Items on transformational leadership (reliability and validity)
| Mean | Factor | |
|---|---|---|
| Idealized influence | 4.37 | |
| 1. Engages employees in his/her future vision | 4.29 | 0.911 |
| 2. Expresses his/her their most important values and beliefs to employees | 4.40 | 0.797 |
| 3. Inspires loyalty to the establishment in employees | 4.43 | 0.841 |
| Eigenvalue per factor % of variance explained Kaiser–Meyer–Olkin index Barlett’s significance test of sphericity Cronbach’s alpha | 2.173 72.426 0.650 0.000 0.809 | |
| Inspirational motivation | 4.32 | |
| 1. There is a strong communicative culture in all areas of the establishment | 4.18 | 0.844 |
| 2. His/her behavior allows the integration and mobilization of teams | 4.44 | 0.853 |
| 3. They are consistent between what they say and what they do | 4.34 | 0.815 |
| Eigenvalue per factor % of variance explained Kaiser–Meyer–Olkin index Barlett’s significance test of sphericity Cronbach’s alpha | 2.104 70.126 0.701 0.000 0.785 | |
| Individualized consideration 1. Takes into account the personal feelings of his/her employees before acting | 4.30 4.21 | 0.845 |
| 2. Encourages employees to think about the best way to do things | 4.41 | 0.793 |
| 3. Shows employees the benefits of achieving establishment goals | 4.30 | 0.881 |
| Eigenvalue per factor % of variance explained Kaiser–Meyer–Olkin index Barlett’s significance test of sphericity Cronbach’s alpha | 2.119 70.634 0.681 0.000 0.792 | |
| Intellectual stimulation | 4.27 | |
| 1. Takes part in continuous improvement processes, even when these activities go beyond management responsibilities | 4.17 | 0.876 |
| 2. Interested in knowing the needs of his/her working group | 4.33 | 0.825 |
| 3. Allows employees to think about old problems in new ways | 4.30 | 0.853 |
| Eigenvalue per factor % of variance explained Kaiser–Meyer–Olkin index Barlett’s significance test of sphericity Cronbach’s alpha | 2.174 72.467 0.705 0.000 8.808 | |
| Mean | Factor | |
|---|---|---|
| 4.37 | ||
| 1. Engages employees in his/her future vision | 4.29 | 0.911 |
| 2. Expresses his/her their most important values and beliefs to employees | 4.40 | 0.797 |
| 3. Inspires loyalty to the establishment in employees | 4.43 | 0.841 |
| Eigenvalue per factor | 2.173 | |
| 4.32 | ||
| 1. There is a strong communicative culture in all areas of the establishment | 4.18 | 0.844 |
| 2. His/her behavior allows the integration and mobilization of teams | 4.44 | 0.853 |
| 3. They are consistent between what they say and what they do | 4.34 | 0.815 |
| Eigenvalue per factor | 2.104 | |
| 4.30 | 0.845 | |
| 2. Encourages employees to think about the best way to do things | 4.41 | 0.793 |
| 3. Shows employees the benefits of achieving establishment goals | 4.30 | 0.881 |
| Eigenvalue per factor | 2.119 | |
| 4.27 | ||
| 1. Takes part in continuous improvement processes, even when these activities go beyond management responsibilities | 4.17 | 0.876 |
| 2. Interested in knowing the needs of his/her working group | 4.33 | 0.825 |
| 3. Allows employees to think about old problems in new ways | 4.30 | 0.853 |
| Eigenvalue per factor | 2.174 | |
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