SERVANT LEADERSHIP AND ORGANISATIONAL COMMITMENT AMONG ...woulibrary.wou.edu.my/theses-project/CEMBA2012_SWLIM.pdf · iii CERTIFICATE OF ORIGINALITY This is to certify that the research

SERVANT LEADERSHIP AND ORGANISATIONAL

COMMITMENT AMONG CIMB BANK

EXECUTIVES IN PENANG, MALAYSIA

LIM SI WEI

SCHOOL OF BUSINESS AND ADMINISTRATION

WAWASAN OPEN UNIVERSITY

2012

1

NAME Lim Si Wei

DEGREE Commonwealth Executive Master of Business Administration

SUPERVISOR Dr Nasina Mat Desa

TITLE Servant Leadership and Organisational Commitment among CIMB

Bank Executives in Penang, Malaysia

DATE June 2012

INSTITUTION Wawasan Open University (WOU)

Final Project Report submitted in partial fulfilment

of the requirements for the award of

Commonwealth Executive Master of Business Administration (CeMBA)

of

Wawasan Open University

Penang, Malaysia

ii

ACKNOWLEDGEMENTS

I would like to take this opportunity to express my appreciation for the guidance and

support provided by my project supervisor, Dr Nasina Mat Desa. Her constructive

criticism and advice have proved invaluable. Without her encouragement, this research

project would not be a complete one. No words of thanks can adequately express the

depth of my gratitude.

This research project would not complete without the co-operation provided by the

respondents. I would like to acknowledge to all of the participating respondents who

spent time answering the questionnaires.

I also wish to thank my parents and family members for their support. Their

understanding and emotional support have brought me to this success.

Finally, I would like to thank my MBA course mates and friends for their support. Their

personal and professional guidance have assisted me to complete this research smoothly.

iii

CERTIFICATE OF ORIGINALITY

This is to certify that the research project, Servant Leadership and Organisational

Commitment among CIMB Bank Executives in Penang, Malaysia is an original work of

the student and is being submitted in partial fulfilment of the requirements for the award

of Commonwealth Executive Master of Business Administration (CeMBA) of

Wawasan Open University (WOU). This report has not been submitted earlier either to

this University or to any other University/Institution for the fulfilment of the

requirement of a course of study.

Declaration made by Student:

_______________________

Lim Si Wei

041100051

1 June 2012

Declaration confirmed by Project Supervisor:

____________________

Dr Nasina Mat Desa

TU00431

1 June 2012

iv

PLAGIARISM STATEMENT

I, Lim Si Wei, hereby declare that the attached report is all my own work and all

references contained within it have been correctly cited, the original authors

acknowledged and it contains no plagiarism.

After the completion of the project report, I have scanned the report through

TURNITIN software for plagiarism. The plagiarism report received from the plagiarism

detection software indicated that the work is very likely to be original and that I am

satisfied that I had not plagiarised any substantive part of the report.

