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Table 3 Pearson’s correlation between first and second order variables, as well as between organizational outcomes and leadership styles

From: Self-perception of leadership styles and behaviour in primary health care

  TFL TRL CAL PAL CI Satisf.
TFL       
TRL 0.813      
CAL -0.017 0.068     
PAL -0.266 -0.180 0.915    
CI 0.977 0.784 -0.025 -0.263   
Satisf. 0.646 0.666 0.09 -0.081 0.651  
Efficiency 0.724 0.710 0.057 -0.157 0.711 0.688
Extra effort 0.668 0.626 0.077 -0.137 0.679 0.584
Intellectual motivation 0.861 0.724 0.003 -0.222 0.731 0.506
Behavioural influence 0.855 0.608 -0.096 -0.321 0.868 0.442
Inspirational motivation 0.863 0.787 0.013 -0.192 0.881 0.646
Attributed influence 0.846 0.652 0.022 -0.173 0.879 0.625
Contingent reward 0.715 0.894 0.07 -0.174 0.697 0.541
Individualized consideration 0.766 0.931 0.055 -0.157 0.732 0.663
Passive management by exception -0.276 -0.216 0.801 0.905 -0.274 -0.074
Active management by exception 0.586 0.592 0.307 -0.103 0.560 0.413
Laissez faire -0.220 -0.124 0.878 0.935 -0.216 -0.075