Professional Documents
Culture Documents
R
2
.24 .28 .29 .30
Adjusted R
2
.23 .26 .27 .27
Note, N = 335;
p < .10, *p < .05, **p < .01, ***p < .001.
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Table 3
Results of multiple regression analysis of job satisfaction onto servant leadership, leader dominance and centralization
Step 1 Step 2 Step 3 Step 4
b SE b t b SE b t b SE b t b SE b t
Control variables
Size .04 .05 0.82 .05 .05 0.96 .06 .05 1.18 .08 .05 1.57
Tenure .17** .05 3.45 .17** .05 3.43 .15** .05 3.03 .16** .05 3.24
Transformational
Leadership
.46*** .05 9.28 .17 .05 1.61 .13 .10 1.23 .09 .10 0.86
Main effects
Servant Leadership .28* .10 2.55 .33** .11 2.94 .42*** .11 3.68
Dominance -.05 .06 -0.90 -.04 .06 -0.61 -.05 .06 -.093
Centralization -.13* .05 -2.51
-
.14**
.05 -2.62 -.22 .06 -3.77
2-way interaction
Servant Leadership x
Dominance
-.08 .05 -1.63 -.08 .05 -1.58
Servant Leadership x
Centralization
.11* .05 2.00 .20** .06 3.34
Dominance x
Centralization
.12* .06 2.13 .16** .06 2.79
3-way interaction
Servant Leadership x
Dominance x
Centralization
-.14** .05 -3.06
R
2
.24 .05 .02 .02
F 31.78*** 7.05*** 2.73* 9.34**
R
2
.24 .28 .30 .32
Adjusted R
2
.23 .27 .28 .30
Note, N = 335;
p < .10, *p < .05, **p < .01, ***p < .001.
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Table 4
Mean ratings for the independent variables portrayed in the vignettes
Type of Vignette
Judgement of High Low t p
Leader Involvement 4.28 2.06 10.09 < .001
Leader Dominance 4.69 1.92 14.79 < .001
Formalization 4.22 1.94 9.29 < .001
Centralization 4.42 2.04 10.13 < .001
SL NL
Servant Leadership 3.86 1.64 13.49 < .001
Narcissistic Leadership 2.39 4.33 10.11 < .001
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APPENDIX
The vignette was separated into six paragraphs. The first was an introduction into the
organization which did not change across the 32 vignettes. The second paragraph introduced
the participant to the induction process of the organization (a formalization manipulation) and
an ethical dilemma the participant faced in their job (a leadership manipulation). The third
paragraph described the leadership style of the manager (a leadership manipulation). The
fourth paragraph outlaid how meetings were run under their manager (a leaders decision
making process manipulation) and how a previous business situation was handled by the
manager (a leadership and a centralization manipulation). The fifth paragraph outlined a
simple task that the participant had to undertake and how the organizational structure affected
this task (a formalization and centralization manipulation). The sixth paragraph asked the
participant to reflect on their time at the organization and rate their job satisfaction. The
wording of this paragraph did not change over the 32 different vignettes. For a copy of any of
the 32 differing vignettes please contact the authors.
An excerpt of the servant leadership vignettes is:
Over the journey your supervisor has acted as a mentor being very open and
honest, helping you through different and varied situations.
An excerpt of the narcissistic leadership vignettes is:
Your supervisor only went out of her way to help you resolve problems if it
was to her advantage.
An excerpt of the vignette leader with high involvement in the decision making process is:
From your interactions, you noticed that your supervisor listened intently,
was well informed of all the situations inside and outside of the company.
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An excerpt of the vignette leader with low involvement in the decision making process is:
you noticed that your supervisor did not listen intently and seemed
unconcerned with any decisions your team was making.
An excerpt of the vignette leader with high dominance in the decision making process is:
From your interactions, you noticed she always pushed to have her
decisions implemented and was reluctant to compromise on her position.
An excerpt of the vignette leader with low dominance in the decision making process is:
Your supervisor was never domineering, letting your team decide make
decisions even if they were counter to her own views.
An excerpt of the vignette organization with high levels of formalization is:
you found a clear job description telling you what you needed to do for
each job rotation and guidelines to follow if any issue arose.
An excerpt of the vignette organization with low levels of formalization is:
She told you there isnt a formal rules and procedures manual as such, but
any question you had she was more than happy to answer.
An excerpt of the vignette organization with high levels of centralization is:
you were told by one of the workers that youll learn quickly, that in this
company you cant use your own discretion you do what they tell you.
An excerpt of the vignette organization with low levels of centralization is:
you were told by one of the workers that youll learn quickly, that in this
company you can use your own discretion.
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