Declaration made by Student

___________________________

Lim Si Wei

041100051

1 June 2012

v

TABLE OF CONTENTS

Page

TITLE PAGE I

ACKNOWLEDGEMENTS ii

CERTIFICATE OF ORIGINALITY iii

PLAGIARISM STATEMENT iv

TABLE OF CONTENTS v

LIST OF TABLES xiv

LIST OF FIGURES xx

ABSTRACT xxiv

CHAPTER 1: INTRODUCTION

1.1 Background 1

1.2 Problem Statement 6

1.3 Research Objectives 9

1.4 Research Questions 11

1.5 Significance of Research 12

1.6 Definitions of Key Terms 13

1.6.1 Servant Leadership 14

vi

1.6.1.1 Altruistic Calling 14

1.6.1.2 Emotional Healing 14

1.6.1.3 Wisdom 15

1.6.1.4 Persuasive Mapping 15

1.6.1.5 Organisational Stewardship 15

1.6.2 Organisational Commitment 15

1.6.2.1 Affective Commitment 16

1.6.2.2 Continuance Commitment 16

1.6.2.3 Normative Commitment 16

1.6.3 Executive Staff 16

1.6.4 CIMB Bank 16

1.7 Organisation of Remaining Chapters 17

CHAPTER 2: LITERATURE REVIEW

2.1 Introduction 18

2.2 Organisational Commitment 18

2.2.1 Affective Commitment 19

2.2.2 Continuance Commitment 20

2.2.3 Normative Commitment 22

vii

2.3 Servant Leadership 23

2.3.1 Altruistic Calling 26

2.3.2 Emotional Healing 26

2.3.3 Wisdom 27

2.3.4 Persuasive Mapping 27

2.3.5 Organisational Stewardship 28

2.4 Servant Leadership and Organisational Commitment 28

2.5 Theoretical Framework 30

2.6 Hypotheses Development 31

2.6.1 The Relationship between Altruistic Calling and

Affective Commitment

31


Continuance Commitment

32


Normative Commitment

32

2.6.4 The Relationship between Emotional Healing and


32

2.6.5 The Relationship between Emotional Healing and


33

2.6.6 The Relationship between Emotional Healing and 33

viii


2.6.7 The Relationship between Wisdom and Affective

Commitment

33

2.6.8 The Relationship between Wisdom and


34

2.6.9 The Relationship between Wisdom and Normative

Commitment

34

2.6.10 The Relationship between Persuasive Mapping and


34



35



35

2.6.13 The Relationship between Organisational

Stewardship and Affective Commitment

36


Stewardship and Continuance Commitment

36


Stewardship and Normative Commitment

37

2.7 Summary 37

ix

CHAPTER 3: RESEARCH METHODOLOGY

3.1 Introduction 38

3.2 Research Design 38

3.3 Population and Sampling Frame 38

3.4 Sampling Techniques 39

3.5 Questionnaire Design 41

3.6 Questionnaire Measurement 41

3.6.1 Independent Variables 43

3.6.2 Dependent Variables 43

3.7 Data Collection Method 44

3.8 Statistical Techniques 44

3.8.1 Descriptive Analysis 45

3.8.2 Factor Analysis 45

3.8.3 Reliability Analysis 46

3.8.4 Correlation Analysis 46

3.8.5 Multiple Regression Analysis 47

3.9 Summary 50

x

CHAPTER 4: ANALYSIS OF RESULTS

4.1 Introduction 52

4.2 Overview of Data Collected 52

4.3 Demographic Profiles of Respondents 53

4.4 Factor Analysis 55

4.4.1 Factor Analysis on the Independent Variables 55

4.4.2 Factor Analysis on the Dependent Variables 58

4.5 Reliability Analysis 59

4.6 Descriptive Statistics 61

4.7 Correlation Analysis 63

4.8 Multiple Regression Analysis 65

4.8.1 Multiple Regression Analysis on Affective

Commitment

67

4.8.2 Multiple Regression Analysis on Continuance

Commitment

68

4.8.3 Multiple Regression Analysis on Normative

Commitment

70

4.9 Summary 71

xi

CHAPTER 5: FINDINGS AND CONCLUSION

5.1 Introduction 74

5.2 Recapitulation of the Study‟s Findings 74

5.3 Discussion 77

5.3.1 The Relationship between Servant Leadership and


77



80



81

5.4 Implications of the Study 83

5.4.1 Theoretical Implications 83

5.4.2 Managerial Implications 85

5.5 Limitations of the Study and Suggestions for Future Research 87

5.6 Conclusion 89

REFERENCES 91

xii

APPENDICES

Appendix A Questionnaire with Cover Letter 103

Appendix B Coding of Variables in SPSS 109

Appendix C SPSS Analyses Outputs 110

Appendix C1 Demographic Profiles of Respondents 110

Appendix C2 Factor Analysis on the Independent Variables 117

Appendix C3 Factor Analysis on the Dependent Variables 125

Appendix C4 Reliability Analysis on Altruistic Calling 130

Appendix C5 Reliability Analysis on Emotional Healing 131

Appendix C6 Reliability Analysis on Wisdom 132

Appendix C7 Reliability Analysis on Persuasive Mapping 133

Appendix C8 Reliability Analysis on Organisational Stewardship 134

Appendix C9 Reliability Analysis on Affective Commitment 135

Appendix C10 Reliability Analysis on Continuance Commitment 136

Appendix C11 Reliability Analysis on Normative Commitment 137

Appendix C12 Descriptive Statistics 138

Appendix C13 Correlation Analysis 139

Appendix C14 Multiple Regression Analysis on Affective

Commitment

140

xiii

Appendix C15 Multiple Regression Analysis on Continuance

Commitment

145

Appendix C16 Multiple Regression Analysis on Normative

Commitment

150

xiv

LIST OF TABLES

Table No. Title of Tables Page

Table 3.1 Distribution of Questionnaires to CIMB Bank 40

Table 3.2 Layout of Items in the Questionnaire 42

Table 4.1 Breakdown of Questionnaires Collected 53

Table 4.2 Demographic Profiles of Respondents 54

Table 4.3 Rotated Factors and Factor Loadings for Independent

Variables

56

Table 4.4 Rotated Factors and Factor Loadings for Dependent

Variables

58

Table 4.5 Reliability Coefficients of the Study Variables 60

Table 4.6 Descriptive Statistics of the Study Variables 62

Table 4.7 Pearson‟s Correlation Analysis of the Study Variables 63

Table 4.8 Multiple Regression Results for Affective Commitment 67

Table 4.9 Multiple Regression Results for Continuance

Commitment

69

Table 4.10 Multiple Regression Results for Normative Commitment 70

Table 4.11 Summary of All Hypotheses Results 72

Table B.1 Coding of Variables in SPSS 109

xv

Table C1.1 Statistics of Demographic Profiles of Respondents 110

Table C1.2 Frequency of Gender Distribution of Respondents 111

Table C1.3 Frequency of Age Distribution of Respondents 111

Table C1.4 Frequency of Educational Level of Respondents 111

Table C1.5 Frequency of Position Level of Respondents 111

Table C1.6 Frequency of Organisational Tenure of Respondents 112

Table C1.7 Frequency of Working Duration of Respondents with

Current Supervisor

112

Table C1.8 Frequency of Gender of Supervisors 112

Table C2.1 KMO Value and Bartlett's Test of Sphericity of

Independent Variables

117

Table C2.2 Correlation Matrix between Altruistic Calling and Other


117

Table C2.3 Correlation Matrix between Emotional Healing and

Other Independent Variables

118

Table C2.4 Correlation Matrix between Wisdom and Other


119

Table C2.5 Correlation Matrix between Persuasive Mapping and

Other Independent Variables

120

Table C2.6 Correlation Matrix between Organisational Stewardship

and Other Independent Variables

121

xvi

Table C2.7 Total Variance Explained of Independent Variables 122

Table C2.8 Rotated Component Matrix of Independent Variables 124

Table C3.1 KMO and Bartlett‟s Test of Spericity of Dependent

Variables

125

Table C3.2 Correlation Matrix between Affective Commitment and

Other Dependent Variables

125

Table C3.3 Correlation Matrix between Continuance Commitment

and Other Dependent Variables

126

Table C3.4 Correlation Matrix between Normative Commitment and

Other Dependent Variables

126

Table C3.5 Total Variance Explained of Dependent Variables 127

Table C3.6 Rotated Component Matrix of Dependent Variables 129

Table C4.1 Reliability Statistics of Altruistic Calling 130

Table C4.2 Item Statistics of Altruistic Calling 130

Table C4.3 Inter-item Correlation Matrix of Altruistic Calling 130

Table C4.4 Item-total Statistics of Altruistic Calling 130

Table C4.5 Scale Statistics of Altruistic Calling 139

Table C5.1 Reliability Statistics of Emotional Healing 131

Table C5.2 Item Statistics of Emotional Healing 131

Table C5.3 Inter-item Correlation Matrix of Emotional Healing 131

xvii

Table C5.4 Item-total Statistics of Emotional Healing 131

Table C5.5 Scale Statistics of Emotional Healing 131

Table C6.1 Reliability Statistics of Wisdom 132

Table C6.2 Item Statistics of Wisdom 132

Table C6.3 Inter-item Correlation Matrix of Wisdom 132

Table C6.4 Item-total Statistics of Wisdom 132

Table C6.5 Scale Statistics of Wisdom 132

Table C7.1 Reliability Statistics of Persuasive Mapping 133

Table C7.2 Item Statistics of Persuasive Mapping 133

Table C7.3 Inter-item Correlation Matrix of Persuasive Mapping 133

Table C7.4 Item-total Statistics of Persuasive Mapping 133

Table C7.5 Scale Statistics of Persuasive Mapping 133

Table C8.1 Reliability Statistics of Organisational Stewardship 134

Table C8.2 Item Statistics of Organisational Stewardship 134

Table C8.3 Inter-item Correlation Matrix of Organisational

Stewardship

134

Table C8.4 Item-total Statistics of Organisational Stewardship 134

Table C8.5 Scale Statistics of Organisational Stewardship 134

Table C9.1 Reliability Statistics of Affective Commitment 135

xviii

Table C9.2 Item Statistics of Affective Commitment 135

Table C9.3 Inter-item Correlation Matrix of Affective Commitment 135

Table C9.4 Item-total Statistics of Affective Commitment 135

Table C9.5 Scale Statistics of Affective Commitment 135

Table C10.1 Reliability Statistics of Continuance Commitment 136

Table C10.2 Item Statistics of Continuance Commitment 136

Table C10.3 Inter-item Correlation Matrix of Continuance

Commitment

136

Table C10.4 Item-total Statistics of Continuance Commitment 136

Table C10.5 Scale Statistics of Continuance Commitment 136

Table C11.1 Reliability Statistics of Normative Commitment 137

Table C11.2 Item Statistics of Normative Commitment 137

Table C11.3 Inter-item Correlation Matrix of Normative Commitment 137

Table C11.4 Item-total Statistics of Normative Commitment 137

Table C11.5 Scale Statistics of Normative Commitment 137

Table C12.1 Descriptive Statistics of Independent and Dependent

Variables

138

Table C13.1 Correlation Table between Variables 139

Table C14.1 Multiple Regression Model Summary of Affective

Commitment

140

xix

Table C14.2 ANOVA Table of Affective Commitment 140

Table C14.3 Coefficients of Affective Commitment 140

Table C15.1 Multiple Regression Model Summary of Continuance

Commitment

145

Table C15.2 ANOVA Table of Continuance Commitment 145

Table C15.3 Coefficients of Continuance Commitment 145

Table C16.1 Multiple Regression Model Summary of Normative

Commitment

150

Table C16.2 ANOVA Table of Normative Commitment 150

Table C16.3 Coefficients of Normative Commitment 150

xx

LIST OF FIGURES

Figure No. Title of Figure Page

Figure 2.1 Theoretical Framework: The relationship between

Servant Leadership and Organisational Commitment

31

Figure C1.1 Frequency Chart of Gender Distribution of

Respondents

113

Figure C1.2 Frequency Chart of Age Distribution of Respondents 113

Figure C1.3 Frequency Chart of Educational Level of Respondents 114

Figure C1.4 Frequency Chart of Position Level of Respondents 114

Figure C1.5 Frequency Chart of Organisational Tenure of

Respondents

115

Figure C1.6 Frequency Chart of Working Duration of Respondents

with Current Supervisor

115

Figure C1.7 Frequency Chart of Supervisor‟s Gender 116

Figure C2.1 Scree Plot of Independent Variables 123

Figure C3.1 Scree Plot of Dependent Variables 128

Figure C14.1 Histogram of Frequency against Regression

Standardised Residual for Affective Commitment

141

Figure C14.2 Normal P-P Plot of Regression Standardised Residual

for Affective Commitment

141

xxi

Figure C14.3 Scatter Plot of Regression Standardised Residual

against Regression Standardised Predicted Value for


142

Figure C14.4 Partial Regression Plot of Affective Commitment

against Altruistic Calling

142


against Emotional Healing

143


against Wisdom

143


against Persuasive Mapping

144


against Organisational Stewardship

144


Standardised Residual for Continuance Commitment

146


for Continuance Commitment

146




147

Figure C15.4 Partial Regression Plot for Continuance Commitment


147

xxii



148


against Wisdom

148



149



149


Standardised Residual for Normative Commitment

151


for Normative Commitment

151




152

Figure C16.4 Partial Regression Plot of Normative Commitment


152



153


against Wisdom

153



154

xxiii



154

xxiv

NAME Lim Si Wei

DEGREE Commonwealth Executive Master of Business Administration

SUPERVISOR Dr Nasina Mat Desa

TITLE Servant Leadership and Organisational Commitment among

CIMB Bank Executives in Penang, Malaysia

DATE June 2012

Abstract

This research examined the relationship between servant leadership (altruistic calling,

emotional healing, wisdom, persuasive mapping and organisational stewardship) and

organisational commitment (affective commitment, continuance commitment and

normative commitment) among executive staff in CIMB Banks in Penang, Malaysia.

Fifteen hypotheses were tested in this study. A total of 160 questionnaires were

distributed to the executive staff from ten branches of CIMB Bank in the North East

region of Penang Island over a period of three weeks from the end of March to the

middle of April. 107 questionnaires were usable yielded a response rate of 67%. The

collected data were analysed using factor analysis, reliability analysis, descriptive

analysis, correlational analysis and multiple regression analysis. The results revealed

that emotional healing was significantly positively related to continuance commitment

and normative commitment. It was also showed that altruistic calling was significantly

positively related to normative commitment while wisdom was found to be significantly

positively related to affective commitment.

xxv

This study provided some theoretical and practical implications. Theoretically, this

study provides new insights to the literature on the relationship between servant

leadership and organisational commitment among CIMB Bank executives in the North

East region of Penang Island. It also provides insights of the commitment profile and

perceived servant leadership profiles to the management team. This may serve as

guidance for the management team to improvise the leadership training programme for

their managers. Limitations and suggestions for future studies were discussed. This

study highlighted the importance of having a right leader to manage their employee to

achieve greater organisational commitment. It underlies the managerial responsibility

for timely and committed organisational intervention, which in turn would augur well

for the retention of valuable human resources.

1

CHAPTER 1

INTRODUCTION

1.1 Background

Organisational commitment is a psychological state that is characterised by the

employees‟ relationship with the organisation and the decision of the employees to

continue membership in the organisation (Meyer & Allen, 1997). It is a reflection of a

desire, a need, or an obligation to maintain membership with the organisation.

Organisational commitment has important role in the study of organisational behaviour.

It has powerful implications on organisations and their members. Various studies have

shown the relationship between organisational commitment and attitudes and

behaviours at the workplace (Porter et al., 1974; Angle & Perry, 1981). Organisational

commitment has been shown to relate to employee behaviours, job satisfaction and

performance effectiveness (Bateman & Strasser, 1984). Turnover rate and absenteeism

are lower in organisation with stronger organisational commitment (Kyei-Poku, 1996).

Besides that, productivity is higher in organisation with stronger organisational

commitment as well (Shore & Martin, 1989). Organisational commitment is vital in

ensuring the sustainability of an organisation. Organisations with stronger

organisational commitment are able to respond and adapt faster to environmental

changes. Therefore, study of organisational commitment is important.

Organisational commitment is vital for the survival of all organisations and has been

studied in various types of organisations, such as hospital (Welsh & LaVan, 1981),

2

manufacturing organisation (Allen & Meyer, 1990), bank (Kyei-Poku, 1996), university

(Allen & Meyer, 1990) and banking (Kyei-Poku, 1996; Panchanatham et al, 2011;

Nasirul Islam, 2006; Pandey, 2009; Riaz et al., 2011). Among various industries,

organisational commitment has obtained much concern from the banking industry. The

study of organisational commitment in banking industry has been carried out in a few

countries, such as Canada (Kyei-Poku, 1996), India (Panchanatham et al., 2011),

Bangladesh (Nasirul Islam, 2006); Nepal (Pandey, 2009) and Pakistan (Riaz et al.,

2011). Organisational commitment is an important issue in the ever dynamic and

challenging banking industry.

Researchers put in a lot of effort on the study of organisational commitment in banking

industry following the global trend of mergers and acquisitions in the banking and

financial sector. The increasing of mergers and acquisitions in the international banking

and financial sector is partly due to globalisation, a force that is dramatically changing

how companies compete and succeed. It is believed that the mergers and acquisition

organisations may gain competitive advantage through the synergistic effect of the

integration and combination of business units (Kyei-Poku, 1996). However, evidence

showed that mergers and acquisition organisations do not live up to their potential and

in some cases perform even less than market average (Kyei-Poku, 1996). One of the

main reasons for failure of mergers is the overlook of the importance of human resource

by corporate leaders (Cartwright & Cooper, 1993a). Human resource related issues such

as job satisfaction, organisational commitment, performance and motivation have been

shown to be related to of the failure of merger and acquisition organisations (Kyei-Poku,

3

1996). The attitudes and behaviours of employees are important determinants of the

sustainability of merger and acquisition organisations. Lower morale among employees

following merger results in reduced organisational commitment and influences the

effectiveness of the new organisation (Weber, 1996). Increasing organisational

commitment among employees may reduce the failure rates of mergers. Committed

employees put forth extra effort in their work, serve as positive public-relations

representatives outside the organisation, and go above and beyond the norm in doing the

little things that help the organisation function effectively (Niehoff et al., 2001).

Therefore, strategies on improving organisational commitment following mergers and

acquisitions are vital for the survival of the organisations.

One of the factors that affect organisational commitment is leadership style.

Appropriate leadership styles may enhance organisational commitment (Drury, 2004;

Lok & Crawford, 2004; Lee & Ahmad, 2009). Employees that have good relationship

with their immediate work group have higher levels of commitment (Meyer & Allen,

1997). Koopman (1991) showed that leadership styles affect employees. Employees

who favour their manager‟s style favour the organisation more. The degree of employee

commitment is strongly related to the overall management culture and style driven by

top management team (Nierhoff et al., 1990). Employees who feel that they are cared

for by their organisation and managers have higher levels of commitment (Eisenberger

et al., 1990). They are more conscious about their responsibilities, have greater

involvement in the organisation and are more innovative (Eisenberger et al., 1990).

