Scale N Mean Standard Deviation Work 49 337 1468 Supervision 49 347 1582 Colleagues 49 339 1483 Salary 49 163 1167 Growth 49 261 1511 Overall 49 294 1464 Valid N (list-wise) 49
Correlation Job Satisfaction Transformational Leadership 018 Transactional Leadership 015
CKC BEM is operating in an unstable uncertain environment with demands from the parent
company for a more competitive and cost-effective operation Budgetary constraints were seen to
restrict the CEO to function in a more pro-active way The lack of essential investments is posing
Comparing the interviews and questionnaires of the MLQ all findings indicated that the
Leadership style is mostly Transformational with Inspirational Motivation scoring the highest
followed by Intellectual Stimulation The Inspirational Motivation style is an effect of the clear
articulation of an appealing vision and challenges followers The staff is thus motivated and
encouraged to fulfill organizational goals and to believe in them Contingent Reward of the
Transactional Style of leadership scored third highest and indicates a good mix of leadership
style given the diversity of the workforce and the relatively high number of the general staff
with lower level education Using the Contingent Reward style the leader clarifies what is
expected from followers and what they will receive if they meet the expectations At CKC BEM
the leadership style seems to fit well into the full scale of leadership styles as developed by Bass
Looking at the performance outcomes to see in which way they are influenced we notice
a value of 378 for Extra Effort 367 for Effectiveness and 398 for Satisfaction All values lie
above the general mean of 20 This indicates that the motivation to work more than expected is
rather high The relatively low score for Effectiveness could be explained as a result of the
general low reward level in the organization Another explanation could be the possible fear of
employees to lose their jobs given the financial position of the company and the ever present
threat of termination of the operation The highest score for Satisfaction is indication of a
situation in which employees generally feel pleasure with the methods of leadership and the way
the leadership works with others
The observed correlation between Transformational and Transactional Leadership style
and the performance outcomes Extra Effort Effectiveness and Satisfaction support Bassrsquos
suggestion (Bass 1998) that the leadership styles should correlate with the performance
outcomes Bass also proposed that the correlations should be higher for Transformational
leadership and less for Transactional leadership (See table 6 on page 54 and table 7 on page 55)
The third and the fourth research questions looked at respectively the inter-relationship
between Transformational Leadership Trust and Job Satisfaction The results indicate a negative
relationship between Transformational Leadership and Trust and no significant relationship
between Transformational Leadership and Job Satisfaction
Transformational leaders empower people to apply extra effort for the group and
progressively exert higher order needs from followers They formulate and communicate
extraordinary visions Transformational leaders have to inspire trust in their followers to become
committed to their visions (Bass amp Avolio 1994) The hypothesis thus stated that there is a
significant relationship between transformational leadership and trust but this hypothesis did not
find support in this research This is understandable given the fact that employees are uncertain
about the future of the company and are dissatisfied with their salaries Although there is firm
belief and confidence in the leader the followers are well aware of the uncertain future of the
Marlegravene Amelo MBA-Intake 1 2003 page 58 MsMFHR Lim A Po Institute
company The many changes in leadership combined with the lack of investment in equipment
have scarred their trust and have ingrained the idea that the company is threatened by termination
of operations Furthermore it is safe to say that if the company fails to address this fear and lack
of trust in the intentions of its holding company regarding the future of CKC BEM it is destined
to remain firmly rooted mistrust is probably the single most formidable obstacle in the way of
meaningful and sustained change
Although the hypothesis could not be supported in this study the insight has been gained that
through the transformational leadership style exerted by the CEO he is well appreciated by the
followers who expressed appreciation for his attempts at improvement as well as his
commitment to treat employees in a sensitive and considerate manner They expressed trust in
the person of the CEO In fact what appeared is that the trust in the CEO is such that it mitigates
the harmful effects of the distrust in the intentions of the holding company
64 Summary
The chapter presented the results of the interviews and the case-study survey Transformational
Leadership style was recognized as the primary style followed by Transactional Leadership style
which illustrates a good leadership mix given the diverse workforce and the intricate
organizational situation Inspirational Motivation reached the highest value which explains the
high involvement of the CEO the management team and the general staff Moreover the
relationship with the performance outcome were analyzed and correlated with Bassrsquos
suggestions The lowest relationship between the leadership style and the performance outcome
Effectiveness was explained in terms of low trust in the organizational future and low reward
levels The relationship between Transformational Leadership and Trust and the lack of
significant relationship with Job Satisfaction was explained in terms of uncertainty of the future
of the organization given the attitude of the Holding Company and resulting failure to provide
better financial rewards However the leadership style of the CEO with highest score for
Inspirational Motivation greatly compensated and in fact mitigated the harmful effects of the
negative feelings among the majority of the employees towards the Holding company
Marlegravene Amelo MBA-Intake 1 2003 page 59 MsMFHR Lim A Po Institute
CHAPTER SEVEN
7 CONCLUSIONS AND PRACTICAL IMPLEMENTATION
71 Introduction
The objective of this study was to test the implications of Transformational Leadership in a
company in a Surinamese setting Specifically the study was aimed at investigating whether
CKC BEMrsquos CEO is practicing Transformational Leadership Moreover the researcher sought
to examine the relationship between transformational leadership style employee trust and
satisfaction in the CKC BEM organization The final objective was to sustain the competencies
skills and knowledge acquired during the MBA program The analysis compared the generally
accepted positive correlation between Transformational Leadership and trust and satisfaction on
the one hand and the specific shortcomings in CKC BEM on the other
In this final chapter the contribution of the study directions for future research and the
limitations of the present study will be discussed The conclusions will be formulated and the
implications for management practices will also be addressed Furthermore some
recommendations will be given based on study findings Possible ways to implement these
recommendations will conclude the chapter
72 Contribution of the Current Study
The current study adds to the researcherrsquos efforts to better understand the influences of
transformational leadership style on employee trust and job satisfaction The fact that the study
was conducted in an organization in an important sector of the Surinamese economy adds to the
understanding of Surinamese organizationsrsquo perception of transformational leadership behavior
however limited and only lifting a tip of the veil
Marlegravene Amelo MBA-Intake 1 2003 page 60 MsMFHR Lim A Po Institute
73 Summary and Conclusions
The objectives of the study were
bull To investigate whether the CEO of CKC BEM is practicing Transformational Leadership
bull To test the implications of Transformational Leadership in a company in a Surinamese
setting
bull To examine the relationship between transformational leadership style employee trust
and satisfaction in the CKC BEM organization
bull To sustain the competencies skills and knowledge acquired during the MBA program
The Purpose of the study was to provide the CKC BEM company with a more profound
insight in the mechanisms of transformational leadership and to find ways to improve on the
overall leadership and deal with the existing organizational problems Moreover the study
results could be used as a source of information to the concrete construction sector for a better
understanding of transformational leadership to develop a competitive advantage in the
globalizing environment Additionally the researcher could convey the knowledge gained to a
wider range of Surinamese companies and an array of other interested parties
Given the frequent changes in CEOs and the employeesrsquo up surging disbelief in the
continuity of the company the overall findings of the study were not surprising They value the
new CEO as the MLQ results confirm but are wary of the failing to invest in resources which
will lead to a better working environment with proper tools and an outlook for proper rewards
Given the high scores it was apparent that the Transformational Leadership style has
proven successful in this company as far as interpersonal relationships are concerned The results
also imply that within CKC BEM this leadership style complements the Transactional style
When the present CEO took over the leadership he attempted to turn the organization
into a profitable entity within three years Recognizing that people are the most important asset
his emphasize was first and foremost on upgrading their skills This objective was met as far as
the quality production technical and sales managers were concerned In this respect his
leadership style helped a lot in motivating the people to exert extra effort The company made
considerable progress in standardizing the production method and became ISO certified in 2003
Marlegravene Amelo MBA-Intake 1 2003 page 61 MsMFHR Lim A Po Institute
However as much emphasize as was laid on the other sectors of the company the financial
management was in poor condition and the cash flow management was a daily aggravation The
