supervisor gives personal attention to others who seem rejected	Pearson Correlation	.437^**	.230^*	.235^*	.032
Sig. (2-tailed)	.000	.015	.013	.743
N	111	111	111	111
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

The moderately strong and positive correlation was found between the variables –

“How do you rate your performance in your organisation” and rest of all the variables except 1) “My supervisor encourages others to rethink ideas that they had never questioned before”, (correlation coefficients (r) are in the interval of 0.3 to 0.6).

Transformational Leadership vs. Employees’ satisfaction:

	Job satisfaction is mediating between transactional leadership and employee performance (Transactional leadership focuses on maintaining the normal flow of operations. Here leaders use disciplinary power to motivate employees to perform at their best	Job satisfaction is mediating between transformational leadership and employee performance (Transformational leadership style focuses on team-building, motivation and collaboration with employees)
My supervisor makes workers feel good to be around him/her	Pearson Correlation	.109	.337^**
Sig. (2-tailed)	.253	.000
N	111	111
I am proud to be associated with my supervisor	Pearson Correlation	.131	.324^**
Sig. (2-tailed)	.171	.001
N	111	111
I have complete faith in my supervisor	Pearson Correlation	.132	.310^**
Sig. (2-tailed)	.169	.001
N	111	111
My supervisor expresses in a few words what we could and should do	Pearson Correlation	.084	.202^*
Sig. (2-tailed)	.381	.034
N	111	111
My Supervisor provides appealing images about what we can do	Pearson Correlation	-.009	.157
Sig. (2-tailed)	.925	.100
N	111	111
My supervisor helps me find? meaning in my work	Pearson Correlation	-.015	.254^**
Sig. (2-tailed)	.874	.007
N	111	111
My supervisor provides new ways of looking at issues/problems	Pearson Correlation	-.030	.142
Sig. (2-tailed)	.757	.138
N	111	111
My supervisor encourages others to rethink ideas that they had never questioned before	Pearson Correlation	-.151	.203^*
Sig. (2-tailed)	.113	.032
N	111	111
My supervisor encourages me to question how things are done	Pearson Correlation	-.065	.218^*
Sig. (2-tailed)	.496	.021
N	111	111
My supervisor shows concern in individual development	Pearson Correlation	-.133	.252^**
Sig. (2-tailed)	.163	.008
N	111	111
My supervisor gives honest feedback	Pearson Correlation	-.026	.211^*
Sig. (2-tailed)	.783	.026
N	111	111
My supervisor gives personal attention to others who seem rejected	Pearson Correlation	.082	.248^**
Sig. (2-tailed)	.390	.009
N	111	111
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

The moderately strong and positive correlation was found between the variables –

“Job satisfaction is mediating between transformational leadership and employee performance (Transformational leadership style focuses on team-building, motivation and collaboration with employees)” and

“My supervisor makes workers feel good to be around him/her” (r = 0.337).
“I am proud to be associated with my supervisor” (r = 0.324).
“I have complete faith in my supervisor” (r = 0.310).

Transactional Leadership vs. Employees’ performance:

	How do you rate your performance in your organisation	How do you rate your productivity on the Job?	How do you evaluate the performance of your peers at their job compared with yourself doing the same kind of work?	How do you evaluate the performance of yourself at your job compared with your peers doing the same work
My supervisor recognise/rewards workers that achieve their targets	Pearson Correlation	.420^**	.251^**	.253^**	.107
Sig. (2-tailed)	.000	.008	.007	.264
N	111	111	111	111
My supervisor tells others what to do if they want to be rewarded for their work	Pearson Correlation	.394^**	.225^*	.189^*	.136
Sig. (2-tailed)	.000	.018	.046	.155
N	111	111	111	111
My supervisor tells us the standard we have to know to carry out our work	Pearson Correlation	.308^**	.264^**	.192^*	.231^*
Sig. (2-tailed)	.001	.005	.044	.015
N	111	111	111	111
My supervisor punishes those workers that performs below set targets	Pearson Correlation	.066	-.077	.096	.133
Sig. (2-tailed)	.493	.420	.318	.164
N	111	111	111	111
My supervisor makes sure every activity follows procedures	Pearson Correlation	.280^**	.190^*	.161	.146
Sig. (2-tailed)	.003	.046	.092	.126
N	111	111	111	111
As long as things are working, my supervisor do not try to change anything?	Pearson Correlation	.203^*	.169	.200^*	.154
Sig. (2-tailed)	.032	.076	.036	.106
N	111	111	111	111
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

The moderately strong and positive correlation was found between “How do you rate your performance in your organisation” and

“My supervisor recognise/rewards workers that achieve their targets” (r = 0.420).
“My supervisor tells others what to do if they want to be rewarded for their work” (r = 0.394).
“My supervisor tells us the standard we have to know to carry out our work” (r = 0.308).

Transactional Leadership vs. Employees’ Satisfaction:

	Job satisfaction is mediating between transactional leadership and employee performance (Transactional leadership focuses on maintaining the normal flow of operations. Here leaders use disciplinary power to motivate employees to perform at their best	Job satisfaction is mediating between transformational leadership and employee performance (Transformational leadership style focuses on team-building, motivation and collaboration with employees)
My supervisor recognise/rewards workers that achieve their targets	Pearson Correlation	.075	.233^*
Sig. (2-tailed)	.434	.014
N	111	111
My supervisor tells others what to do if they want to be rewarded for their work	Pearson Correlation	.025	.271^**
Sig. (2-tailed)	.797	.004
N	111	111
My supervisor tells us the standard we have to know to carry out our work	Pearson Correlation	.040	.190^*
Sig. (2-tailed)	.673	.045
N	111	111
My supervisor punishes those workers that performs below set targets	Pearson Correlation	.038	.246^**
Sig. (2-tailed)	.692	.009
N	111	111
My supervisor makes sure every activity follows procedures	Pearson Correlation	.064	.219^*
Sig. (2-tailed)	.503	.021
N	111	111
As long as things are working, my supervisor do not try to change anything?	Pearson Correlation	.279^**	.206^*
Sig. (2-tailed)	.003	.030
N	111	111

No moderately strong and positive correlation was found between “Transactional leadership” and “Employees’ satisfaction” data set.

Reliability And Correlation Analysis For Leadership, Performance, And Satisfaction

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