鞍山招标,秋天的成语四字成语,膨胀蛭石
Descriptive analysis Table I presents the means, standard deviation and correlation coefficients of the study variables. Leadership style, gender, and team cohesiveness were derived from the questionnaire filled by the team members, the knowledge level was based on exams grades, and the team performance was measured by team assignments grades and firm performance rating grades. It can be seen that the relationship between the leadership style and the team cohesiveness is significant (p , 0:01) and the relationship between leadership style and gender is significant (p , 0:05). Team performance was significantly related to two variables: knowledge level and team cohesiveness (p , 0:01). Comparing the means of team cohesiveness of the two leadership styles For the first inferential test, the means of cohesiveness of the two leadership styles, transactional and transformational were compared. The mean of the team cohesiveness of transformational leaders was 3.75, as compared with 3.45 for transactional leaders, tð248Þ ¼ 22:72, p , 0:01. We concluded, consistent with H1, that transformational leaders, as compared to transactional ones, will be associated with higher levels of team cohesiveness. Perception of leadership style by males and females Table II below presents the results of the cross-tab table using frequencies of the two leadership styles: transactional and transformational, analyzed by males and females. The percentages are presented in a bar diagram in Figure 1.The Essay is provided by UK Assignment http://www.szdhsjt.com Males and females were quite randomly spread out in the teams. Males perceived the team leaders as being about 50 percent transformational and 50 percent transactional, while females perceived the same team leaders as 63 percent transformational against only 37 percent transactional. The x 2 test of independence was significant, x 2 ð1Þ ¼ 3:91, p , 0:05. Therefore, H2a, claiming that women perceive leaders as transformational more than transactional ones, as compared to men, is confirmed. Linear regression with team performance as the dependent variable Table III summarizes the results derived from linear regressions with team performance as the dependent variable. The analysis was done three times: overall, for men, and for women. The independent variables were set in two blocks. As hypotheses relating to leadership style and gender were suggested in the study, they were entered in the first block so as to examine their effects before other variables were entered. The second block contained knowledge level and team cohesiveness. The regression results show that the effect of leadership style and gender on the |