stand of the Holding company not to invest in the necessary resources for CKC BEM and the
lack of working capital put the CEO in an agonizing position The chief executive was too
occupied with day-to-day managerial activities leaving him insufficient time for creativity and
innovation
One conclusion that has to be drawn from the case is that the leadership of the
organization is not at its optimum in terms of managerial practices There are no effective
managerial audits in place nor can the efficiency of the managers be monitored in an effective
way The company has been plagued by too many leadership changes in a relatively short time
leaving employees uncertain and at times distrustful of the future of the organization
Another conclusion is that no significant correlation was found between the
Transformational Leadership style and Job Satisfaction and a negative correlation was found
between the Leadership style and Trust The chief executiversquos strive to make the best of the
situation without the needed investments has proven an illusion He had to put so much time and
effort in building up a company from scratch without qualified people and without the required
investments that he overlooked the vital aspect cash flow management Too much endurance
was asked from the staff before a prospect for proper financial reward was conceivable As a
result the general staff is gradually losing trust in the future of the company in general and more
particularly in better work conditions of which pay is an essential ingredient This is exemplified
in the results of research questions three and four As much as the staff values the leadership the
case-survey results do not indicate trust in the organization itself nor is there a good deal of
general satisfaction with the job As important as it is to emphasize development of the people
the practice has proven that without the essential investment the organization will not reach the
corporate financial goals if the equipment and machinery are not functioning up to standard nor
will it be possible to offer good working conditions and job satisfaction
Marlegravene Amelo MBA-Intake 1 2003 page 62 MsMFHR Lim A Po Institute
74 Recommendations
One of the most important roles for leaders of organizations is to shape the organization to
become a profitable and competitive enterprise where teams find a pleasant environment and
enjoy their work It is important to consider all aspects of the enterprise during this process It is
equally important to realize that although all members of the organization have to be involved
the responsibility begins at the top where the culture is set
The researcherrsquos recommendation for reaping the full benefits is to improve on the
leadership style acquire the needed investments and redesign the organization according to the
star model by JGalbraith in his book Designing Organizations an Executive briefing on
Strategy Structure and Process (See figure 15 on page 64) The researcherrsquos choice for the star
model is that it is a flexible model that can easily be reconfigured to ldquoquickly combine and
recombine skills competencies and resources across the enterprise to respond to changes in the
external environmentrdquo (Galbraith et al 2002)
The strength of the design framework is that it would have to be approached as a holistic
process a group effort to define the strategy with the management team to determine the
organizationrsquos direction and define the competitive advantage Then the formal power and
authority will be determined in the structure and roles In this phase a leadership team would
have to be appointed The responsibilities of the sections will be defined and the interrelationship
will be emphasized The processes and lateral capabilities are the ldquoconnective tissue that
transmits knowledge and resources to where they are neededrdquo (Galbraith 2002) The network
structure is at its best here allowing the organization to bring together the right people from all
over the organization The reward system will bring into line organizational goals with behavior
and performance The people practices are the competences and skills of all within the
organization (Galbraith 2002)
It is important to note that all components have to be properly aligned to prevent
misalignment When developing details a steering committee and work groups would have to be
installed The final phase would be the implementation of the new design where the whole
organization will have to be involved
Marlegravene Amelo MBA-Intake 1 2003 page 63 MsMFHR Lim A Po Institute
Figure 15 Galbraiths Star Model
People practices Staffing amp selection
Performance feedback
Structure Power amp authority Reporting Orgroles
Reward systems Goals scorecards amp metrics
Processes and lateral capability Networksprocesses teams integrative roles matrix struct
Strategy Vision
Direction
Source J Galbraith Organizational Design
75 Implications for Management
The ability of management to use Transformational Leadership is largely determined by the
structure and culture of the organization they manage Whereas CKC BEM is still hierarchical
the findings of the current study suggest that the leadership of CKC BEM given the previous
numerous leadership changes should focus on recapturing stability and trust in the future of the
enterprise and providing more equitable rewards to gain overall job satisfaction To reap the full
benefits of transformational leadership the CEO should embark on the process of designing a
new structure in which timely evaluation of management is in place to implement a turnaround
The foremost action to be taken is to convince the Holding Company to invest in essential
resources
According to Bass (1998) transformational leadership can be taught and learned
Transformational leaders can be trained in areas such as critical evaluation and problem
Marlegravene Amelo MBA-Intake 1 2003 page 64 MsMFHR Lim A Po Institute
detection envisioning communication skills for conveying a vision and how to empower
employees (Bass 1998) Bass et al (1997) found that the degree of transformational leadership
behavior observed at a superior level was also seen at the next lower level of management
Therefore an effective strategy of instilling transformational leadership in the CKC BEM
organization would be to provide transformational leadership training to top-level managers who
will in turn serve as role models for their lower-level subordinates This cascading down of the
leadership style would help reach organizational goals and objectives and would ultimately
improve the organizational effectiveness of CKC BEM
However the process of change and development of overall organizational leadership is
generally a long-term effort that requires continual updating feedback and modification (Bass
1998) As Bass (1998) points out ldquoWhere it is in short supply transformational leadership
should be encouraged for it can make a big difference in the organizationrsquos performancerdquo As
Senge (1994) put it ldquoin an increasingly dynamic interdependent and unpredictable world it is
simply no longer possible for anyone to figure it all out at the top The old model lsquothe top thinks
and the local actsrsquo must now give way to integrating thinking and acting at all levelsrdquo
Moreover the current financial position requires an immediate focus on investment for
upgrading the production and human resources and an accurate cash flow management
The proposed new structure in which all employees will be involved will result in
employees regaining trust in the organizational future and will enhance job satisfaction
76 Implementation
761 Making Changes
Global competition workforce changes rapidly advancing technology and customer-centered
focus have driven organizations to make changes and to adapt to the new business environment
At the same time reduced budgets and downsizing pressure managers to seek alternatives in
motivating their workforce to increase productivity improve quality and enhance customer
service while reducing costs Leadership is regarded critically in the initiation and
implementation of the transformations in organizations There is a strong need for leaders who
Marlegravene Amelo MBA-Intake 1 2003 page 65 MsMFHR Lim A Po Institute
are more change-oriented To survive and succeed in todayrsquos business environment many
companies will have to break down the bureaucratic system to improve their structures and
change their management philosophy One of the most important roles for the CKC BEM chief
executive is to shape the organization to become a profitable and competitive enterprise where
teams find a pleasant environment and enjoy their work It is important to consider all aspects of
the enterprise during this process and it is equally important to realize that although all members
of the organization have to be involved the responsibility begins at the top where the culture is
set
7611 Organizational Structure
The organizational structure determines where formal power and authority are located Vertical
pyramid structures make organizations bureaucratic rigid and ineffective where long lines of
communication narrow spans of control and deterioration of quality and lack of responsiveness
are common Lack of work ethic and inability to respond quickly to market demands result The
CEO has the important role to actively (re)shape the organization it cannot be designed from the
bottom up Although all layers should be involved the design is the responsibility of the leader
and the management team The organizationrsquos functional oriented departments must be realigned
to form customer-oriented teams Staff will have to be cross-trained to handle various types of
jobs They will have to be delegated with authority to resolve customer concerns and needs
Team leaders of the different units who could be former supervisors must become the ones who
help team members adapt successfully to the new environment These team leaders must have
previously received proper training in team building and facilitating skills This new structure
would give employees the needed exposure to customers in order to build customer sensitivity
and at the same time help employees gain insight into the entire operation These teams reduce
the need for external controls and let employees focus on their mission In this way the best ideas