4

Therefore, cultivation of appropriate leadership style among managers may enhance

organisational commitment of employees.

Various leadership styles have been shown to have positive relationship with

organisational commitment. Among them, servant leadership has been chosen for this

study. The positive relationship between servant leadership and organisational

commitment has been proven by Liden et al. (2008). Servant leadership has been found

to be positively related to trust, organisational citizenship behaviours, procedural justice,

extra effort, organisational commitment, follower need fulfilment, turnover and a

promotional mindset (Searle, 2011). Positive changes made by servant leaders may lead

to greater positive outcome to the organisation. Organisations such as Southwest

Airlines and Synovus Financial Corporation gained competitive advantage after

incorporating servant leadership into their management philosophy (Washington et al.,

2006). They were listed in Fortune‟s January 2000 „Top 10 Best companies to Work for

In America‟ (Washington et al., 2006). This shows that servant leadership focused

companies are able to attract their employees‟ interest to remain membership with the

organisations. Other organisations that have been practicing servant leadership include

The Toro Company, Synovus Financial Corporation, ServiceMaster Company, The

Men‟s Warehouse, Southwest Airlines and Starbucks, are practicing servant leadership

(Hill, 2008; Washington et al., 2006).

In Malaysia, CIMB Bank is one of the organisations that incorporate servant leadership

into their management philosophy. The management team seeks to develop leaders who

5

are able to build covenantal relationship with their subordinates and show mutual

commitment between both parties by cultivating the „carefrontational‟ culture (CIMB,

2010). This is in accordance with the philosophy of servant leadership at which servant

leaders are perceived as honest, trustworthy and respectful by their subordinates (Hill,

2008). They cultivate their subordinates into wiser, freer, more autonomous and

independent individuals (Searle, 2011). The strong engagement between servant leaders

and subordinates may help to improve the overall organisational commitment and

performance. Therefore, various strategies that enhance the qualities of servant

leadership among the managers have been implemented. With the enhancement of

leadership qualities among managers, organisational commitment may be strengthened

(Drury, 2004; Lok & Crawford, 2004; Lee & Ahmad, 2009).

The management team of CIMB Bank understands the importance of human resource

management in ensuring the sustainability of the organisation. Various strategies have

been implemented to improve the human resource management, such as the move of the

Group Corporate Communications to Group Corporate Resources at the beginning of

2011(CIMB, 2010). Furthermore, in conjunction with the philosophy of the

organisation of the development of people, the Commerce Leadership Institute has been

launched to strengthen the leadership capabilities of the employee (CIMB, 2010). The

qualities of servant leaders are incorporated into the philosophy of the programs.

Although the management team of CIMB Banks sees the importance of servant

leadership, the effectiveness of the implementation of servant leadership on

organisational commitment in CIMB Banks has not been studied. This study, therefore,

6

may provide guidance for CIMB Bank to strategise and implement servant leadership

into the leadership development program.

1.2 Problem statement

Banking industry situated in an ever dynamic and challenging environment. Banking

organisations have to constantly innovate and re-invent themselves to maintain

sustainability. To improve competitiveness of Malaysia banking industry in the

increasing globalised environment, Malaysia government encouraged the banking

industry to consolidate more rapidly by introducing the Financial Sector Master Plan in

2001. In response to the government-initiated banking consolidation plan, the CIMB

Regional Universal Bank was launched by the CIMB Group in 2006 following the 3-

way merger of Commerce International Merchant Bankers, Bumiputra-Commerce Bank

and Southern Bank (CIMB Group, 2010).

A merger is a significant event over the life of an organisation, and it has impact on the

organisational performance. Although the aim of mergers and acquisition is to improve

the competitiveness of the organisations, failures have been reported (Kyei-Poku, 1996).

Decrease in organisational commitment has been identified as one of the determinants

of failure of mergers (Davy et al., 1988). Morale among employees of merger and

acquisition organisations has been shown to reduce after mergers. Staff turnover was

increased and productivity was reduced (Armstrong-Stassen et al., 2001). Reduce in

organisation commitment and effectiveness of new organisation has been reported

7

(Weber, 1996). Therefore, improving attitudes and behaviours of employees is vital in

ensuring the success of merger and acquisition organisations.

Human resource management plays a vital role in ensuring the sustainability of merger

and acquisition organisations. Overlook of the importance of human resource

management is related to reduce of organisational commitment following mergers

(Cartwright & Cooper, 1993a). Strategies that enhance human resource management,

such as appropriate leadership styles may enhance organisational commitment (Drury,

2004; Lok & Crawford, 2004; Lee & Ahmad, 2009). As suggested by the social

cognitive theory, person, environment and behaviour continuously influence each other.

Management culture and leadership styles driven by top management team have been

shown to be related to the degree of employee commitment (Nierhoff et al., 1990).

Organisational commitment is improved if the employees favour the leadership style of

their managers. Furthermore, leader-member exchange theory also suggests that work

behaviour of subordinates is influenced by leadership style. High qualities of exchanges

such as higher level of trust, interaction, support and rewards ensure intimate

relationship between managers and followers (Lee & Ahmad, 2009). Level of

commitment is higher among employees who feel that they are cared for by their

organisations and managers (Eisenberger et al., 1990). Therefore, covenantal

relationship between managers and followers may be built by incorporating appropriate

leadership styles. Organisational commitment may be improved.

8

The management team of CIMB Bank is aware of the importance of human resource

management in merger and acquisition organisations. Strategies such as the move of the

Group Corporate Communications to Group Corporate Resources have been

implemented to nurture appropriate working attitudes and behaviours among the

employees (CIMB, 2010). Furthermore, in conjunction with the philosophy of the

organisation of the development of people, the Commerce Leadership Institute has been

launched. The institute aims to strengthen the leadership capabilities of the employee

(CIMB, 2010). The management team seeks to improve organisational commitment by

enhancing the leadership qualities among managers.

The philosophy of the „carefrontational‟ culture cultivated by the management team of

CIMB Bank is most compatible with the leadership qualities of servant leadership.

CIMB Bank seeks to develop leaders who are able to show mutual commitment

between with their followers by building covenantal relationship with them (CIMB,

2010). Strong manager-follower relationship may be built through the practice of

servant leadership. Servant leaders are perceived as honest, trustworthy and respectful

by their subordinates (Hill, 2008). They cultivate their subordinates into wiser, freer,

more autonomous and independent individuals (Searle, 2011). Intimate relationship

may be developed between servant leaders and their followers. The strong engagement

between them may help to improve the overall organisational commitment and

performance, which is the ultimate aim of the management of CIMB Bank to improve

leadership qualities among the managers.

9

Although the management team of CIMB Bank has implemented various strategies to

enhance organisational commitment by incorporating the qualities of servant leadership

into the philosophy of human resource management, the effectiveness of the strategies

have not been studied at the local setting. The relationship between leadership and

organisational commitment has been looked at by some researchers (Lok & Crawford,

2004; Darvish & Rezaei, 2011; Brown, 2003). Some of them were carried out in Asian

countries (Lee & Ahmad, 2008; Dhawan & Mulla, 2011). However, most of the studies

were carried out in the Western countries (Drury, 2004; Hoveida et al., 2011; Hill,

2008). Although the results of these studies showed positive relationship between

servant leadership and organisational commitment, the relationship between the

variables may be different in Malaysia due to cultural difference across countries.

Therefore, the purpose of this study is to understand the relationship between servant

leadership and organisational commitment in Malaysia. By understanding the

relationship, CIMB bank will be able to improvise their leadership training for their

managers and identify which dimensions of servant leadership will have the greatest

impact on CIMB‟s employees‟ organisational commitment.

1.3 Research Objective

The purposes of this study are:

1) To explore the relationship between altruistic calling and affective

commitment

2) To explore the relationship between altruistic calling and continuance

commitment

10

3) To explore the relationship between altruistic calling and normative

commitment

4) To explore the relationship between emotional healing and affective

commitment

5) To explore the relationship between emotional healing and continuance

commitment

6) To explore the relationship between emotional healing and normative

commitment

7) To explore the relationship between wisdom and affective commitment

8) To explore the relationship between wisdom and continuance commitment

9) To explore the relationship between wisdom and normative commitment

10) To explore the relationship between persuasive mapping and affective

commitment

11) To explore the relationship between persuasive mapping and continuance

commitment

12) To explore the relationship between persuasive mapping and normative

commitment

13) To explore the relationship between organisational stewardship and affective

commitment

14) To explore the relationship between organisational stewardship and

continuance commitment

15) To explore the relationship between organisational stewardship and

normative commitment

11

1.4 Research Question

This study attempts to answer to following questions:

1) Does altruistic calling have significant effect on affective commitment?

2) Does altruistic calling have significant effect on continuance commitment?

3) Does altruistic calling have significant effect on normative commitment?

4) Does emotional healing have significant effect on affective commitment?

5) Does emotional healing have significant effect on continuance commitment?

6) Does emotional healing have significant effect on normative commitment?

7) Does wisdom have significant effect on affective commitment?

8) Does wisdom have significant effect on continuance commitment?

9) Does wisdom have significant effect on normative commitment?

10) Does persuasive mapping have significant effect on affective commitment?

11) Does persuasive mapping have significant effect on continuance

commitment?

12) Does persuasive mapping have significant effect on normative commitment?

13) Does organisational stewardship have significant effect on affective

commitment?

14) Does organisational stewardship have significant effect on continuance

commitment?

15) Does organisational stewardship have significant effect on normative

commitment?

12

1.5 Significance of the Study

This study may help the academic world to have a better understanding of the

relationship between servant leadership and organisational commitment in Malaysia.

The relationship between leadership and organisational commitment has been carried

out by some researchers in Western and Asian countries (Brown, 2003; Lok &

Crawford, 2004; Lee & Ahmad, 2008; Darvish & Rezaei, 2011; Dhawan & Mulla,

2011). However, the studies of relationship between servant leadership and

organisational commitment are limited (Drury, 2004; Hill, 2008; Hoveida et. al., 2011).

Furthermore, these studies were studied in Western countries. Limited studies have

been carried out in Malaysia. As suggested by the Hofstede cultural difference across

countries, the relationship between variables may be different in Malaysia. This

research may show the applicability of servant leadership in Malaysia.

Besides that, this study may provide an insight into the relationship between the

individual dimensions of the servant leadership proposed by Barbuto and Wheeler

(2006) and the Three Component Model proposed by Allen and Meyer (1991).

Development of new hypotheses for future study may be facilitated.

There are various reasons why the banking industry, specifically CIMB Banks in

Penang is chosen as the subject of this study.

13

Firstly, the banking industry in Malaysia is experiencing consolidation. As stated in the

problem statement, attitudes and behaviours of employees are the key determinant of

the success of merger and acquisition organisations Kyei-Poku, 1996). Study of the

organisational commitment may benefit the employers by providing insights into the

commitment profiles of the employees in the banking industry.

Being a product of merger, the management team of CIMB Bank understands the

significance of human resource management to the sustainability of the organisation.