and leadership principles will rapidly spread throughout the entire organization Communication
flow will improve in terms of accuracy speed and responsiveness The team-based change in the
structure will improve operational efficiency open up communication channels where team
Marlegravene Amelo MBA-Intake 1 2003 page 66 MsMFHR Lim A Po Institute
members offer better customer service resulting in a competitive organization which ultimately
will gain market share
7612 Managerial Principles
Changes in management philosophy are centered on the use of influence rather than power and
emphasize decision-making through consensual processes rather than directives and orders Not
only management but all in the organization must take responsibility for the success or failure of
the whole company The company under study will need to continue its effort in participative
management The transformational style of leadership should be further enhanced Team leaders
will facilitate the work of the team and manage their interaction with the organization Increased
teamwork and team autonomy can be an effective strategy for increased organizational
effectiveness and employee satisfaction
The transformational leadership style will further motivate all levels of the workforce to
contribute to necessary decisions by means of team approach This will lead to the employeesrsquo
sense of ownership of the company they work for
7613 Incentive Program
The incentive program at CKC BEM has to be creatively but radically modified to attach
rewards to team contributions and base incentives on knowledge and skills As an alternative to
the present individual performance evaluation assessment of the team performance as a whole
could be adopted where everyone in the same team receives similar compensation increments
With a non-hierarchical evaluation system and an equitable compensation plan the company will
further motivate its people boost employee morale and gain competitive edge through its human
capital
Marlegravene Amelo MBA-Intake 1 2003 page 67 MsMFHR Lim A Po Institute
7614 Training and Development
CKC BEM must prepare its entire workforce for the empowerment and teamwork concept by a
well-designed systematic and sustained training and development program and by allotting
sufficient funds and required resources Employeesrsquo understanding and support of the
organizational changes are essential for its transformation to be successful The training program
should be based on developing basic teamwork skills for employees at all levels to actively
participate in a team-oriented work environment and to practice Transformational Leadership
7615 Implementation Strategy
The leadership role is pivotal in the transformation of an organization (Bass 1994) The leader is
both the keeper of the vision and the architect of the future Therefore significant changes must
start from the top CKC BEMrsquos chief executive needs to serve as a role model of an effective
team player and transformational leader promoting a high involvement leadership philosophy
and taking a long-term approach to managing and developing people Only with firm
commitment from the leadership can a well-organized implementation plan be carried out to
make the necessary changes in structure policies communication and compensation to create an
appropriate working environment to support the transformation To actually implement the lsquoStar
modelrsquo the strategy in terms of vision and mission as well as its short- and long-term goals has
to be set clearly
77 Limitations of the study
The findings of the study should be viewed with a few limitations in mind The use of the MLQ
scale to measure leadership style is fairly new in Suriname and has not been applied across
organizations locally Embarking into MLQ will add a new dimension into the local concept of
leadership style
Another limitation could be sampling bias The number of effective participants was
limited to 49 All respondents were from a single organization which contains the
Marlegravene Amelo MBA-Intake 1 2003 page 68 MsMFHR Lim A Po Institute
generalizability of the findings The use of employees alone to measure organizational variables
could have affected the validity of the responses The study is not expected to be representative
of all organizations even of other concrete construction companies It is a start in the local
setting a sample of what could be a better understanding of how Transformational Leadership in
organizations influences variables and how to benefit from this knowledge
78 Directions for further Research
Future research could be conducted to address the limitations addressed above For example
similar future research into a larger number of organizations is needed to stabilize parameter
estimates and to obtain a less restricted range of variable scores Future researchers should also
explore the extent to which the distribution of transformational leadership skills is possible in
other organizations in the same sector As some of the hypothesized relationships were not
supported future research in the same organization is needed to further examine the nature and
progress of these relationships
Marlegravene Amelo MBA-Intake 1 2003 page 69 MsMFHR Lim A Po Institute
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Bass Bernard M Publications Kellogg Leadership Studies Project Transformational
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Managerial Applications 3rd ed New York The Free Press 1990 Bass Bernard M Full Range Leadership Development Manual for the multifactor leadership
questionnaire United States of America Mind Garden Inc 1997 Bass Bernard M and Bruce Avolio ed Improving Organizational Effectiveness through
Transformational Leadership United States of America Sage Publications Inc 1994 Bass Bernard M Paul Steidlmeier Ethics Character and Authentic Transformational
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Strategy and Performance United States of America Harvard Business School Press 2001
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Blanchard Kenneth H The Servant Leader Transforming your Heart Head Hands and
Habits Nashville Tennessee J Countryman 2003 Boyett Stephen and Jimmie Boyett The Guru Guide The Best Ideas of the Top Management
Thinkers Stephen Covey Peter Drucker Warren Bennis and others New York John Wiley amp Sons Inc 1998
Brana ndash Shute Gary Leadership in the Caribbean Working Papers Policy papers on the
Americas Reflection on Suriname and Guyana Edited by Joyce Hoebing Volume VII Study 5 September 25 1996 39-44 Center for Strategic and International Studies (CSIS) Americas Program 1996
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Terugverdientijd van de Kosten van Afvloeiing Paramaribo 2001 CKC BEM NV Report of the BEM Taskforce Paramaribo March 1998 CKC BEM NV Survival plan BEM Paramaribo January 2001 CKC HOLDING Co Annual Report 2003 Paramaribo 2004 CKC HOLDING Co Werkgroep Betonsector Rapport Betongroep Paramaribo Mei 2004 CKC Medicare NV Risico Inventarisatie en Evaluatie CKC - Bedrijven BEM By Stichting
Bedrijfsgezondheidszorg Paramaribo 2001 Cone John D and Sharon L Foster Dissertation and Theses from Start to Finish Psychology
and Related Fields 10th ed Washington DC American Psychological Association 2002 Conger Jay A Leadership and Management in the Information age The Road to Leadership
Competence or Charisma United Arab Emirates The Emirates Center for Strategic Studies and Research 2002
Couto Richard A Publications Kellogg leadership studies project Transformational
Leadership Working Papers Social Capital and Leadership The James MacGregor Burns Academy of Leadership Academy of Leadership Press 1997 [On Line] Retrieved from httpwwwacademyumdedupublicationsklspdocstransformational_indexhtm [2005 April 28]
Creswell John W Research Design Qualitative Quantitative and Mixed Methods
Approaches 2nd ed Thousand Oaks California Sage Productions 2003 Culbert Samuel A Mind-Set Management The Heart of Leadership New York Oxford
University Press 1996
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Daw Kurt Leadership Resources Literature Review RTM Institute for Leadership Ethics amp
Character Kennesaw State University 1996 [On Line] Available httpwwwLeadershipLiteratureReviewhtm [2005 February 8]
Dirks Kurt T Donald L Ferrin Trust in Leadership Meta- Analysis Published in Journal of
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New Organization 6th ed President and Fellows of Harvard College United States of America Harvard Business School Press 1998
Drucker Peter F The Essential Drucker Selection from the Management Works of Peter
FD Drucker United States of America Harper Collins Publishers Inc 2001 Fairholm Gilbert W Leadership and the Culture of Trust weLead Online Magazine Preager
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Farkas Charles M and Suzy Wetlaufer Harvard Business Review on Leadership The Ways
Chief Executive Officers Lead 5th ed President and Fellows of Harvard College United States of America Harvard Business School Press 1998
Feng Jinjuan Jonathan Lazar and Jenny Preece Empathy and Online Interpersonal Trust A
Fragile Relationship Behaviour amp Information Technology March-April 2004 vol 23 no2 97 ndash 106 Taylor and Francis Group 2004 [On line] Retrieved from httpwwwofsmumbcedu~preecepaperskust-paper [2005 May 16]
Fitz-enz Jac The ROI of Human Capital Measuring the Economic Value of Employee
Performance United States of America AMACOM 2000 Freyer Bronwyn Harvard Business Review on What Makes a Leader Leading Trough Rough
Times An Interview with Novellrsquos Eric Schmidt 4th ed Harvard Business School Publishing Corporation United States of America Harvard Business School Press 2001
Galbraith Jay R Designing Organizations An Executive Guide to Strategy Structure and
Progress New and Revised San Francisco Jossey ndash Bass 1995 San Francisco Jossey ndash Bass 2002
Galbraith Jay Diane Downey and Amy Kates Designing Dynamic Organizations A Hands-
on Guide for Leaders at all Levels United States of America AMACOM 2002
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Goleman Daniel Harvard Business Review on What Makes a Leader Leadership That gets
Results 4th ed Harvard Business School Publishing Corporation United States of America Harvard Business School Press 2001
Goleman Daniel Harvard Business Review on What Makes a Leader What Makes a Leader
4th ed Harvard Business School Publishing Corporation United States of America Harvard Business School Press 2001
Gupta Jatinder N D and Sushil K Sharma Intelligent Enterprises of the 21st Century United
States of America Idea Group Publishing 2004 Handy Charles Stephen Covey Michael Porter CK Prahalad Gary Hamel Michael Hammer
Eli Goldratt Peter Senge Warren Bennis John Kotter Al Ries Jack Trout Philip Kotler John Naisbitt Lester Thurow and Kevin Kelly Kevin Rethinking the Future Rethinking Business principles Competition Control amp Complexity Leadership Markets and the World 4th ed London Nicholas Brealey Publishing 2001
Harbour Jerry L The Basics of Performance Measurement Portland Oregon Productivity
Press 1997 Heling Geert Lecture Notes on Change Management 2004 Hellriegel amp Slocum Organizational Behavior 10th ed Canada Thomson South Western
2004 Hersey Paul Kenneth H Blanchard and Dewey E Johnson Management of Organizational
Behavior Leading Human Recourses 8th ed New Jersey Prentice Hall 2001
Marlegravene Amelo MBA-Intake-1 2003 page vi MsMFHR Lim A Po Institute
Hickman Gill Robinson Publications Kellogg leadership studies project transformational
leadership Working Papers Transforming Organizations to Transform Society The James MacGregor Burns Academy of Leadership Academy of Leadership Press 1997 [On Line] Retrieved from httpwwwacademyumdedupublicationsklspdocstransformational_indexhtm [2005 April 28]
His Majesty King Abdullah II Leadership and Management in the Information age Leadership
and Nation-Building in the Information Age United Arab Emirates The Emirates Center for Strategic Studies and Research 2002
Hoyte Crystal L Ciulla Joanne B Using Advanced Gaming Technology to Teach Leadership
A Research-Based Perspective Foresight and Governance Project Woodrow Wilson International Center for Scholars 2004 [On Line] Retrieved from httpwwwwilsoncenterorgforesight [2005 January 27]
Huling Emily Canrsquot get no [job] satisfaction Rough Notes August 2003 [On Line] Retrieved
from httpwwwfindarticlescomparticles [2005 March 21] Janssens JMAM lsquo-Ogenrsquo doen onderzoek Een inleiding in de methoden van sociaal-
wetenschappelijk onderzoek 4th ed Rotterdam Kanters BV 1986 Koestenbaum Peter Leadership the inner side of greatness a philosophy for leaders New
and revised ed San Francisco Jossey- Bass 2002 Kolader JH Caribbean Single Market amp Economy Een kritische beschouwing Publication
Centrale Bank van Suriname 2005 [On Line] Retrieved from httpwwwcbvssrdutchpublicaties-20050223htm [2005 February 23]
Kolader JH Suriname ndash Caricom Relations in Perspective Paper presented at Institute for
Development Planning and Management Seminar Exploring Agri-Business Opportunities in Caricom Paramaribo Suriname July 1995
Kotter John P Leading Change Boston Massachusetts Harvard Business School Press 1996 Kotter John P Harvard Business Review on Leadership What Leaders Really Do 5th ed
President and Fellows of Harvard College United States of America Harvard Business School Press 1998
Kotter John P John P Kotter on What Leaders Really Do United States of America Harvard
Business Review Press 1999 Kouzes James M amp Barry Z Posner The Leadership Challenge How to Keep Getting
Extraordinary Things Done in Organizations 2nd ed San Francisco Jossey ndash Bass 1995 San Francisco Jossey ndash Bass 1997
Marlegravene Amelo MBA-Intake-1 2003 page vii MsMFHR Lim A Po Institute
KPMG Business Trends Study Suriname KPMG Management Consulting Suriname 1998 Lahiri D Lecture Notes on Strategic Thinking 2004 Lane Christel and Reinhard Bachmann The Social Constitution of Trust Supplier Relations in
Britain and Germany Organization Studies Summer 1996 [On Line] Retrieved from httpwwwfindarticlescomparticles [2005 March 30]
Malhotra Deepak Keith J Murningha The Effects of Contracts on Interpersonal Trust
Administrative Science Quarterly September 2002 [On Line] Retrieved from httpwwwfindarticlescomparticles [2005 March 30]
Maljers Floris A Harvard Business Review on Global Strategies Inside Unilever The Evolving
Transnational Company 7th ed President and Fellows of Harvard College United States of America Harvard Business School Press 1994
Marion Russ and Mary Uhl-Bien Complexity v Transformation The New Leadership
Revisited Paper presented at Managing the Complex IV Conference on Complex Systems and the Management of Organizations Ft Meyers Florida 2002
Northhouse Peter G Leadership Theory and Practice Thousand Oaks California Sage
Productions Inc 2004 Ohmae Kenichi Planting for a Global Harvest Harvard Business Review July-August 1989 Ohmae Kenichi The Borderless World Power and Strategy in the Interlinked Economy 2nd
ed United States of America Harper Perennial 1999 Organ Dennis W and Jack C Davis The Happy Curve ndash Improving Job Satisfaction Business
Horizons May-June 1995 [On Line] Retrieved from httpwwwfindarticlescomparticles [2005 March 30]
Pallant Julie SPSS Survival Manual A Step by Step Guide to Data Analysis using SPSS for
Windows (version 10 and 11) 2001 Pary Ken W Leadership Profiles Beyond 2000 How Australian Leadership is Different
Australian Public Service Commission 1998 [On Line] Retrieved from httpwwwPublicationsampLegislationsgtSpeechesandPressRealeasesgtLeadershipProfilesBeyond2000 [2005 January 24]
PetersThomas J Harvard Business Review on Breakthrough Leadership Sad Facts and Silver
Linings 4th ed Harvard Business School Publishing Corporation United States of America Harvard Business School Press 2001
Marlegravene Amelo MBA-Intake-1 2003 page viii MsMFHR Lim A Po Institute
Pfeffer Jeffrey Competitive Advantage Trough People Unleashing the Power of the Work
Force Boston Massachusetts Harvard Business School Press 1994 Boston Massachusetts Harvard Business School Press 1995
Pfeffer Jeffrey The Human Equation Building Profits by Putting People First Boston
Massachusetts Harvard Business School Press 1998 Podsakoff Phillip M Scott B MacKenzie and William H Bommer Transformational leader
behaviors and substitutes for leadership as determinants of employee satisfaction commitment trust and organizational citizenship behaviors Journal of Management Summer 1996 [On Line] Retrieved from httpwwwfindarticlescomparticles [2005 March 30]
Porter Micheal E The Competitive Advantage of Nations Harvard Business Review March ndash
April 1990 Prentice WCH Inside the Mind of the Leader Understanding Leadership Harvard Business
Review January 2004 Senge Peter M The Fifth Discipline The Art amp Practice of the Learning Organization New
York Doubleday amp Company Inc 1990 New York Doubleday amp Company Inc 1994 Shockley-Zalabak Pamela Kathleen Ellis Ruggero Cesaria International Association of
Business Communicators (IABC) Research Foundation Unveils New Study on Trust Communication World August 2000 [On Line] Retrieved from httpwwwfindarticlescomparticles [2005 March 30]
Sun Tzu The Art of War 3rd ed New York Barnes and Noble Classics 1910 Syptak J Michael David W Marsland Deborah Ulmer Job Satisfaction Putting Theory into
Practice Family Practice Management 1999 [On Line] Retrieved from httpJobSatisfactionPuttingTheoryIntoPractice [2005 January 27]
Teal Thomas Harvard Business Review on Leadership The Human Side of Management 5th
ed President and Fellows of Harvard College United States of America Harvard Business School Press 1998
The Economist Intelligence Unit Limited Country Report Suriname August 2004 London 2004 Tichy Noel M and Nancy Cardwell Foreword by Robert E Knowling jr The Cycle of
Leadership How Great Leaders Teach Their Companies to Win 2nd ed New York Harper Collins Publishers Inc 2004
Marlegravene Amelo MBA-Intake-1 2003 page ix MsMFHR Lim A Po Institute
Turabian KL A Manual for Writers of Term Papers Theses and Dissertations Chicago The
University of Chicago Press 1937 6th edition revised by John Grossman amp Alice Bennett 1996
Ulmer Walter F Publications Kellogg leadership studies project transformational leadership
Working Papers Leadership Learnings and Relearnings The James MacGregor Burns Academy of Leadership Academy of Leadership Press 1997 [On Line] Retrieved from httpwwwacademyumdedupublicationsklspdocstransformational_indexhtm [2005 April 28]
United Nations Development Program Country Watch Report 2004 GDP Rankings ndash Current
Exchange Rate Method [On Line] Retrieved from httpaolcountrywatchcomincludesgrankgdpnumericcer [2005 January 27]
United Nations Development Program Country Watch Report 2004 GDP Rankings ndash
Purchasing Power Parity Method [On Line] Retrieved from httpaolcountrywatchcomincludesgrankglobrank [2005 January 27]
Van der Heijden Beatrice Lecture Notes on Management of Resources Creating Structuring amp
Managing Organizations 2004 Van der Heijden Beatrice IJM and Andre HJ Nijhof The Value of Subjectivity Problems and
Prospects for 360-degree Appraisal Systems The International Journal of Human Resource Management Taylor and Francis Ltd May 2004
Walton Mark S Foreword by William Ury Generating Buy-in Mastering the Language of
Leadership United States of America AMACOM 2004 Wheelen Thomas L and J David Hunger Strategic Management and Business Policy10th ed
United States of America Pearson Education Inc 2004 Williams Roy C and Terrence E Deal When Opposites Dance Balancing the Manager and
Leader Within Palo Alto Davies-Black Publishing 2003 Wren Daniel A The Evolution Management Thought 4th ed United States of America John
Wiley amp Sons Inc 1994 Wright Gregory L Corporate Culture Starts at the Top Hanover Quarterly Winter 2003 [On
Line] Retrieved from httphanovereduhanovertodaypublicationsquarterly [2005 April 28]
Yin Robert K Applications of Case Study Research Applied Social Research Methods Series
Vol 34 2nd ed Thousand Oaks California Sage Productions 2003
Marlegravene Amelo MBA-Intake-1 2003 page x MsMFHR Lim A Po Institute
Yin Robert K Case Study Research Design and Methods Applied Social Research Methods
series Vol 5 3rd ed Thousand Oaks California 2003 Yukl Gary A Leadership in Organizations 5th ed New Jersey Prentice Hall Inc 2003 Zaleznik Abraham Harvard Business Review on Leadership Managers and Leaders Are They
Different 5th ed President and Fellows of Harvard College United States of America Harvard Business School Press 1998
Marlegravene Amelo MBA-Intake-1 2003 page xi MsMFHR Lim A Po Institute
APPENDIX A MAPS
Marlegravene Amelo MBA-Intake-1 2003 page xii MsMFHR Lim A Po Institute
APPENDIX A-1
MAP OF SURINAME
Source Tourist Information Brochure Department of Tourism