Although various efforts have been done to improve human resource management,

appropriateness of the strategies has not been studied. Hence, this study may provide an

insight to the CIMB Bank management team on the commitment profiles of their

employees. Furthermore, the dimension of servant leadership that has the greatest

impact on organisational commitment of CIMB Bank employees may be identified. The

management team may use this study as a guidance to strategise and implement servant

leadership into leadership training program.

In conclusion, carrying out a research on the employees of CIMB Bank is vital for the

management team to review and enhance their leadership training for their managers.

1.6 Definition of Key Term

The definitions of the key terms used in this study are shown below:

14

1.6.1 Servant leadership

According to Greenleaf (1977), servant leaders are leaders who put others‟ interest at

the highest priority and offer altruism as the foundation to serve others. For the purpose

of this study, the definition of Barbuto and Wheeler (2002) was utilised. Servant

leadership is composed of five important dimensions: altruistic calling, emotional

healing, wisdom, persuasive mapping and organisational stewardship.

1.6.1.1 Altruistic Calling

Altruistic calling is defined as “the desire of servant leaders to make positive difference

in others‟ lives. Leaders who emphasise on altruistic calling will put others‟ interests

ahead of their own and will diligently work to meet followers‟ need.”

1.6.1.2 Emotional Healing

Emotional healing is defined as “the ability in fostering spiritual recovery from hardship

or trauma”. The emotional healing power of servant leader is facilitated by their ability

to take empathetic actions toward their followers‟ needs, desires, and problems

(Barbuto & Wheeler, 2006). This ability enables servant leaders to be skilled at

cultivating relationships and environments that encourage others to share their concerns,

ideas, dreams, problems, and promotes emotional healing (Barbuto & Wheeler, 2006).

15

1.6.1.3 Wisdom

Wisdom is described as “a combination of awareness of surroundings and anticipation

of consequences”. Leaders high in wisdom are aware of their surroundings and able to

anticipate the consequences and implications of their observations.

1.6.1.4 Persuasive Mapping

Persuasive mapping is described as “the description of the extent that leaders use sound

reasoning and mental frameworks”. Leaders high in persuasive mapping are skilled at

visualising greater possibilities and making these possibilities seem exciting and

motivating for followers (Barbuto & Wheeler, 2006; Graham, 1991).

1.6.1.5 Organisational Stewardship

Organisational stewardship refers to the ability of servant leader to satisfy the needs of

multiple stakeholders, and prepare their organisations and its members to make positive

contributions to the surrounding community, environment and society.

1.6.2 Organisational Commitment

This study utilises the definition described by Meyer and Allen (1991): “organisational

commitment is a psychological state that is characterised by the employees‟ relationship

with the organisation and the decision of the employees to continue membership in the

organisation”. The three components of organisational commitment are discussed in this

study: affective commitment, continuance commitment and normative commitment.

16

1.6.2.1 Affective Commitment

Affective commitment refers to the employee‟s emotional attachment to, identification

with, and involvement in the organisation. Employees with strong affective

commitment stay with the organisation because they want to do so.

1.6.2.2 Continuance Commitment

Continuance commitment refers to an awareness of the cost associated with leaving the

organisation. Employees with high continuance commitment stay with the organisation

because they need to do so.

1.6.2.3 Normative Commitment

Normative commitment reflects a feeling of obligation to continue employment.

Employees with high level of normative commitment feel that they ought to remain

with the organisation.

1.6.3 Executive Staff

For the purpose of this study, executive staff refers to an individual employee Grade 34

to Grade 36 working with the CIMB Bank.

1.6.4 CIMB Bank

CIMB bank is a bank under the umbrella of CIMB Group, which is a regional universal

bank operating in ASEAN. CIMB Bank represents CIMB Group‟s consumer bank and

17

corporate banking franchise in Malaysia, Singapore and Cambodia. In this study, only

the CIMB Commercial Banks in the North East region of Penang Island are included.

1.7 Organisation of Remaining Chapters

There are five chapters in this study. Chapter one describes the background of the study,

problem statement, research objectives, research questions and significance of the study.

Chapter two reviews related researches that have been carried out previously. A

theoretical framework was developed and fifteen hypotheses were formulated.

Chapter three describes the methodology used in this study. Research design, variables

and measurements, data collection method and data analysis techniques were discussed

in this chapter.

The goodness of measurements used and the results of the statistical analyses from

SPSS are provided in Chapter four.

The final chapter, chapter five presents the research findings, discussions and the

implications of the study. Limitations of the study and suggestions for future research

were presented.

18

CHAPTER 2

LITERATURE REVIEW

2.1 Introduction

This chapter discusses the overview of literature on organisational commitment

(affective commitment, continuance commitment and normative commitment) and

servant leadership (altruistic calling, emotional healing, wisdom, persuasive mapping

and organisational stewardship). The theoretical framework and hypotheses were

developed based on the literature reviewed.

2.2 Organisation Commitment

Organisational commitment has been widely studied in the field of organisational

behaviour, human resource management and organisational psychology (Abdul Karim

& Mohammd Noor, 2006). It has been found to be related to attitudes and behaviours at

the workplace (Porter et al., 1974, Angle & Perry, 1981). Organisational commitment

has been shown to be positively related to organisational performance and job

satisfaction; and negatively related to turnover rate (Bateman & Strasser, 1984; Shore &

Martin, 1989; Kyei-Poku, 1996).

Meyer and Allen (1991) reviewed organisational commitment theories and researches

and proposed a new model of commitment called the three-component model of

organisational commitment. They concluded that commitment is a psychological state

with three components that reflects a desire, a need, and an obligation to maintain

19

employment in an organisation. The three components are termed as affective

commitment, continuance commitment and normative commitment.

Affective commitment is related to the emotional attachment to, identification with and

involvement of an individual with the organisation. Continuance commitment refers to

the perceived cost of leaving an organisation. Individuals who are normatively

committed to the organisation stay with the organisation due to the feeling of obligation

to continue employment. The three components are related but distinguishable from

each other (Meyer et al., 2002). An individual may experience the three components to

different degrees.

The three-component model of organisational commitment has been studied and tested

by various researchers and received empirical support (Eisinga et al., 2010; Abdul

Karim & Mohammad Noor, 2006; Jaros, 2002; Culpepper, 2000; Md Zain & Gill, 1999;

Hackett et al., 1994). The cross-cultural generalizability of the three-component model

in Malaysia has been proven (Md Zain & Gill, 1999). Hence, the three component

model of organisational commitment proposed by Meyer and Allen is used in this study.

2.2.1 Affective Commitment

Allen and Meyer (1991) derived affective commitment as a component of the three-

component model of organisational commitment from the definitions of commitment

described by other researchers. Kanter (1968) described commitment as “the attachment

20

of an individual‟s fund of affectivity and emotion to the group”. Other researchers such

as Buchanan (1974) and Mowday et al. (1979) have also used commitment to describe

an affective orientation towards the organisation (Meyer & Allen, 1991). Meyer and

Allen (1991) defined affective commitment as “employee‟s emotional attachment to,

identification with, and involvement in the organisation”.

Affective commitment creates favourable intentions that help to preserve and reinforce

relationship (Evanschitzky et al., 2006). It has an important role in long term

relationship. Employees who are affectively committed to the organisation feel proud

and have the desire for affiliation with the organisation. They are keen to maintain

organisational membership and willing to help the organisation to achieve its goals

(Porter et al., 1974). Employees who are high in affective commitment show positive

work-related behaviours. Employees with higher affective commitment showed lower

withdrawal behaviours (Rhoades et al., 2001). Besides that, better performance and

organisational citizenship behaviour have been reported as well (Meyer et al., 2002).

2.2.2 Continuance Commitment

The second component of organisational commitment originated from Becker‟s side

bets theory. Becker (1960) described continuance commitment as engagement in the

relationship resulting from the perceived lost of accumulated side bets as a result of

termination of the relationship. Meyer and Allen (1991) defined continuance

commitment as an awareness of the costs associated with leaving the organisation.

21

The cost of leaving may appear in many forms, such as time and effort spent on

acquiring of non-transferable investments. Examples of non-transferable investments

include non-transferable skills, seniority privileges, retirement benefit or pension,

relationship with colleagues, uproot of family, availability of alternatives, or things that

are unique to the organisation and meaningful to the employees (Reichers, 1985; Meyer

& Allen, 1991). The level of continuance commitment is high when the cost of leaving

is high. However, the perception of cost differs between individuals. For example, the

attractiveness of external employment opportunities are diminished by certain

investments or side-bets made by employees. Therefore, the measurement of

continuance commitment is subjective to the perception of individual.

The relationship between continuance commitment and work-related behaviours

depends on the implication of that behaviour for employment because continued

employment is a necessity for individual with high continuance commitment. Some

researchers suggested that continuance commitment is unrelated, or related negatively

to work-related behaviours such as attendance, performance and organisational

citizenship behaviour (Becker & Kernan, 2003; Meyer & Allen, 2002). However, it has

been shown that continuance commitment is positively related to employee turnover

(Vandenberghe et al., 2011). Employees with higher continuance commitment showed

lower turnover rates.

22

2.2.3 Normative Commitment

Normative commitment is the least researched component of the three-component

model of organisational commitment (Kyei-Poku, 1996). The concept of normative

commitment was originally introduced by Wiener (1982) who viewed normative

commitment as “the totality of internalized normative pressures to act in a way that

meets organizational goals and interests”. Meyer and Allen (1991) supported this type

of commitment and they defined normative commitment as “a feeling of obligation”.

Normative commitment is present in many scenarios such as marriage, family and

religion. When it comes to an employee‟s commitment to their work place they often

feel an obligation to the organization (Wiener, 1982). Normative commitment may be

promoted by certain organisation policies such as nepotism-hiring policies that favour

the employees‟ family members and offer scholarship for university students (Meyer &

Allen, 1997). The investment that the organisation put in for the employees may cause

them to feel an obligation to serve for the organisation until the debt is repaid (Meyer &

Allen, 1991).

The potential disadvantage of normative commitment is such that it may only last until

the „debt‟ is regarded as paid (Meyer & Allen 1991) and it is subject to be lost later on.

If normative commitment is the dominating form of commitment, it will potentially

only last as long as the internal or external pressure is present or until the “debt”

remains unpaid. Therefore, the right composition of the three dimensions of

commitment is important in ensuring strong commitment profiles.

23

2.3 Servant Leadership

The concept of leader to work as a servant has been discussed for a long time. In the

sixth century, an ancient Chinese sage named Lao-tzu proposed that leadership is a

service, and roles of leaders are to guide, assist, develop and strengthen their followers

(Ching & Ching, 1995). In the academic world, the concept of servant leadership was

introduced by Robert Greenleaf (1977). According to him, servant leaders put others‟

interest at the highest priority and offer altruism as the foundation to serve others.

Servant leaders facilitate, foster and cultivate lasting evolutionary growth in their

followers (Van Dierendonck & Patterson, 2010). They recognise the needs and concern

of multiple stakeholders, and seek to address these needs through moral altruistic acts of

service (Searle, 2011). Servant leaders are follower-focused. Their main aim is to serve

others and fulfil the needs of others (Parolini et al., 2009). Their nature of serving others

helps to produce an environment of cohesion, concern and trust (Van Dierendonck &

Patterson, 2010).