Marlegravene Amelo MBA-Intake-1 2003 page xiii MsMFHR Lim A Po Institute
Marlegravene Amelo MBA-Intake-1 2003 page xiv MsMFHR Lim A Po Institute
APPENDIX A-2
MAP OF CARICOM STATES
Source Caricom Files Department of Commerce and Industry Suriname Caricom comprises of 15 member states Antigua and Barbuda Bahamas Barbados Belize Dominica Grenada Guyana Haiti Jamaica Montserrat St Kids and Nevis St Lucia St Vincent amp the Grenadines Trinidad amp Tobago and Suriname
Marlegravene Amelo MBA-Intake-1 2003 page xv MsMFHR Lim A Po Institute
APPENDIX B ORGANIZATIONAL HIERARCHY CKC BEM
Production assistants
Production
RinoOVBFMC 3
Source CKC BEM
CKersten amp Co Holding
Marketing Business
Unit
Roofling material
Internal Audit Security
Human Resources
Stones
Administration Sales Technical department
Delivery Sales
Purchase Dept Debt
CollectionAccounting Stockroom
Finished Products
Excess Materials Gate Control Spareparts Delivery
CEO
Production and Auxiliary
EquipmentWelding Electricity
Motor Vehicles Buildings Premises
Secretariat
Tubes Granito
Supervisory Board
Quality Control
APPENDIX C CASE STUDY DETAILS
Marlegravene Amelo MBA-Intake-1 2003 page xvi MsMFHR Lim A Po Institute
APPENDIX C-1
INTERVIEW QUESTION
Please describe the leadership style of the CEO
Marlegravene Amelo MBA-Intake-1 2003 page xvii MsMFHR Lim A Po Institute
APPENDIX C-2
CASE SURVEY QUESTIONNAIRES COVERING LETTER Paramaribo 27 april 2005 Geachte Heer Mevrouw Als onderdeel van de Master of Business Administration (MBA) studie hebben wij voor de
afstudeer scriptie uw bedrijf uitgekozen om een onderzoek te doen naar het leiderschap binnen
uw organisatie het vertrouwen dat uw leiding u schenkt en de invloed daarvan op uw voldoening
in uw werk en het vertrouwen dat u hebt in uw leiding
Het resultaat van dit onderzoek kan onder andere dienen om meer inzicht te krijgen in het
leiderschap van uw bedrijf en eventueel voorstellen tot verbeteringen te doen
1 U wordt verzocht de vragenlijsten te beantwoorden zoals de instructies aangeven
2 Het is belangrijk dat u weet dat de vragenlijsten anoniem zijn en dat de antwoorden heel
vertrouwelijk worden behandeld
3 Alle gegevens worden anoniem verwerkt en worden alleen door de onderzoeker gezien
4 Wij vragen u dan ook om zo eerlijk en openlijk mogelijk te antwoorden Er zijn geen
foute antwoorden UW MENING TELT
5 Werk individueel
6 Beantwoord u aub ALLE vragen IN EEN KEER
7 De vragenlijsten worden na 3 dagen opgehaald
Wij zijn u dankbaar voor uw ondersteuning en de tijd die u voor ons vrijmaakt
Onderzoeker Supervisor
Marlegravene Amelo Beatrice IJM van der Heijden PhD
MBA Docent Organizational Behavior
Maastricht School of Management
Marlegravene Amelo MBA-Intake-1 2003 page xviii MsMFHR Lim A Po Institute
APPENDIX C-3
MULTIFACTOR LEADERSHIP QUESTIONNAIRE AND SCORING KEY MLQ Multifactor Leadership Questionnaire
Rater Form (5x ndash Short) Name of Leader -------------------------------------------------- Date --------------
Organization ID --------------------------------------------Leader ID --------------------
This questionnaire is to describe the leadership style of the above-mentioned individual as you perceive it Please answer all items on this answer sheet If an item is irrelevant or if you are unsure or do not know the answer leave the answer blank Please answer this questionnaire anonymously
IMPORTANT (necessary for processing) Which describes you _ I am at a higher organizational level than the person I am rating _ The person I am rating is at my organizational level _ I am at a lower organizational than the person I am rating _ I do not wish my organizational level to be known Forty-five descriptive statements are listed on the following pages Judge how frequently each statement fits the person you are describing Use the following rating scale
Not at all Once in a while Sometimes Fairly often Frequently if not always
0 1 2 3 4 THE PERSON I AM RATINGhellip
1 Provides me with assistance in exchange for my efforts 0 1 2 3 4 2 Re-examines critical assumptions to questions whether they are appropriate 0 1 2 3 4 3 Fails to interfere until problems become serious 0 1 2 3 4 4 Fosses attention on irregularities mistakes exceptions and deviations from standards 0 1 2 3 4 5 Avoids getting involved when important issues arrive 0 1 2 3 4 6 Talks about their most important values and beliefs 0 1 2 3 4 7 Is absent when needed 0 1 2 3 4 8 Seeks differing perspectives when solving problems 0 1 2 3 4 9 Talks optimistically about the future 0 1 2 3 4 10 Instills pride in me for being associated with him her 0 1 2 3 4 11 Discusses in specific terms who is responsible for achieving performance targets 0 1 2 3 4 12 Waits for things to go wrong before taking action 0 1 2 3 4 13 Talks enthusiastically about what needs to be accomplished 0 1 2 3 4 14 Specifies the importance of having a strong sense of purpose 0 1 2 3 4 15 Spends time teaching and coaching 0 1 2 3 4 16 Makes clear what one can expect to receive when performance goals are achieved 0 1 2 3 4 17 Shows that heshe is a firm believer in ldquoIf it ainrsquot broken donrsquot fix itrdquo 0 1 2 3 4 18 Goes beyond self-interest for the good of the group 0 1 2 3 4 19 Treats me as an individual rather than just a member of the group 0 1 2 3 4 20 Demonstrates that problems must become chronic before taking action 0 1 2 3 4 21 Acts in ways that builds my respect 0 1 2 3 4 22 Concentrates hisher full attention on dealing with mistakes complaints and failures 0 1 2 3 4 23 Considers the moral and ethical consequences of decisions 0 1 2 3 4 24 Keeps track of all mistakes 0 1 2 3 4 25 Displays a sense of power and confidence 0 1 2 3 4 26 Articulates a compelling vision of the future 0 1 2 3 4 27 Directs my attention toward failures to meet standards 0 1 2 3 4 28 Avoids making decisions 0 1 2 3 4 29 Considers me as having different needs abilities and aspirations from others 0 1 2 3 4 30 Gets me to look at problems from many different angles 0 1 2 3 4 31 Helps me to develop my strengths 0 1 2 3 4 32 Suggests new ways of looking at how to complete assignments 0 1 2 3 4 33 Delays responding to urgent questions 0 1 2 3 4 34 Emphasizes the importance of having a collective sense of mission 0 1 2 3 4 35 Expresses satisfaction when I meet expectations 0 1 2 3 4 36 Expresses confidence that goals will be achieved 0 1 2 3 4 37 Is effective in meeting job-related needs 0 1 2 3 4 38 Uses methods of leadership that are satisfying 0 1 2 3 4 39 Gets me to do more than I expected to do 0 1 2 3 4 40 Is effective in representing me to higher authority 0 1 2 3 4 41 Works with me in a satisfactory way 0 1 2 3 4 42 Heightens my desire to succeed 0 1 2 3 4 43 Is effective in meeting organizational requirements 0 1 2 3 4 44 Increases my willingness to try harder 0 1 2 3 4 45 Leads a group that is effective 0 1 2 3 4
Marlegravene Amelo MBA-Intake-1 2003 page xix MsMFHR Lim A Po Institute
MLQ SCORING KEY
MLQ RATING SCALE
NOT AT ALL 0 ONCE IN A WHILE 1 SOMETIMES 2 FAIRLY OFTEN 3 FREQUENTLY ALWAYS 4
Idealized Influence (Attributed) Qstion Management-by-Exeption (active) Qstion
(IIA) 10 (MBEA) 4 18 22 21 24 25 27
Idealized Influence (Behavior) Qstion Management-by-exeption (passive) Qstion
(IIB) 6 (MBEP) 3 14 12 23 17 34 20 Inspirational Motivation Qstion Laissez-faire Leadership Qstion
(IM) 9 (LF) 5 13 7 26 28 36 33 Intellectual Stimulation Qstion Extra Effort Qstion
(IS) 2 (EXE) 39 8 42 30 44 32 Effevtiveness Qstion Individualized Consideration Qstion (Eff) 37
(IC) 15 40 19 43 29 45 31 Satisfaction Qstion Contingent Reward Qstion (SAT) 38
(CR) 1 41 11 16 35
Marlegravene Amelo MBA-Intake-1 2003 page xx MsMFHR Lim A Po Institute
Marlegravene Amelo MBA-Intake-1 2003 page xxi MsMFHR Lim A Po Institute
APPENDIX C-4
TRUST QUESTIONNAIRE AND SCORING KEY
BUILT ON TRUST ASSESSMENT SCALE
PURPOSE This scale assesses the key aspects of trust in a group or organization
INSTRUCTIONS
Following is a list of statements about your group or organization Please indicate your level of agreement with each statement by circling the corresponding number When you respond to the items think about your group or organization and answer honestly and without thinking too deeply on any one item Go with your first instinct itrsquos usually the most accurate Some statements are strengths and others are weaknesses please be careful to adjust your responses accordingly
BUILT ON TRUST Below is a list of statements about your organization Please indicate how much you agree with each statement by circling the corresponding number Some statements are strengths and others are weaknesses please be careful to adjust your responses accordingly
Strongly Disagree Disagree Neutral Agree Strongly Agree 1 2 3 4 5
Please rate the following itemshellip
1 There is an atmosphere of authentic mutual trust in our organization 1 2 3 4 52 If there was something seriously wrong in our organization I am confident someone would communicate our concerns
1 2 3 4 5
3 Everyone in our organization has a clear sense of our vision 1 2 3 4 54 Our communications end in closure regarding next steps and what tasks need to be done 1 2 3 4 55 Our communications end in closure regarding who will take the next steps 1 2 3 4 56 Our communications end in closure regarding when the next steps and tasks will be done 1 2 3 4 57 Our communications end in closure regarding how to do the next steps and tasks 1 2 3 4 58 People in our organization are afraid of taking risks 1 2 3 4 59 If I were troubled by something regarding our organization I could safely discuss my concerns with my colleagues 1 2 3 4 510 If I were troubled by something regarding our organization I could safely discuss my concerns with the Executive DirectorAdministration
1 2 3 4 5