Despite the early introduction of the concept of servant leadership by Greenleaf in 1977,

no consensual framework of servant leadership has emerged. Various characteristics of

servant leadership that focus on conceptually similar constructs have been proposed by

researchers throughout the years. According to Graham (1991), servant leader is

someone who is humble, fosters follower autonomy and focuses on the common good.

Servant leaders act as a good model for the followers and inspire the followers to act

morally.

24

A few years later, Spears (1995) identified ten themes of servant leaders that have been

continuously described by Greenleaf in his literature. These themes are empathy,

listening, healing, persuasion, awareness, conceptualisation, stewardship, foresight,

building community and commitment towards the growth of people (Barbuto &

Wheeler, 2006). Although Spears‟ work best described the characteristics of servant

leaders, it did not connect or distinguish itself from other concepts of leadership

(Barbuto & Wheeler, 2006). Improvement on the description of the characteristics of

servant leadership is required for comparison with other leadership styles.

Farling et al. (1999) proposed another model of servant leadership which consisted of

five variables: vision, influence, credibility, trust and service. They believed that these

five variables may improve the level of performance and self-actualisation of leaders

and followers (Searle, 2011). However, this model did not provide clear explanation of

the difference of servant leadership from other leadership concepts, such as

transformational leadership.

On the other hand, Russell and Stone (2002) believed that values and core beliefs are

antecedents to servant leadership. They have identified nine functional attributes from

literature review: vision, honesty, integrity, trust, service, modelling, pioneering,

appreciations of others and empowerment. Besides that, they also proposed eleven

attributes of servant leadership: communication, competence, visibility, credibility,

stewardship, influence, encouragement, delegation, persuasion, listening and teaching

25

(Searle, 2011). They found that values and core beliefs are the important for servant

leadership.

Variations in the descriptions of characteristics of servant leaders lead to difficulty in

precise conceptualisation of servant leadership (Bowman, 1997). Measurement of

servant leadership is difficult due to lack of consensus at the operational level.

Empirical testing of various characteristics of servant leadership has been refined by

researcher (Searle, 2011). Seven different measurements of servant leadership have

been developed. The measurements are: organisational leadership assessment (Laub,

1999), servant leadership profile (Page & Wong, 2000), one dimensional measure

(Ehrhart, 2004), servant leadership assessment instrument (Dennis & Bocarnea, 2005),

servant leadership questionnaire (Barbuto & Wheeler, 2006), servant leadership

behaviour scale (Sendjaya et al., 2008) and servant leadership assessment (Liden et al.,

2008). In this study, the servant leadership questionnaire developed by Barbuto and

Wheeler (2006) was chosen because the study was carried out in a more psychometric

way as compared to other studies.

Barbuto and Wheeler (2006) used the ten characteristics of servant leadership as

described by Spears (1995) in the development of their questionnaire. Besides that, they

improved Spears‟ description by adding one additional dimension termed calling,

because they realised that Greenleaf had repeatedly written about it. Questionnaire

items were created to measure the eleven characteristics. Validity was obtained through

literature and expert panel. Samples were collected from 80 elected officials and 388

26

raters. Exploratory factor analyses on the rater sample have resulted to five dimensions

(altruistic calling, emotional healing, wisdom, persuasive mapping and organisational

stewardship) are important in servant leadership. Confirmatory factor analysis carried

out on the leader sample also supported the five dimension structure. The use of both

exploratory and confirmatory factor analysis enhanced the reliability of the

measurement. Discriminate and convergent validity were used for this study as well. It

was more psychometric compared to the other measurements. Therefore, this study

utilised Barbuto and Wheeler‟s construct. The following describes the five dimensions.

2.3.1 Altruistic Calling

Altruistic calling is the desire to make positive changes in other‟s life (Barbuto &

Wheeler, 2006). Greenleaf (1970) stated that the motivation of leaders start with a

conscious choice to serve others. Leaders who are high in altruistic calling put the

followers‟ interest ahead and engage in acts of kindness that bring advantages to their

followers (Searle, 2011; Barbuto & Wheeler, 2006). They work to meet the followers‟

needs and facilitate the positive development of individuals, organisations, communities

and societies (Searle, 2011). The selfless and sacrificial acts of altruistic calling help

servant leaders to gain respect and loyalty from their followers. Altruistic calling is the

fundamental to servant leadership.

2.3.2 Emotional Healing

Emotional healing describes the willingness and skill of a leader to help the followers to

recover emotionally from hardship, setbacks and trauma (Barbuto & Wheeler, 2006).

27

Leaders with emotional healing ability are usually great listeners and empathetic

towards the desire, need and problems of their followers. Mutual trust is built and both

parties are encouraged to share their ideas, dreams, problems and concerns (Barbuto &

Wheeler, 2006; Searle, 2011). Leaders with the ability to provide emotional healing are

able to promote emotional stability among their followers (Dacher, 1999; Weymes,

2003). Emotional healing is a powerful skill in enhancing the relationship between

leaders and followers.

2.3.3 Wisdom

Wisdom is defined as the awareness of surroundings and ability to anticipate the

consequences and implications of their observations (Barbuto & Wheeler, 2006).

Leaders high in wisdom are alert and good at picking up cues from the environment.

They understand the interplay between their immediate context and the larger

surrounding environment (Barbuto & Wheeler, 2006). The observant and anticipatory

characteristics in leaders who are high in wisdom enable them to respond to changes

fast and take timely actions. Leaders high in wisdom are entrusted by their followers to

lead them through the changes of the organisation and its environment.

2.3.4 Persuasive Mapping

Persuasive mapping associates with the ability of leaders to use sound reasoning and

mental frameworks (Barbuto & Wheeler, 2006). Leaders high in persuasive mapping

are good at delineating issues and visualise possibilities. They are skilful at imparting

28

knowledge in a meaningful and relevant way for their followers. They are able to

influence others by providing compelling reasons and make the possibilities seem

exciting and motivating (Graham, 1991). This special ability enables individuals and

organisations to be creative and see greater possibility beyond normality (Barbuto &

Wheeler, 2006).

2.3.5 Organisational Stewardship

Organisational stewardship describes the commitment of a leader to prepare the

organisation to make positive contribution to the surrounding society, community and

environment (Barbuto & Wheeler, 2006). Leaders who practice organisational

stewardship are interested in satisfying the needs of multiple stakeholders and foster

social responsibility activities. They are committed to improve the well-being of the

community (Mahembe, 2010). It has been shown that pro-social and altruistic behaviour

are able to exert positive effects on observers (Batson et al., 2002). Hence, servant

leader who practice organisational stewardship are able to instil a sense of community

spirit in an organisation (Barbuto & Wheeler, 2006). Organisations are built to be

communities.

2.4 Servant Leadership and Organisational Commitment

The relationship between leadership and organisational commitment has been shown to

be positive by previous studies (Decotis & Summers, 1987; Eisenberger et al., 1990;

Nierhoff et al., 1990; Koopman, 1991; Meyer & Allen, 1997). The overall management

style driven by top management team is strongly related to the degree of employee

commitment (Nierhoff et al., 1990). Employees that have a good relationship with their

29

immediate work group have higher levels of commitment (Meyer & Allen, 1997).

Employees who favour their manager‟s style also favour the organisation more.

Eisenberger et al. (1990) showed that employees who feel that they are cared for by

their managers are more innovative and committed to the organisation. Therefore,

organisational commitment may be enhanced by practicing appropriate leadership style.

Servant leadership is positively related to important individual level behaviours. It has

been shown to be a possible antecedent to positive behaviours (Searle, 2011). Servant

leaders significantly influence followers through service itself (Stone et al., 2004). The

relationship between servant leadership and organisational commitment has been

proven to be positive (Liden et al., 2008). Organisational commitment, community

citizenship behaviour and in-role performance have been shown to be positively related

to servant leadership (Liden et al., 2008). A study of 501 full time sales people carried

out by Jaramillo et al. (2009) reported that servant leadership related to person

organisation fit, organisational commitment and turnover intention. Promotion of

servant leadership style in an organisation may help to enhance organisational

commitment.

Barbuto and Wheeler (2006) stated that servant leaders are altruistic, able to heal

emotionally, wise, persuasive and committed to make positive changes to surrounding

community. The values of empathy, integrity and competency of servant leaders foster

followers‟ trust (Washington et al. 2006). Trust resulting from leaders‟ value of

integrity provides a basis for followers to support their leader with enthusiasm and

30

confidence (Russell, 2001). This results in positive work experience that may enhance

organisational commitment (Meyer & Allen, 1997). Organisational commitment may be

fostered through development of covenantal relationship between servant leaders and

their followers.

Besides that, servant leaders inspire courage and hope in their followers by living out

convictions, giving encouragement and facilitating a positive outlook (Kouzes & Posner,

1993). They may foster positive follower attitude of commitment (Liden et al., 2008).

They lead their followers to see the greater possibilities beyond normality. More

satisfied and committed followers may be developed (Parolini et al., 2009). Therefore,

cultivation of servant leadership among managers may help to promote organisational

commitment.

In summary, the positive relationship between servant leadership and organisational

commitment has been proven by previous studies (Liden et al., 2008). The relationship

between each component of servant leadership and organisational commitment will be

studied in detail in this research.

2.5 Theoretical Framework

The aim of this study is to investigate whether servant leadership (altruistic calling,

emotional healing, wisdom, persuasive mapping and organisational stewardship) is

significantly related to organisational commitment (affective commitment, continuance

31

commitment and normative commitment). The theoretical framework of this study is

shown in Figure 2.1.

Figure 2.1

Theoretical framework: The Relationship between Servant Leadership and

Organisational Commitment

Independent Variables Dependent Variables

2.6 Hypotheses Development

2.6.1 The relationship between altruistic calling and affective commitment

The importance of organisational commitment has been highlighted in the review above.

The selfless and sacrificial acts of leaders high in altruistic calling help them to gain

respect and loyalty from the followers (Barbuto & Wheeler, 2006). Therefore, it is

suggested that altruistic calling is positively related to affective commitment. The

following hypothesis is proposed:

H1: Altruistic calling is positively related to affective commitment.

Servant leadership

Altruistic calling

Emotional healing

Wisdom

Persuasive mapping

Organisational

stewardship

Organisational commitment

Affective commitment

Continuance

commitment

Normative commitment

32

2.6.2 The relationship between altruistic calling and continuance commitment

Leaders high with altruistic calling are willing to sacrifice self-interest for the benefits

of others (Barbuto & Wheeler, 2006). This is valuable for followers. The fear of losing

a leader who is high in altruistic calling may be perceived as a potential cost of leaving

the organisation. Therefore, it is proposed that altruistic calling is positively related to

continuance commitment. The following hypothesis is proposed:

H2: Altruistic calling is positively related to continuance commitment.

2.6.3 The relationship between altruistic calling and normative commitment

Leaders high in altruistic calling have a desire to make positive changes in others lives

(Barbuto & Wheeler, 2006). Followers who have benefited from the altruistic acts of

the leaders may feel obliged to stay with the organisation. Therefore, altruistic calling

may have positive relationship with normative commitment. The following hypothesis

is proposed:

H3: Altruistic calling is positively related to normative commitment.