11 If I were troubled by something one of my colleagues did I could safely approach them with the issue 1 2 3 4 512 If I have a thoughtidea different than others I can safely contribute my thought during the discussion 1 2 3 4 513 If I have a thoughtidea different than others I can safely share my thought with someone after the discussion 1 2 3 4 514 I am very comfortable receiving help from others 1 2 3 4 515 There is an atmosphere of ldquowhat can we learn from thisrdquo when things do not go as expected 1 2 3 4 516 Conflict is handled openly 1 2 3 4 517 Conflict is handled in a timely manner 1 2 3 4 518 Projects have clear outcomes 1 2 3 4 519 Projects have clear action steps 1 2 3 4 520 Projects have clear intermediate milestones 1 2 3 4 521 My colleagues ldquowalk the talkrdquo regarding our organizational values 1 2 3 4 522 The Executive DirectorAdministration ldquowalk the talkrdquo regarding our organizational values 1 2 3 4 523 Communication in our organization is effective 1 2 3 4 524 Communication in our organization is timely 1 2 3 4 525 If there was something seriously wrong in our organization I am confident most of us would seek ways to help 1 2 3 4 526 A ldquothem vs usrdquo dynamic within our organization interferes with our work 1 2 3 4 527 A ldquothem vs usrdquo dynamic with our external partners interferes with our work 1 2 3 4 528 There are unspoken barriers within our organization that make it difficult to get our work done 1 2 3 4 529 When I make a commitment I am confident I will be able to fulfil that commitment 1 2 3 4 530 I am confident that others will follow through on commitments they make 1 2 3 4 531 I am reasonably sure no one I work with harbors resentment or serious unspoken disagreement with me 1 2 3 4 532 Everyone fully shares the risks of change within our organization 1 2 3 4 533 We do a good job of recognizing individual contributions 1 2 3 4 534 We do a good job of recognizing team contributions 1 2 3 4 535 You can get in trouble if you voice concerns in our organization 1 2 3 4 536 A good job is done of addressing marginal performance 1 2 3 4 537 Our work is done to the satisfaction of our external partners 1 2 3 4 538 The commitments made to external partners are done on time 1 2 3 4 539 The norms of our organization effectively facilitate closure and commitment 1 2 3 4 540 This assessment is a 100 positive opportunity to provide feedback to our organization 1 2 3 4 541 My responses are 100 authentic to how I really feelbelieve 1 2 3 4 5
SCORING THE BUILT ON TRUST ASSESSMENT SCALE
Compute the mean of each item from the collective group responses and report them in the first column The means of the items for each aspect of trust (please refer to the key at the end of the scale) can also be grouped together and compared in order to assess the trust level for that aspect In addition percentages can be computed and reported for each item in the relevant columns
Mea
n
Plea
se ra
te
the
follo
win
g ite
mshellip
Stro
ngly
D
isag
ree
Dis
agre
e
Neu
tral
Agr
ee
Stro
ngly
A
gree
Gen 1 There is an atmosphere of authentic mutual trust in our organization 1 2 3 4 5 DC 2 If there was something seriously wrong in our organization I am confident someone
would communicate our concerns 1 2 3 4 5
Gen 3 Everyone in our organization has a clear sense of our vision 1 2 3 4 5 Clo 4 Our communications end in closure regarding next steps and what tasks need to be
done 1 2 3 4 5
Clo 5 Our communications end in closure regarding who will take the next steps 1 2 3 4 5 Clo 6 Our communications end in closure regarding when the next steps and tasks will be
done 1 2 3 4 5
Clo 7 Our communications end in closure regarding how to do the next steps and tasks 1 2 3 4 5 Gen 8 People in our organization are afraid of taking risks 1 2 3 4 5 DC 9 If I were troubled by something regarding our organization I could safely discuss
my concerns with my colleagues 1 2 3 4 5
DC 10 If I were troubled by something regarding our organization I could safely discuss my concerns with the Executive DirectorAdministration
1 2 3 4 5
DC 11 If I were troubled by something one of my colleagues did I could safely approach them with the issue
1 2 3 4 5
DC 12 If I have a thoughtidea different than others I can safely contribute my thought during the discussion
1 2 3 4 5
DC 13 If I have a thoughtidea different than others I can safely share my thought with someone after the discussion
1 2 3 4 5
Rsp 14 I am very comfortable receiving help from others 1 2 3 4 5 SR 15 There is an atmosphere of ldquowhat can we learn from thisrdquo when things do not go as
expected 1 2 3 4 5
DC 16 Conflict is handled openly 1 2 3 4 5 DC 17 Conflict is handled in a timely manner 1 2 3 4 5 Clo 18 Projects have clear outcomes 1 2 3 4 5 Clo 19 Projects have clear action steps 1 2 3 4 5 Clo 20 Projects have clear intermediate milestones 1 2 3 4 5 Gen 21 My colleagues ldquowalk the talkrdquo regarding our organizational values 1 2 3 4 5 Gen 22 The Executive DirectorAdministration ldquowalk the talkrdquo regarding our
organizational values 1 2 3 4 5
DC 23 Communication in our organization is effective 1 2 3 4 5 DC 24 Communication in our organization is timely 1 2 3 4 5 Rsp 25 If there was something seriously wrong in our organization I am confident most of
us would seek ways to help 1 2 3 4 5
Gen 26 A ldquothem vs usrdquo dynamic within our organization interferes with our work 1 2 3 4 5 Gen 27 A ldquothem vs usrdquo dynamic with our external partners interferes with our work 1 2 3 4 5 Gen 28 There are unspoken barriers within our organization that make it difficult to get our
work done 1 2 3 4 5
Cmi 29 When I make a commitment I am confident I will be able to fulfil that commitment
1 2 3 4 5
Cmi 30 I am confident that others will follow through on commitments they make 1 2 3 4 5 SR 31 I am reasonably sure no one I work with harbors resentment or serious unspoken
disagreement with me 1 2 3 4 5
Rsp 32 Everyone fully shares the risks of change within our organization 1 2 3 4 5 Gen 33 We do a good job of recognizing individual contributions 1 2 3 4 5 Gen 34 We do a good job of recognizing team contributions 1 2 3 4 5 DC 35 You can get in trouble if you voice concerns in our organization 1 2 3 4 5 SR 36 A good job is done of addressing marginal performance 1 2 3 4 5 Gen 37 Our work is done to the satisfaction of our external partners 1 2 3 4 5 Cmi 38 The commitments made to external partners are done on time 1 2 3 4 5 Gen 39 The norms of our organization effectively facilitate closure and commitment 1 2 3 4 5 Gen 40 This assessment is a 100 positive opportunity to provide feedback to our
organization 1 2 3 4 5
DC 41 My responses are 100 authentic to how I really feelbelieve 1 2 3 4 5 Key Aspects of Trust Gen = General non-specific concept DC = Direct communication Cmi = Commitment SR = Speedy Resolution Rsp = Responsibility Clo = Closure
Marlegravene Amelo MBA-Intake-1 2003 page xxii MsMFHR Lim A Po Institute
APPENDIX C-5
JOB SATISFACTION QUESTIONNAIRE AND SCORING KEY
JOB SATISFACTION TEST INSTRUCTIONS
Below is a list of statements to asses the degree of satisfaction with the work itself supervision co-workers pay promotion opportunities and the job in general Please indicate how much you agree with each statement by circling the corresponding number Responses are obtained as follows 1= strongly disagree 2 = disagree 3 = neutral 4 = agree and 5 = strongly agree
1 2 3 4 5
1 How satisfied are you with the nature of the work you perform
2 How satisfied are you with the person who supervises you ndash your organizational superior
3 How satisfied are you with your relations with others in the organization with whom you work ndash you co-workers or peers
4 How satisfied are you with the pay you receive for your job
5 How satisfied are you with the opportunities which exist in this organization for advancement and promotion
6 Consider everything how satisfied are you with your current job situation
JOB SATISFACTION SCORING KEY
ASSESSMENT SCALE Qstion JOB SATISFACTION Work 1 STRONLY DISAGREE 1 Supervision 2 DISAGREE 2 Colleagues 3 NEUTRAL 3 Salary 4 AGREE 4 Growth 5 STRONGLY AGREE 5 Overall Job Satisfaction 6
Marlegravene Amelo MBA-Intake-1 2003 page xxiii MsMFHR Lim A Po Institute
APPENDIX D SURVEY RESULTS
Marlegravene Amelo MBA-Intake-1 2003 page xxiv MsMFHR Lim A Po Institute
APPENDIX D-1
FREQUENCY DISTRIBUTION MLQ
Total Idealized Influence Attributed Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 1 7 20 20 Once in a While 8 54 163 184 Sometimes 12 81 245 429 Fairly often 16 108 327 755 Frequently if not always 12 81 245 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Total Idealized Influence Behavior Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 2 14 41 41 Once in a While 4 27 82 122 Sometimes 12 81 245 367 Fairly often 19 128 388 755 Frequently if not always 12 81 245 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Total Inspirational Motivation Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 2 14 41 41 Once in a While 2 14 41 82 Sometimes 7 47 143 224 Fairly often 14 95 286 510 Frequently if not always 24 162 490 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Total Intellectual Stimulation Frequency Percent Valid Percent Cumulative Percent
Valid Once in a While 5 34 102 102 Sometimes 15 101 306 408 Fairly often 14 95 286 694 Frequently if not always 15 101 306 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Total Individualized Consideration Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 1 7 20 20 Once in a While 9 61 184 204 Sometimes 13 88 265 469 Fairly often 18 122 367 837 Frequently if not always 8 54 163 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Total Contingent Reward Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 3 20 61 61 Once in a While 5 34 102 163 Sometimes 9 61 184 347 Fairly often 15 101 306 653 Frequently if not always 17 115 347 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Marlegravene Amelo MBA-Intake-1 2003 page xxv MsMFHR Lim A Po Institute
Total Management by Exception Passive
Frequency Percent Valid Percent Cumulative Percent Valid Not at all 1 068 204 204
Once in a While 5 338 1020 1224 Sometimes 15 1014 3061 4286 Fairly often 20 1351 4082 8367 Frequently if not always 8 541 1633 10000 Total 49 3311 10000
Missing System 99 6689 Total 148 10000
Total Management by Exception Active Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 4 270 816 816 Once in a While 20 1351 4082 4898 Sometimes 13 878 2653 7551 Fairly often 11 743 2245 9796 Frequently if not always 1 068 204 10000 Total 49 3311 10000
Missing System 99 6689 Total 148 10000
Total Laissez Faire Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 15 1014 3061 3061 Once in a While 15 1014 3061 6122 Sometimes 14 946 2857 8980 Fairly often 5 338 1020 10000 Total 49 3311 10000
Missing System 99 6689 Total 148 10000