2.6.4 The relationship between emotional healing and affective commitment

Leaders with the ability of emotional healing have been shown to be able to provide

emotional stability and support to the entire organisation (Dacher, 1999; Weymes,

2003). Supervisory consideration and organisational support provided by leaders with

emotional healing power may enhance affective commitment (Allen & Meyer, 1991).

The following hypothesis is developed:

H4: Emotional healing is positively related to affective commitment.

33

2.6.5 The relationship between emotional healing and continuance commitment

Leaders with emotional healing ability are committed to assist others in spiritual

recovery from trauma and hardship (Spears, 1995; Barbuto & Wheeler, 2006). The

loyalty towards and the fear of losing a caring and empathetic leader may deter an

employee from leaving the organisation. It is believed that emotional healing is

positively related to continuance commitment. Therefore, the following hypothesis is

proposed:

H5: Emotional healing is positively related to continuance commitment.

2.6.6 The relationship between emotional healing and normative commitment

Emotional healing ability of servant leaders enables them to build trust and covenantal

relationship with the followers. Followers may feel obliged to work with the leader and

remain in the organisation. It is believed that emotional healing is positively related to

normative commitment. The following hypothesis is proposed:

H6: Emotional healing is positively related to normative commitment.

2.6.7 The relationship between wisdom and affective commitment

Servant leaders who are wisdom are able to monitor surrounding and make the best

possible decision (Greenleaf, 1970; Bierly et al., 2000). The ability of servant leaders to

identify changes of surroundings and make altruistic choices enables them to be

entrusted by their followers. They are believed to be able to lead the followers through

difficult situations and challenges. It is believed that wisdom is positively related to

affective commitment. The following hypothesis is proposed:

34

H7: Wisdom is positively related to affective commitment.

2.6.8 The relationship between wisdom and continuance commitment

Leaders high in wisdom are adept at picking up cues from the environment (Barbuto &

Wheeler, 2006). They are able to see the greater picture of the future and lead the

followers through challenges. Losing an observant and anticipatory leader may be

perceived as a cost of leaving the organisation. It is believed that wisdom has positive

relationship with continuance commitment. The following hypothesis is proposed:

H8: Wisdom is positively related to continuance commitment.

2.6.9 The relationship between wisdom and normative commitment

Servant leaders who are wisdom are aware of the changes in the surroundings and

anticipate consequences of actions (Mahembe, 2010). They are able to lead their

followers through changes and obstacles in the working environment. Followers may be

obliged to remain in the organisation in receipt of the special favour provided by servant

leaders (Meyer & Allen, 1991). The following hypothesis is proposed:

H9: Wisdom is positively related to normative commitment.

2.6.10 The relationship between persuasive mapping and affective

commitment

Servant leaders who practice persuasive mapping are good at mapping issues and

conceptualise possibilities (Barbuto & Wheeler, 2006). They use sound reasons to

persuade followers to act and grow with the organisation. The process may make the

35

followers to feel proud and emotionally attached to the leaders and the organisations.

The following hypothesis is proposed:

H10: Persuasive mapping is positively related to affective commitment.

2.6.11 The relationship between persuasive mapping and continuance

commitment

Leaders good at persuasive mapping are able to construct and conceptualise knowledge

in a meaningful and relevant way for followers (Barbuto & wheeler, 2006). They lead

their followers to visualise the future of the organisation and offer compelling reasons

to show that leaving the organisation is a non-transferable cost (Barbuto & Gifford,

2010). It is believed that persuasive mapping is positively related to continuance

commitment. Therefore, the following hypothesis is proposed:

H11: Persuasive mapping is positively related to continuance commitment.

2.6.12 The relationship between persuasive mapping and normative

commitment

Servant leaders who are good at persuasive mapping encourage their followers to work

for the future of the organisation (Barbuto & Wheeler, 2006). Followers feel morally

obliged to leaders who are able to help them grow and explore greater possibility

beyond normality. The relationship between persuasive mapping and normative

commitment has been shown in previous studies. The following hypothesis is developed:

H12: Persuasive mapping is positively related to normative commitment.

36

2.6.13 The relationship between organisational stewardship and affective

commitment

Leaders who foster social responsibility activities enhance the contribution of the

organisation to the surrounding community, society and environment (Barbuto &

Wheeler, 2006). They are able to cultivate community spirit in the workplace

(Mahambe, 2010). Emotional attachment of followers towards the organisation in

enhanced. It is believed that organisational stewardship is positively related to affective

commitment. The following hypothesis is proposed:

H13: Organisational stewardship is positively related to affective

commitment.

2.6.14 The relationship between organisational stewardship and

continuance commitment

Servant leaders who practice organisational stewardship take care of the well-being of

the community (Barbuto & Wheeler, 2006). They prepare their followers to contribute

to the community and strengthen the relationship between employees and the local

community indirectly. Disruption of personal relationship that is perceived as a non-

transferable investment is a potential cost of leaving the organisation (Reichers, 1985).

It is believed that organisational stewardship is positively related to continuance

commitment. The following hypothesis is proposed:

H14: Organisational stewardship is positively related to continuance

commitment.

37

2.6.15 The relationship between organisational stewardship and normative

commitment

Leaders who practice organisational stewardship are committed to make positive

changes in the status quo of the community (Mahembe, 2010). Pro-social behaviours

practiced by them may exert positive effect on the followers (Batson et al., 2002). They

may feel morally obliged to follow the leaders who make great contributions to the local

community. It is believed that organisational stewardship is positively related to

normative commitment. The following hypothesis is proposed:

H15: Wisdom is positively related to normative commitment.

2.7 Summary

This chapter gives an overview of the organisational commitment and the three

associated dimensions: affective commitment, continuance commitment and normative

commitment. The concepts of servant leadership including its five dimensions (altruistic

calling, emotional healing, wisdom, persuasive mapping and organisational stewardship)

are d

38

CHAPTER 3

RESEARCH METHODOLOGY

3.1 Introduction

This chapter discusses the research methodology. The research design, variables and

measurement, data collection method and data analysis techniques are covered in detail.

3.2 Research Design

This research employs a cross-sectional correlational method, which is a quantitative

research method. The relationship between the independent and dependent variables as

stated in the theoretical framework and hypotheses was tested. Self-administered

questionnaires accompanied by cover letter were distributed and collected within the

sampling frame. The data were gathered over three weeks starting from the end of

March to the middle of April 2012. All of the data collected are the original answers

given by respondents.

3.3 Population and Sampling Frame

The population of this study consisted of executive staff grade 34 to grade 36 working

in the CIMB Bank in Penang. The sampling frame was the executive staff from grade

34 to grade 36 working in the CIMB Bank. The unit of analysis for this study was the

individual bank executive staff.

39

3.4 Sampling Techniques

Questionnaires were distributed to the CIMB Banks in Penang using probability

sampling method at the first stage and non-probability sampling method at the second

stage. According to Sekaran (2003), probability sampling is the least bias sampling

method as each element of the population is given equal chance to be selected. The

types of probability sampling include simple random sampling, systematic sampling,

stratified random sampling and cluster sampling. On the other hand, non-probability

sampling is not conducted according to probability (Sekaran, 2003). However, this is

the only way to collect data, as described below.

At the first stage, CIMB Banks in the North East region of Penang Island were chosen

using cluster sampling method. Cluster sampling involves division of target population

into clusters at which samples are then drawn from the clusters (Sekaran & Bougie,

2010). It is less expensive and offers more heterogeneity within groups and more

homogeneity among groups (Sekaran & Bougie, 2010). From the CIMB Bank official

website, there are 28 CIMB Banks in Penang state. The clusters were divided according

to the five administrative districts in the state of Penang: North East region of Penang

Island, South West region of Penang Island, North Seberang Perai, Central Seberang

Perai and South Seberang Perai. The CIMB Banks in the North East region of Penang

Island were selected. There are 12 CIMB Banks located in the North East Penang Island

region. Out of the 12 branches, only 10 agreed to participate in the survey.

40

At the second stage, the questionnaires were distributed to all of the participating CIMB

Banks using convenience sampling method. This is because the participating branches

refused to disclose the name list of the employees to protect employee confidentiality.

The questionnaires were distributed by representatives from each branch. The

researcher has no control over the distribution of questionnaires within each branch. A

total of 160 questionnaires were distributed to the 10 branches. The breakdown of the

distribution of questionnaire for each branch is shown in Table 3.1 below.

Table 3.1

Distribution of Questionnaires to CIMB Bank

No. CIMB Bank Branches Number of Questionnaires Distributed

1. Branch A 15

2. Branch B 18

3. Branch C 16

4. Branch D 20

5. Branch E 15

6. Branch F 17

7. Branch G 20

8. Branch H 22

9. Branch I 10

10. Branch J 7

Total 160

\

41

3.5 Questionnaire Design

In this study, a five-page questionnaire which consisted of 48 close-ended questions

was employed. There were three parts in this questionnaire, part A, B and C. Part A

covered 7 questions that gather the background information of the respondents.

Part B covered 23 questions that measure the five dimensions of servant leadership.

There were four items that measured altruistic calling, four items that measured

emotional healing, five items that measured wisdom, five items that measured

persuasive mapping and five items that measured organisational stewardship.

Part C covered 18 questions that measured the three components of organisational

commitment. Each of the components (affective commitment, continuance commitment

and normative commitment) was covered by six items.

The questionnaire was composed in English language and had a cover letter that

described the purpose of the study. The cover letter and the questionnaire used for the

study are shown in Appendix A.

3.6 Questionnaire Measurement

All of the measuring scales for the questionnaire were adopted from previous studies to

ensure validity and reliability, as shown in the Table 3.2. The questions for

demographic background were developed by the researcher. All of the scales for the

42

independent and dependent variables were measured using five-point Likert-type scale.

The layout of the items in the questionnaire is shown in Table 3.2.

Table 3.2

Layout of Items in the Questionnaire

Part Variables Source of

scale

No of

Questions

Questions Cronbach

Alpha

A Demographic Data Self

developed

7 Q1 – Q7 N/A

B Servant leadership

Altruistic

calling

Emotional

healing

Wisdom

Persuasive

mapping

Organisational

stewardship

(Barbuto, J.

E., &

Wheeler, D.

W., 2006)

4

4

5

5

5

Q1 – Q4

Q5 – Q8

Q9 – Q13

Q14 – Q18

Q19 - Q23

.93

.94

.96

.91

.92

C Organisational

commitment

Affective

commitment

Continuance

commitment

Normative

commitment

(Meyer,

Allan &

Smith,

1993)

6

6

6

Q1 – Q6

Q7 – Q12

Q13 – Q18

.82

.74

.83

Total 48

43

3.6.1 Independent Variables

As shown in the theoretical framework in Figure 2.1, the independent variable in this

study was servant leadership that consisted of five dimensions: altruistic calling,

emotional healing, wisdom, persuasive mapping and organisational stewardship.