Total Extra Effort Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 3 20 61 61 Once in a While 1 7 20 82 Sometimes 14 95 286 367 Fairly often 17 115 347 714 Frequently if not always 14 95 286 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Total Effectiveness Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 2 14 41 41 Once in a While 6 41 122 163 Sometimes 11 74 224 388 Fairly often 17 115 347 735 Frequently if not always 13 88 265 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Total Satisfaction Frequency Percent Valid Percent Cumulative Percent
Valid Not at all 3 20 61 61 Once in a While 2 14 41 102 Sometimes 7 47 143 245 Fairly often 18 122 367 612 Frequently if not always 19 128 388 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Marlegravene Amelo MBA-Intake-1 2003 page xxvi MsMFHR Lim A Po Institute
APPENDIX D-2
FREQUENCY DISTRIBUTION TRUST total general nonspecific concept
Frequency Percent Valid Percent Cumulative Percent Valid Disagree 3 20 61 61
Neutral 24 162 490 551 Agree 22 149 449 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
total direct communication
Frequency Percent Valid Percent Cumulative Percent Valid Disagree 1 7 20 20
Neutral 14 95 286 306 Agree 33 223 673 980 Strongly Agree 1 7 20 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
total commitment
Frequency Percent Valid Percent Cumulative Percent Valid Disagree 4 27 82 82
Neutral 21 142 429 510 Agree 16 108 327 837 Strongly Agree 8 54 163 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
total speedy resolution
Frequency Percent Valid Percent Cumulative Percent Valid Disagree 4 27 82 82
Neutral 21 142 429 510 Agree 20 135 408 918 Strongly Agree 4 27 82 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
total responsibility
Frequency Percent Valid Percent Cumulative Percent Valid Disagree 2 14 41 41
Neutral 13 88 265 306 Agree 27 182 551 857 Strongly Agree 7 47 143 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
total closure
Frequency Percent Valid Percent Cumulative Percent Valid Strongly Disagree 1 7 20 20
Disagree 5 34 102 122 Neutral 11 74 224 347 Agree 27 182 551 898 Strongly Agree 5 34 102 1000 Total 49 331 1000
Missing System 99 669 Total 148 1000
Marlegravene Amelo MBA-Intake-1 2003 page xxvii MsMFHR Lim A Po Institute
APPENDIX D-3
FREQUENCY DISTRIBUTION JOB SATISFACTION
Work Frequency Percent Valid Percent Cumulative Percent
Valid 0 99 669 669 669 Strongly Disagree 8 54 54 723 Disagree 7 47 47 770 Neutral 8 54 54 824 Agree 11 74 74 899 Strongly Agree 15 101 101 1000 Total 148 1000 1000
Supervision Frequency Percent Valid Percent Cumulative Percent
Valid 0 99 669 669 669 Strongly Disagree 8 54 54 723 Disagree 9 61 61 784 Neutral 5 34 34 818 Agree 6 41 41 858 Strongly Agree 21 142 142 1000 Total 148 1000 1000
Colleagues Frequency Percent Valid Percent Cumulative Percent
Valid 0 99 669 669 669 Strongly Disagree 9 61 61 730 Disagree 5 34 34 764 Neutral 8 54 54 818 Agree 12 81 81 899 Strongly Agree 15 101 101 1000 Total 148 1000 1000
Salary Frequency Percent Valid Percent Cumulative Percent
Valid 0 99 669 669 669 Strongly Disagree 32 216 216 885 Disagree 12 81 81 966 Agree 1 7 7 973 Strongly Agree 4 27 27 1000 Total 148 1000 1000
Growth Frequency Percent Valid Percent Cumulative Percent
Valid 0 99 669 669 669 Strongly Disagree 16 108 108 777 Disagree 11 74 74 851 Neutral 7 47 47 899 Agree 6 41 41 939 Strongly Agree 9 61 61 1000 Total 148 1000 1000
Overall Frequency Percent Valid Percent Cumulative Percent
Valid 0 100 676 676 676 Strongly Disagree 11 74 74 750
Disagree 5 34 34 784 Neutral 14 95 95 878 Agree 9 61 61 939
Strongly Agree 9 61 61 1000 Total 148 1000 1000
Marlegravene Amelo MBA-Intake-1 2003 page xxviii MsMFHR Lim A Po Institute
APPENDIX D-4
RELIABILITY ANALYSIS MLQ
_ R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Mean Std Dev Cases 1 VAR00052 34737 14470 380 2 VAR00053 32895 15229 380 3 VAR00054 30263 14975 380 4 VAR00055 38421 13462 380 5 VAR00056 21842 16251 380 6 VAR00057 38947 11807 380 7 VAR00058 21842 13726 380 8 VAR00059 41842 9258 380 9 VAR00060 40000 12734 380 10 VAR00061 35526 12881 380 11 VAR00062 39737 12625 380 12 VAR00063 22368 15323 380 13 VAR00064 43158 9330 380 14 VAR00065 42105 11661 380 15 VAR00066 37895 13588 380 16 VAR00067 40263 11267 380 17 VAR00068 31579 16028 380 18 VAR00069 34474 15888 380 19 VAR00070 34211 17496 380 20 VAR00071 20000 13356 380 21 VAR00072 38158 14305 380 22 VAR00073 35000 14094 380 23 VAR00074 33158 15957 380 24 VAR00075 36053 15164 380 25 VAR00076 39737 12837 380 26 VAR00077 40789 11942 380 27 VAR00078 36053 12201 380 28 VAR00079 18421 13858 380 29 VAR00080 31579 14801 380 30 VAR00081 39211 11713 380 31 VAR00082 41053 11099 380 32 VAR00083 38684 13591 380 33 VAR00084 21053 14666 380 34 VAR00085 41842 10617 380 35 VAR00086 43158 10162 380 36 VAR00087 42632 11073 380 37 VAR00088 37895 11188 380 38 VAR00089 41053 11807 380 39 VAR00090 41579 10274 380 40 VAR00091 37105 14870 380 41 VAR00092 40263 11965 380 42 VAR00001 39211 13230 380 43 VAR00002 41842 10096 380 44 VAR00003 40263 11965 380 45 VAR00004 39474 11377 380 _ R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) N of Statistics for Mean Variance Std Dev Variables SCALE 1617368 8228478 286853 45 _ _
Marlegravene Amelo MBA-Intake-1 2003 page xxix MsMFHR Lim A Po Institute
R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Item-total Statistics Scale Scale Corrected Mean Variance Item- Alpha if Item if Item Total if Item Deleted Deleted Correlation Deleted VAR00052 1582632 7747937 5705 9228 VAR00053 1584474 7806863 4682 9239 VAR00054 1587105 8048058 1860 9268 VAR00055 1578947 7840967 4900 9237 VAR00056 1595526 8074972 1376 9276 VAR00057 1578421 7833798 5761 9230 VAR00058 1595526 8043620 2132 9263 VAR00059 1575526 7896053 6225 9231 VAR00060 1577368 7717127 6998 9218 VAR00061 1581842 7750192 6437 9223 VAR00062 1577632 7845100 5196 9234 VAR00063 1595000 8043108 1863 9268 VAR00064 1574211 7917639 5754 9234 VAR00065 1575263 7800939 6355 9226 VAR00066 1579474 7715107 6556 9221 VAR00067 1577105 7797788 6642 9224 VAR00068 1585789 8079260 1356 9276 VAR00069 1582895 7546977 7518 9207 VAR00070 1583158 7800057 4071 9248 VAR00071 1597368 8363073 -1973 9298 VAR00072 1579211 7695882 6453 9221 VAR00073 1582368 7854289 4485 9241 VAR00074 1584211 7914936 3209 9255 VAR00075 1581316 7930903 3215 9254 VAR00076 1577632 7813748 5549 9231 VAR00077 1576579 7853122 5395 9233 VAR00078 1581316 7953065 3786 9246 VAR00079 1598947 8439886 -2864 9309 VAR00080 1585789 7790612 5034 9235 VAR00081 1578158 7758300 6995 9220 VAR00082 1576316 7818606 6405 9226 VAR00083 1578684 7736849 6258 9224 VAR00084 1596316 8592660 -4486 9328 VAR00085 1575526 7824161 6617 9225 VAR00086 1574211 7850071 6464 9228 VAR00087 1574737 7815533 6472 9226 VAR00088 1579474 7795107 6736 9223 VAR00089 1576316 7779147 6611 9223 VAR00090 1575789 7993855 3857 9246 VAR00091 1580263 7661344 6621 9219 VAR00092 1577105 7795085 6272 9226 _ R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Item-total Statistics Scale Scale Corrected Mean Variance Item- Alpha if Item if Item Total if Item Deleted Deleted Correlation Deleted VAR00001 1578158 7711814 6793 9219 VAR00002 1575526 7852809 6459 9228 VAR00003 1577105 7805356 6114 9227 VAR00004 1577895 7900085 4932 9237 Reliability Coefficients N of Cases = 380 N of Items = 45 Alpha = 9256
Marlegravene Amelo MBA-Intake-1 2003 page xxx MsMFHR Lim A Po Institute
R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Mean Std Dev Cases 1 TOTCR 37755 12122 490 2 TOTIM 41429 10801 490 3 TOTIIB 37143 10607 490 4 TOTIIA 36122 10958 490 5 TOTIC 34694 10429 490 6 TOTIS 37959 9996 490 N of Statistics for Mean Variance Std Dev Variables SCALE 225102 320884 56647 6 Item-total Statistics Scale Scale Corrected Mean Variance Item- Alpha if Item if Item Total if Item Deleted Deleted Correlation Deleted TOTCR 187347 209906 8668 9178 TOTIM 183673 221956 8574 9188 TOTIIB 187959 231241 7685 9298 TOTIIA 188980 221769 8441 9204 TOTIC 190408 236650 7230 9351 TOTIS 187143 232500 8132 9248 Reliability Coefficients N of Cases = 490 N of Items = 6 Alpha = 9364 R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Mean Std Dev Cases 1 TOTEFF 36735 11252 490 2 TOTEXE 37755 10852 490 3 TOTSAT 39796 11271 490 N of Statistics for Mean Variance Std Dev Variables SCALE 114286 81667 28577 3 Item-total Statistics Scale Scale Corrected Mean Variance Item- Alpha if Item if Item Total if Item Deleted Deleted Correlation Deleted TOTEFF 77551 40638 6253 7951 TOTEXE 76531 39396 7078 7123 TOTSAT 74490 38776 6800 7395 Reliability Coefficients N of Cases = 490 N of Items = 3 Alpha = 8178
Marlegravene Amelo MBA-Intake-1 2003 page xxxi MsMFHR Lim A Po Institute
APPENDIX D-5
RELIABILITY ANALYSIS TRUST
R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Mean Std Dev Cases 1 VAR00011 34419 12781 430 2 VAR00012 37209 11817 430 3 VAR00013 36279 13097 430 4 VAR00014 37907 10592 430 5 WHONXTST 38837 10956 430 6 VAR00016 38372 11112 430 7 VAR00017 38605 9900 430 8 VAR00018 37674 11513 430 9 VAR00019 39302 8836 430 10 VAR00020 42093 8880 430 11 VAR00021 39767 9383 430 12 VAR00022 39767 7712 430 13 VAR00023 40698 9610 430 14 VAR00024 43953 6226 430 15 VAR00025 40000 10235 430 16 VAR00026 35581 14193 430 17 VAR00027 34186 11177 430 18 VAR00028 33721 14313 430 19 VAR00029 40465 9989 430 20 VAR00030 35581 10534 430 21 VAR00031 36977 11241 430 22 VAR00032 34884 12223 430 23 VAR00033 35116 12026 430 24 VAR00034 31860 9576 430 25 VAR00035 38605 10597 430 26 VAR00036 29767 14056 430 27 VAR00037 23721 12540 430 28 VAR00038 34419 12402 430 29 VAR00039 41395 8333 430 30 VAR00040 33256 10402 430 31 VAR00041 34419 10977 430 32 VAR00042 33256 10402 430 33 VAR00043 38372 9983 430 34 VAR00044 34651 11619 430 35 VAR00045 27209 12597 430 36 VAR00046 32326 12118 430 37 VAR00047 38605 9900 430 38 VAR00048 35116 10550 430 39 VAR00049 32558 10257 430 40 VAR00051 44884 7028 430 N of Statistics for Mean Variance Std Dev Variables SCALE 1455814 2942016 171523 40 _
Marlegravene Amelo MBA-Intake-1 2003 page xxxii MsMFHR Lim A Po Institute