The measurement developed by Barbuto and Wheeler (2006) was used for this study.

The survey consists of twenty three items which measure the five dimensions of servant

leadership (altruistic calling, emotional healing, wisdom, persuasive mapping and

organisational stewardship). These items were measured using the five-point Likert-

type scale. The scale is from (1) “never” to (5) “always”. The Cronbach alpha for

altruistic calling is .93, .94 for emotional healing, .96 for wisdom, .91 for persuasive

mapping and .92 for organisational stewardship.

3.6.2 Dependent Variable

The dependent variable for this study was the organisational commitment. The

questions were covered in Section C and were adopted from Meyer and Allen (1993)

Organisational Commitment Questionnaire. The questionnaire consisted of eighteen

questions that covered three components of organisational commitment that is affective

commitment, continuance commitment and normative commitment. The items were

measure using five-point Likert-type scale. The scale ranged from (1) “strongly disagree”

to (5) “strongly agree”. The Cronbach alpha for affective commitment is .82, .74 for

continuance commitment and .83 for normative commitment.

44

3.7 Data Collection Method

Primary data were collected using structured questionnaires. Each set of questionnaire

accompanied by a brief cover letter was distributed to respondents. The questionnaires

were distributed through the representative (branch manager) of each CIMB branch.

Personal visits and phone calls were made to the CIMB Bank to ask for permission for

distribution of questionnaires. Out of the twelve CIMB Bank in the North East Penang

Island, two branches refused the request because the employees were busy and did not

have time to answer the questionnaire. The other branches allowed the distribution of

questionnaire. The questionnaires were distributed and collected by the representative

(branch manager) from the bank on the researcher‟s behalf. Reminders to the

representatives (branch managers) were made by phone call and personal visit before

collection of questionnaires. Some empty and partially completed survey forms were

returned. The overall process went on smoothly. The process of distribution and

collection of questionnaires was completed within three weeks from the end of March

to the middle of April.

3.8 Statistical Techniques

The data analysis was carried out with the Statistical Package for Social Science (SPSS)

programme, version 15.0. Data processing steps that were carried out include coding,

editing, data reliability testing, correlation analysis and multiple regression analysis.

The data analysis techniques that have been used for this study are discussed below.

45

3.8.1 Descriptive Analysis

The respondents‟ demographic details (gender, age, educational level, position level,

working experience, working experience with current supervisor and gender of current

supervisor) were analysed using descriptive statistics to obtain the frequencies and

percentage. Furthermore, the mean and standard deviation were computed for the

independent variables (altruistic calling, emotional healing, wisdom, persuasive

mapping and organisational stewardship) and the dependent variables (affective

commitment, continuance commitment and normative commitment).

3.8.2 Factor Analysis

Factor analysis is a data reduction technique. It summarises large set of variables using

a smaller set of factors or components. It was performed with minimum loss of

information (Sekaran, 2003). In this study, principal components factor analysis with

varimax rotation was conducted to simplify the columns of the factor matrix.

The extraction technique employed was the principal components analysis because it

provided an empirical summary of the data set (Tabachnick & Fidell, 2007).

The factor analyses were verified using the Bartlett Test of Sphericity and Kaiser

Meyer-Olkin (KMO) value for the overall test and each individual value in the anti-

correlation matrix. Barlett Test of Sphericity should be significant (p < .50) for the

factor analysis to be considered appropriate (Hair et al., 1998). The minimum

acceptable value for KMO was .50. The items below .50 were dropped from the data

46

analysis. The acceptable values for the measure of sampling adequacy (MSA) for each

item was .50 and above.

After testing the assumptions and correlation between factors, the number of factors to

be extracted may be determined by using the priori criterion. Items were loaded

according to the factors. Igbaria et al. (1995) suggested loading of .60 or higher on a

specific factor and loading of not higher than .36 on other factors. Based on the loadings,

the items were regrouped into the variables accordingly.

3.8.3 Reliability Analysis

After factor analysis was done, reliability analysis was carried out to check for internal

consistency. Cronbach alpha coefficient was chosen as the indicator because it is the

most widely used measure of reliability (Hair et al., 2010).

The reliability is better when the value for Cronbach alpha is higher (Sekaran & Bougie,

2010). The minimum value of acceptability for Conbach alpha value is between 0.60

and 0.70 (Hair et al., 2010).

3.8.4 Correlation Analysis

Correlational analysis was carried out to determine the degree of relationship between

the variables. Pearson‟s correlation coefficient was used for this study. When there is

perfect positive relationship between two variables, the correlation coefficient equals to

47

+1. When there is no relationship, the correlation coefficient equals to 0, and when there

is perfect negative relationship, the correlation coefficient equals to -1 (Keller, 2009).

3.8.5 Multiple Regression Analysis

Multiple regression analysis was performed to determine whether the independent and

dependent variables are correlated and also the degree of the correlation. This analysis

may be employed to predict the relationship between one dependent variable and a few

independent variables (Hair et al., 2010).

Multiple regression analysis is appropriate when the independent and dependent

variables are metric data (Hair et al., 2010). For this study, the dependent and

independent variables are metric data, therefore appropriate for analysis with multiple

regression analysis.

Before the application of multiple regression analysis, the assumptions must be tested

and the corrective actions must be taken (Hair et al., 2010). The assumptions that were

tested are normality of the error term distribution; linearity of the relationship; constant

variance of the error term; independence of the error terms; multicollinearity and

singularity; and outliers.

a. Normality of the Error Term Distribution

Multiple regression may be applied when all the variables are normally distributed

(Jason & Waters, 2002). Normal distribution may be checked by looking at the shape of

48

histogram. Bell-shaped histogram indicates normal distribution. Besides that, normal

probability plot may help to check normality as well (Hair et al., 2010). The residual

line that closely follows the diagonal line indicates a normal distribution.

b. Linearity of the Relationship

The relationship between variables can only be accurately estimated by multiple

regression analysis if the relationship is linear. This means that the relationship between

the two variables is a straight line (Tabachnick & Fidell, 2007). Therefore, checking of

linearity between variables is essential. The relationship may be assessed by checking

the scatter plot and the partial regression plot. The scatter plot shows the relationship

between two variables while the partial regression plot shows the effect of effect of

adding an additional variable to the model. The partial regression plot may help to

assess the linearity of the relationship of one single independent variable to the

dependent variable. The relationship is linear when the plot is oval-shaped (Tabachnick

& Fidell, 2007).

c. Constant Variance of the Error Term (Homoscedasticity)

The third assumption is that the variance of errors is the same across all levels of the

independent variables. This may be termed as homoscedasticity. According to

Tabachnick and Fidell (2007), slight differ of the variance of errors among the

independent variables has little effect on significance tests. However, it may lead to

serious distortion of findings and weaken the analysis when heteroscedasticity is

marked.

49

Homoscedasticity may be assessed by looking at the scatter plot. A homoscedatic

relationship would give an oval-shaped of scatter plot. Besides that, homoscedasticity

may also be assessed by plotting the residuals against the predicted dependent variable

(Hair et al., 2010). The variance is homoscedatic when there is no pattern in the plot.

d. Independence of the Error Terms (Autocorrelation)

The fourth assumption is the independence of the error terms. This means that the errors

of prediction are independent of one another (Tabachnick & Fidell, 2007). Error terms

that are correlated over time are said to be autocorrelated (Keller, 2009). The

assumption is violated when there is autocorrelation.

Autocorrelation may be assessed by plotting the residuals against any possible

sequencing variables over time (Hair et al., 2010). Constant pattern in the residuals

indicate the presence of autocorrelation. The second way to access autocorrelation is by

carrying out the Durbin-Watson test. Durbin-Watson values that range between 1.40

and 2.50 indicate the absence of serious autocorrelation problem (Yasin et al., 2009).

e. Multicollinearity and Singularity

Multicollinearity refers to the situation in which the independent variables are highly

linearly related. Singularity refers to the perfect correlation among the independent

variables. The assessment of tolerance value and variance inflation factor (VIF) may be

used to detect multicollinearity. A tolerance value of more than .10 and a VIF value of

50

less than 10 for each of the variables indicate the absence of serious problem with

multicollinearity (Hair et al., 2010).

f. Outliers

Outliers are results that deviate markedly from the other results in the sample. They

may give serious impact to the regression solution (Coakes et al., 2009). Outliers are

advised to be deleted or modified to reduce their influence (Coakes et al., 2009).

The hypotheses may be tested by looking at the standardised coefficients (β) and the

coefficient of determination (R2). The standardised coefficients show the relative

predictive power (Hair et al. 2010). The coefficient of determination measures the

proportion of the variance of the dependent variable that is explained by the

independent variables (Hair et al, 2010). The explanatory power of the regression

equation is higher when the value of R2

is higher.

3.9 Summary

This study was a cross-sectional, correlational study that examines the relationship

between servant leadership and organisational commitment. Data were collected using

structured questionnaires. The validity and reliability of the measurement scales used in

the questionnaire were assured as they were taken from authoritative academic

researchers. Questionnaires were distributed using probability and non-probability

sampling method.

51

Data analyses were carried out using SPSS 15.0. Descriptive statistics, factor analysis,

reliability analysis, correlation analysis and multiple regression analysis were run by

using the software.

52

CHAPTER 4

ANALYSIS OF RESULTS

4.1 Introduction

This chapter presents the results of data analysis. The respondents‟ demographic profile

was presented in table form. The independent and dependent data were analysed using

stepwise statistical analyses such as factor analysis, reliability analysis, descriptive

statistics, correlation analysis and multiple regression analysis. Finally, the results of the

hypothesis testing were presented.

4.2 Overview of Data Collected

A total of 160 questionnaires were distributed to ten CIMB Banks in North East region

of Penang Island. 111 questionnaires were collected back, which gave a response rate of

69%. Out of the 111 questionnaires, 4 were incompletely filled. They were excluded

from the sample. Therefore, only 107 questionnaires were used for data analysis, which

gave a final response rate of 67%. The breakdown of the questionnaires collected from

each bank is shown in Table 4.1.

53

Table 4.1

Breakdown of Questionnaires Collected

No. CIMB

Bank

Number of

questionnaires

distributed

Number of

questionnaires

collected

Number of

questionnaires

spoilt

Number of

questionnaires

usable

1. Branch A 15 7 0 7

2. Branch B 18 15 2 13

3. Branch C 16 10 0 10

4. Branch D 20 15 0 15

5. Branch E 15 10 1 9

6. Branch F 17 8 0 8

7. Branch G 20 15 0 15

8. Branch H 22 18 1 17

9. Branch I 10 5 0 5

10. Branch J 7 8 0 8

Total 160 111 4 107

Response rate 69% 67%

4.3 Demographic Profiles of Respondents

Table 4.2 shows the profile of respondents by gender, age, educational level, position

level, organisational tenure, working duration with current supervisor and gender of

supervisor. The detailed statistics, frequency tables and charts are shown in Appendix

C1.