R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Item-total Statistics Scale Scale Corrected Mean Variance Item- Alpha if Item if Item Total if Item Deleted Deleted Correlation Deleted VAR00011 1421395 2693134 5544 8501 VAR00012 1418605 2895515 0809 8616 VAR00013 1419535 2630454 6930 8463 VAR00014 1417907 2672647 7454 8468 WHONXTST 1416977 2662159 7492 8464 VAR00016 1417442 2644806 7882 8454 VAR00017 1417209 2721584 6448 8495 VAR00018 1418140 3080598 -3757 8713 VAR00019 1416512 2813278 4080 8545 VAR00020 1413721 2891916 1398 8592 VAR00021 1416047 2747209 5980 8508 VAR00022 1416047 2793400 5535 8526 VAR00023 1415116 2875415 1760 8588 VAR00024 1411860 2854408 3980 8556 VAR00025 1415814 2790587 4122 8541 VAR00026 1420233 2668804 5457 8500 VAR00027 1421628 2676633 6915 8476 VAR00028 1422093 2873599 0988 8627 VAR00029 1415349 2705404 6897 8485 VAR00030 1420233 2778804 4331 8536 VAR00031 1418837 2644385 7796 8455 VAR00032 1420930 2839911 2116 8587 VAR00033 1420698 2703998 5652 8501 VAR00034 1423953 2871971 1876 8585 VAR00035 1417209 2763012 4762 8527 VAR00036 1426047 3002447 -1646 8695 VAR00037 1432093 3091694 -3751 8726 VAR00038 1421395 2850277 1823 8595 VAR00039 1414419 2800144 4838 8534 VAR00040 1422558 2790520 4048 8543 VAR00041 1421395 2781705 4049 8542 VAR00042 1422558 2718140 6212 8497 VAR00043 1417442 2843854 2619 8572 VAR00044 1421163 2869147 1508 8599 VAR00045 1428605 3035991 -2502 8699 VAR00046 1423488 2925183 0052 8635 VAR00047 1417209 2741107 5830 8508 VAR00048 1420698 2808283 3467 8555 VAR00049 1423256 2823677 3128 8562 VAR00051 1410930 2899435 1573 8586 _ R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Reliability Coefficients N of Cases = 430 N of Items = 40 Alpha = 8588
Marlegravene Amelo MBA-Intake-1 2003 page xxxiii MsMFHR Lim A Po Institute
R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Mean Std Dev Cases 1 TOTGNSC 33878 6061 490 2 TOTDC 36939 5479 490 3 TOTCMI 35714 8660 490 4 TOTSR 34898 7671 490 5 TOTRSP 37959 7354 490 6 TOTCLO 36122 8854 490 N of Statistics for Mean Variance Std Dev Variables SCALE 215510 104609 32343 6 Item-total Statistics Scale Scale Corrected Mean Variance Item- Alpha if Item if Item Total if Item Deleted Deleted Correlation Deleted TOTGNSC 181633 80978 5786 7926 TOTDC 178571 81667 6368 7861 TOTCMI 179796 72287 5330 8037 TOTSR 180612 76003 5372 7990 TOTRSP 177551 74388 6185 7812 TOTCLO 179388 66420 6650 7707 Reliability Coefficients N of Cases = 490 N of Items = 6 Alpha = 8179
Marlegravene Amelo MBA-Intake-1 2003 page xxxiv MsMFHR Lim A Po Institute
APPENDIX D-6
RELIABILITY ANALYSIS JOB SATISFACTION
R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Mean Std Dev Cases 1 VAR00005 11149 17977 1480 2 VAR00006 11486 18712 1480 3 VAR00007 11216 18104 1480 4 VAR00008 5405 10194 1480 5 VAR00009 8649 15058 1480 6 VAR00010 9730 16202 1480 N of Statistics for Mean Variance Std Dev Variables SCALE 57635 762634 87329 6 Item-total Statistics Scale Scale Corrected Mean Variance Item- Alpha if Item if Item Total if Item Deleted Deleted Correlation Deleted VAR00005 46486 492499 9426 9274 VAR00006 46149 491364 9006 9335 VAR00007 46419 505171 8731 9366 VAR00008 52230 638343 6992 9582 VAR00009 48986 551257 8439 9399 VAR00010 47905 531327 8681 9367 Reliability Coefficients N of Cases = 1480 N of Items = 6 Alpha = 9491
Marlegravene Amelo MBA-Intake-1 2003 page xxxv MsMFHR Lim A Po Institute
APPENDIX D-7
PEARSONrsquoS CORRELATION TESTS
Correlatie berekening tussen MLQ_IM en TRUST
Uit de vragen betreffende TRUST kiezen we op het oog vraag 1 als een voor de hand liggende belangrijke Factor
1 Er heerst een oprechte sfeer van vertrouwen in onze organisatie
helemaal niet mee eens
niet mee eens
neutraal mee eens helemaal mee eens
1 2 3 4 5
Uit de MLQ vragen nemen we (het gemiddelde van) de IM vragen (vraag 91326 en 36)
9 Praat optimistisch over de toekomst
13 Praat enthousiast over wat behaald moet worden
26 Verwoordt een pakkende toekomstvisie
36 Drukt vertrouwen uit in het behalen van doelen
helemaal niet af en toe soms redelijk vaak vaak zo niet altijd
0 1 2 3 4
resp MLQ_IM v r a g e ngemiddelde 9 13 26 36
1 300 4250 4400 4 Pearson -02115818400 4 Correlatie tussen 400 5 TRUST en MLQ_IM400 4300 4300 4150 4150 5 021158185 (=Pearson)275 5 004476688 (=kwadraat van Pearson)350 3375 5300 5350 5025 5125 5
300 3 2 3 42 250 3 3 1 33 400 4 4 4 44 400 4 4 4 45 400 4 4 4 46 400 4 4 4 47 SUMMARY OUTPUT 300 4 4 0 48 300 3 4 2 39 Regression Statistics 150 3 1 2 010 Multiple R 150 3 1 2 011 R Square 275 3 3 3 212 Adjusted R Square 002444277 350 3 4 4 313 Standard Error 12283979 375 4 4 3 414 Observations 49 300 4 3 4 115 350 3 3 4 416 ANOVA 025 0 0 0 117 df SS MS F ignificance F 125 2 1 1 118 Regression 1 3323712 3323712 2202649 014445 175 1 4 1 119 Residual 47 7092119 1508961 350 4 2 4 420 Total 48 742449 375 3 4 4 421 400 4 4 4 422 Coefficients
175 3350 4375 4400 2325 1 tandard Err t Stat P-value Lower 95Upper 95ower 950Upper 950 325 4 3 3 3
23 Intercept 429881326 0559588 7682101 762E-10 3173068 5424559 3173068 5424559 325 3 4 2 424 X Variable 1 -02633175 0177422 -148413 014445 -062024 0093609 -062024 0093609 250 1 3 3 325 400 4 4 4 426 225 0 3 3 327 200 1 3 2 228 150 1 3 0 229 400 4 4 4 430 400 4 4 4 431 350 3 4 4 332 350 4 3 4 333 250 1 3 3 334 350 4 3 3 435 300 3 3 3 336 375 4 4 3 437 125 0 2 1 238 400 4 4 4 439 300 3 3 3 340 350 3 4 3 441 400 4 4 4 442 400 4 4 4 443 400 4 4 4 444 300 1 3 4 445 350 4 3 4 346 250 3 2 3 247 350 4 3 3 448 200 3 2 3 049 067 2 0 0
TRUST vraag 1
MLQ_IM gemiddelde
325 3250 3400 2225 4200 4150 3400 5400 2350 4350 5250 2350 4300 3375 4125 5400 2300 2350 1400 3400 2400 2300 4350 5250 2350 2200 1050 4
Marlegravene Amelo MBA-Intake-1 2003 page xxxvi MsMFHR Lim A Po Institute
Correlatie berekening tussen MLQ_IM en TRUST_Recoded
neutraal0
neutraal
0
Uit de vragen betreffende TRUST kiezen we op het oog vraag 1 als een voor de hand liggende belangrijke Factor
1 Er heerst een oprechte sfeer van vertrouwen in onze organisatie
helemaal niet mee eens
niet mee eens
neutraal mee eens helemaal mee eens
1 2 3 4 5
Uit de MLQ vragen nemen we (het gemiddelde van) de IM vragen (vraag 91326 en 36)
9 Praat optimistisch over de toekomst 13 Praat enthousiast over wat behaald moet worden 26 Verwoordt een pakkende toekomstvisie 36 Drukt vertrouwen uit in het behalen van doelen
helemaal niet af en toe soms redelijk vaak vaak zo niet altijd
0 1 2 3 4
r e c o d e d
resp ` MLQ_IM v r a g e n v r a g e ngemiddelde 9 13 26 36 9 13 26 36
1 4 075 1 0 1 1 3 2 3 42 4 050 1 1 -1 1 3 3 1 33 4 100 1 1 1 1 4 4 4 44 4 100 1 1 1 1 4 4 4 45 5 100 1 1 1 1 4 4 4 46 4 100 1 1 1 1 4 4 4 47 4 SUMMARY OUTPUT 050 1 1 -1 1 4 4 0 48 4 075 1 1 0 1 3 4 2 39 4 Regression Statistics -025 1 -1 0 -1 3 1 2 010 5 Multiple R 024881071 -025 1 -1 0 -1 3 1 2 011 5 R Square 006190677 075 1 1 1 0 3 3 3 212 3 Adjusted R Square 004194734 100 1 1 1 1 3 4 4 313 5 Standard Error 085674864 100 1 1 1 1 4 4 3 414 5 Observations 49 050 1 1 1 -1 4 3 4 115 5 100 1 1 1 1 3 3 4 416 5 ANOVA -100 -1 -1 -1 -1 0 0 0 117 5 df SS MS F Significance F -075 0 -1 -1 -1 2 1 1 118 3 Regression 1 2276653 2276653 31016301 008471872 -050 -1 1 -1 -1 1 4 1 119 4 Residual 47 3449886 0734018 075 1 0 1 1 4 2 4 420 4 Total 48 3677551 100 1 1 1 1 3 4 4 421 2 100 1 1 1 1 4 4 4 422 1 Coefficients
re-coded
negatief
re-coded
negatief positief
-1 1
positief-1 1
075 1050 1100 1 Pearson -02488107100 1 Correlatie tussen 100 1 TRUST en MLQ_IM100 1050 1075 1
-025 1-025 1075 1100 0100 1050 1100 1
-100 1-075 1-050 0075 1100 1100 -1100 -1 tandard Err t Stat P-value Lower 95 Upper 95 Lower 950 Upper 950 100 1 1 1 1 4 3 3 3
23 3 Intercept 055828571 0179713 3106539 000320656 0196749908 091982152 0196749908 091982152 075 1 1 0 1 3 4 2 424 3 X Variable 1 -03817143 0216742 -176114 008471872 -0817742874 0054314302 -0817742874 0054314302 050 -1 1 1 1 1 3 3 325 2 100 1 1 1 1 4 4 4 426 4 050 -1 1 1 1 0 3 3 327 4 000 -1 1 0 0 1 3 2 228 3 -025 -1 1 -1 0 1 3 0 229 5 100 1 1 1 1 4 4 4 430 2 100 1 1 1 1 4 4 4 431 4 100 1 1 1 1 3 4 4 332 5 100 1 1 1 1 4 3 4 333 2 050 -1 1 1 1 1 3 3 334 4 100 1 1 1 1 4 3 3 435 3 100 1 1 1 1 3 3 3 336 4 100 1 1 1 1 4 4 3 437 5 -050 -1 0 -1 0 0 2 1 238 2 100 1 1 1 1 4 4 4 439 2 100 1 1 1 1 3 3 3 340 1 100 1 1 1 1 3 4 3 441 3 100 1 1 1 1 4 4 4 442 2 100 1 1 1 1 4 4 4 443 2 100 1 1 1 1 4 4 4 444 4 050 -1 1 1 1 1 3 4 445 5 100 1 1 1 1 4 3 4 346 2 050 1 0 1 0 3 2 3 247 2 100 1 1 1 1 4 3 3 448 1 025 1 0 1 -1 3 2 3 049 4 -075 0 -1 -1 -1 2 0 0
r e c o d e dTRUST vraag 1
TRUST vraag 1
MLQ_IM gemiddelde
075 0050 0100 -1050 1000 1
-025 0100 1100 -1100 1100 1050 -1100 1100 0100 1
-050 1100 -1100 -1100 -1100 0100 -1100 -1050 1100 1050 -1100 -1025 -1
-075 1
Marlegravene Amelo MBA-Intake-1 2003 page xxxvii MsMFHR Lim A Po Institute
Correlatie berekening tussen MLQ_IM en SATISFACTION
Uit de vragen betreffende SATISFACTION kiezen we op het oog vraag 6 als een voor de hand liggende belangrijke Factor
6 Alles bij elkaar genomen ben ik tevreden met mijn huidige werksituatie
helemaal niet mee eens
niet mee eens
neutraal mee eens helemaal mee eens
1 2 3 4 5
Uit de MLQ vragen nemen we (het gemiddelde van) de IM vragen (vraag 91326 en 36)
9 Praat optimistisch over de toekomst
13 Praat enthousiast over wat behaald moet worden
26 Verwoordt een pakkende toekomstvisie
36 Drukt vertrouwen uit in het behalen van doelen
helemaal niet af en toe soms redelijk vaak vaak zo niet altijd
0 1 2 3 4
resp MLQ_IM v r a g e ngemiddelde 9 13 26 36
1 300250400 Pearson -00215843400 Correlatie tussen 400 SATISFACTION en MLQ_IM400300300150150 002158427 (=Pearson)275 000046588 (=kwadraat van Pearson)350375300350025125
4 300 3 2 3 42 4 250 3 3 1 33 3 400 4 4 4 44 5 400 4 4 4 45 1 400 4 4 4 46 4 400 4 4 4 47 4 SUMMARY OUTPUT 300 4 4 0 48 1 300 3 4 2 39 4 Regression Statistics 150 3 1 2 010 5 Multiple R 150 3 1 2 011 1 R Square 275 3 3 3 212 2 Adjusted R Square -00208008 350 3 4 4 313 2 Standard Error 14787029 375 4 4 3 414 0 Observations 49 300 4 3 4 115 2 350 3 3 4 416 4 ANOVA 025 0 0 0 117 5 df SS MS F ignificance F 125 2 1 1 118 3 Regression 1 00479 00479 0021907 0882969 175 1 4 1 119 3 Residual 47 1027684 2186562 350 4 2 4 420 5 Total 48 1028163 375 3 4 4 421 1 400 4 4 4 422 1 Coefficients
175350375400325 tandard Err t Stat P-value Lower 95Upper 95ower 950Upper 950 325 4 3 3 3
23 3 Intercept 303344686 0673613 4503249 441E-05 1678314 438858 1678314 438858 325 3 4 2 424 3 X Variable 1 -00316109 0213574 -014801 0882969 -046127 0398045 -046127 0398045 250 1 3 3 325 3 400 4 4 4 426 2 225 0 3 3 327 3 200 1 3 2 228 1 150 1 3 0 229 1 400 4 4 4 430 2 400 4 4 4 431 1 350 3 4 4 332 1 350 4 3 4 333 4 250 1 3 3 334 1 350 4 3 3 435 3 300 3 3 3 336 4 375 4 4 3 437 3 125 0 2 1 238 5 400 4 4 4 439 3 300 3 3 3 340 3 350 3 4 3 441 5 400 4 4 4 442 5 400 4 4 4 443 5 400 4 4 4 444 3 300 1 3 4 445 5 350 4 3 4 346 3 250 3 2 3 247 3 350 4 3 3 448 4 200 3 2 3 049 1 067 2 0 0
STATISFACTION vraag 6
MLQ_IM gemiddelde
325250400225200150400400350350250350300375125400300350400400400300350250350200050
299 29 Gemiddelde 300 30 31 29 30100 15 Stand Deviatie 099 12 11 13 12
Marlegravene Amelo MBA-Intake-1 2003 page xxxviii MsMFHR Lim A Po Institute