54

Table 4.2

Demographic Profiles of Respondents (N=107)

Demographic

Variables

Categories Frequencies Percentage

(%)

Gender Male 45 42.1

Female 62 57.9

Age 30 and below 43 40.2

31 – 40 years 44 41.1

41 – 50 years 12 11.2

51 and above 8 7.5

Educational Level SPM 1 0.9

Diploma 21 19.6

Bachelor Degree 75 70.1

Master Degree 8 7.5

Others 2 1.9

Position Level Junior Executive 74 69.2

Senior Executive 33 30.8

Organisational

Tenure

1 year and below 16 15

2 – 5 years 30 28

6 – 9 years 12 11.2

11 – 13 years 42 39.3

Above 13 years 7 6.5

Working duration

with current

supervisor

Below 1 year 26 24.3

1 – 3 years 46 43

3 – 6 years 18 17.8

7 – 9 years 5 4.7

10 – 12 years 6 5.6

13 – 15 years 0 0

More than 15 years 5 4.7

Supervisor‟s Gender Male 69 64.5

Female 38 35.5

Most (57.9%) of the respondents were female. Majority of the respondents aged below

40 years (81.3%), followed by 30 years and below (40.2%), 41 to 50 years (11.2%) and

51 years and above (7.5%).

55

In term of educational background, majority of the respondents (70.1%) were bachelor

degree holder. Majority of the respondents were junior executives (69.2%).

Majority of the respondents (39.3%) worked between 11 to 13 years with the

organisation. Out of the 107 respondents, 43% worked between 1 to 3 years with their

current supervisors. Majority of the respondents (64.5%) worked with male supervisor

while the remaining 35.5% worked with female supervisor.

4.4 Factor Analysis

Factor analysis was used to summarise large set of variables by dividing them into

smaller set of factors. Factor analysis was tested on independent variables (altruistic

calling, emotional healing, wisdom, persuasive mapping and organisational stewardship)

and dependent variable (affective commitment, continuance commitment and normative

commitment). There were 23 items for independent variables and 18 items for

dependent variables.

4.4.1 Factor Analysis on the Independent Variables

The results of factor analysis on the independent variables are shown in Table 4.3 and

the detailed factor analysis results are shown in Appendix C2.

56

The Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy for the overall test

was .89. The KMO value should be above .50 for a satisfactory factor analysis to

proceed (Hinton et. al., 2004). Therefore, the KMO value for the test is more than

satisfactory and the factor analysis may be carried out.

The Bartlett‟s Test of Sphericity was significant (p < .01). Four factors were extracted

from the analysis with total variance explained of 71.33%. Item with loadings of less

than .50 is considered as poor loading. One item from altruistic calling, AC1, was

dropped from further analysis due to poor loading ( .47). The other items were retained.

Six items were loaded into the first and second factors respectively and five items were

loaded into the third and fourth factors respectively.

Table 4.3

Rotated Factors and Factor Loadings for Independent Variables

Items Components

1 2 3 4

EH3 My supervisor is talented at helping me to

heal emotionally. .89

EH4 My supervisor is one that could help me

mend my hard feelings. .87

EH2 My supervisor is good at helping me with

my emotional issues. .82

EH1 My supervisor is one I would turn to if I

had a personal trauma. .78

AC4 My supervisor goes above and beyond the

call of duty to meet my needs. .63 .39 .31

AC3 My supervisor sacrifices his/her own

interests to meet my needs. .61 .37 .43

57

W4 My supervisor seems very in touch with

what is happening around him/her.

.74 .41

W2 My supervisor is good at anticipating the

consequences of decisions.

.40 .74

W3 My supervisor has awareness of what‟s

going on around him/her.

.73 .30

W5 My supervisor seems to know what‟s

going on around him/her.

.67 .35

PM1 My supervisor offers compelling reasons

to get me to do things.

.55 .44

W1 My supervisor always seems to be alert to

what‟s happening around him/her.

.31 .54 .46

OS2 My supervisor believes that our

organisation needs to function as a

community.

.79

OS1 My supervisor believes that the

organisation needs to play a moral role in

society.

.77 .33

OS4 My supervisor is preparing the

organisation to make a positive difference

in future.

.32 .70 .32

OS3 My supervisor sees the organisation for its

potential to contribute to society.

.36 .37 .69

OS5 My supervisor is preparing the

organisation to make a positive difference

in future.

.32 .60 .38

PM2 My supervisor encourages me to dream

“big dreams” about the organisation.

.71

PM3 My supervisor is very persuasive. .40 .70

PM4 My supervisor is good at convincing me

to do things.

.375 .666

AC2 My supervisor does everything he/she can

to serve me.

.42 .65

PM5 My supervisor is gifted when it comes to

persuading me.

.44 .37 .58

Eigenvalues 11.80 2.03 1.42 1.15

Total Variance explained 21.70 38.55 55.30 71.33

KMO .89

Bartlett‟s Test of Sphericity 2112.34**

**p < .01, correlation is significant at the .01 level (2-tailed)

58

4.4.2 Factor Analysis on the Dependent Variables

Factor analysis was performed on dependent variables. The KMO value was .73 with

significant Bartlett‟s Test of Sphericity (p < .1). Five factors were extracted from the

analysis and the total variance explained was 63.97%. Seven items were extracted into

the first factor, four items were extracted into the second factor, three items were

extracted into the third factor, one item was extracted into the fourth factor and two

items were extracted into the fifth factor. One item, NC1, with loading of less than .50

was dropped from further analysis.

The results of the factor analysis on the dependent variables are shown in Table 4.4.

The detailed factor analysis results are shown in Appendix C3.

Table 4.4

Rotated Factors and Factor Loadings for Dependent Variables

Items Components

1 2 3 4 5

A1 I would be very happy to spend the

rest of my life with this organisation. .79

NC6 I owe a great deal to my organisation. .79

A2 I really feel as if this organisation‟s

problems are my own. .74

NC3 I would feel guilty if I left this

organisation now. .73

NC5 I would not leave my organisation

right now because I have a sense of

obligation to the people in it.

.69 .49

NC4 This organisation deserved my

loyalty. .64 .34

A6 This organisation has a great deal of

personal meaning for me. .57 .34

59

CC3 Too much of my life would be

disrupted if I decided I wanted to

leave my organisation now.

.80

CC2 It would be very hard for me to leave

my organisation right now, even if I

wanted to.

.66

CC4 I feel that I have too few options to

consider leaving this organisation.

.62 .31

NC2 Even if it were to my advantage, I do

not feel it would be right to leave my

organisation now.

.40 .58

A5 I do not feel like part of the family at

my organisation.

.85

A4 I do not feel emotionally attached to

this organisation.

.82

A3 I do not feel a strong sense of

belonging to my organisation.

.35 .67

CC1 Right now, staying with my

organisation is a matter of necessity as

much as desire.

.79

CC5 If I had not already put so much of

myself into this organisation, I might

consider working elsewhere.

.67

CC6 One of the few negative consequences

of leaving this organisation would be

the scarcity of available alternatives.

.42 .56

Eigenvalues 5.22 2.30 1.72 1.27 1.00

Total Variance explained 21.87 15.11 12.13 7.45 7.41

KMO .73

Bartlett‟s Test of Sphericity 753.10**

**p < .01, correlation is significant at the .01 level (2-tailed)

4.5 Reliability Analysis

After factor analysis, reliability analysis was performed to the items in their respective

variables. According to Hair et al. (2010), the minimum acceptable level of Cronbach‟s

alpha value is between .60 and .70. All of the reliability coefficients for the independent

60

and dependent variables are above .60. Therefore, the Cronbach‟s alpha values for all

variables were acceptable.

One item from altruistic calling was dropped to achieve a Cronbach‟s alpha of .83. For

emotional healing, one item was dropped to achieve a Cronbach‟s alpha of .94. No item

was dropped for wisdom and the Cronbach‟s alpha was .87. One item was dropped for

persuasive mapping to achieve a Cronbach‟s alpha of .84. For organisational

stewardship and affective commitment, the Cronbach‟s alpha achieved was .91 and .74

respectively without excluding any item. Two items were dropped for continuance

commitment to achieve a Crobach‟s alpha of .71. One item was dropped from

normative commitment to achieve a Cronbach‟s alpha of .83.

The summary of reliability coefficients of the variables are shown in Table 4.5 and the

detailed reliability analysis results are shown in Appendix C4.

Table 4.5

Reliability Coefficients of the Study Variables

Variables Original Number of

Items

Number of Items

utilised after FA

and RA

Cronbach’s Alpha

Coefficient

Altruistic calling 4 3 .83

Emotional healing 4 3 .94

61

Wisdom 5 5 .87

Persuasive mapping 5 4 .84

Organisational

stewardship

5 5 .91

Affective commitment 6 6 .74

Continuance

commitment

6 4 .71

Normative

commitment

6 5 .83

Note: FA = Factor Analysis

RA = Reliability Analysis

4.6 Descriptive Statistics

The descriptive statistics of the independent and dependent variables are shown in Table

4.6 and Appendix C5. Means and standard deviation for each variable were computed.

All of the variables were tapped on a 5-point Likert-like scale.

Most of the responses obtained a mean of near to the score of three. For ease of

explanation, criteria based on the mean score were set to determine the levels of

agreement of the variables. A mean score of 2.00 or less were considered as „low‟,

mean scores between 2.01 and 4.00 were considered as „moderate‟ and mean scores of

4.01 and above were considered as „high‟.

The mean score for altruistic calling was 3.08 (SD = .79). The altruistic calling ability of

the leaders was perceived as moderate by the followers. However, emotional healing

62

was rated moderately low, with a mean of 2.64 (SD = .96). The means for wisdom,

persuasive mapping and organisational stewardship were moderately high, with scores

of 3.55 (SD = .65), 3.31 (SD = .76) and 3.47 (SD = .76) respectively. In summary,

leaders were perceived as being moderately high in wisdom, persuasive mapping and

organisational stewardship, moderate in altruistic calling and moderately low in

emotional healing.

For dependent variables, the mean for continuance commitment was the highest,

followed by normative commitment and affective commitment. Continuance

commitment was moderately high with a mean score of 3.27 (SD = .62) while affective

commitment and normative commitment were moderate with mean score of 3.01 (SD

= .57) and 3.09 (SD = .64) respectively. The employees generally have moderate

affective commitment and normative commitment; and moderately high of continuance

commitment towards their employers.

Table 4.6

Descriptive Statistics of the Study Variables (N = 107)

Variables Scale Means Standard Deviation

Independent variables

Altruistic calling 1 – 5 3.08 .79

Emotional healing 1 – 5 2.64 .96

Wisdom 1 – 5 3.55 .65

Persuasive mapping 1 – 5 3.31 .76

Organisational stewardship 1 – 5 3.47 .76

63

Dependent variables

Affective commitment 1 – 5 3.01 .57

Continuance commitment 1 – 5 3.27 .62

Normative commitment 1 – 5 3.09 .64

4.7 Correlation Analysis

The relationships between five independent variables and the three dependent variables

were tested using the Pearson‟s correlation analysis. The Pearson‟s correlation matrix is

shown in Table 4.7 and the full correlation analysis results are shown in Appendix C6.

Table 4.7

Pearson’s Correlation Analysis of the Study Variables

Variables 1 2 3 4 5 6 7 8

1. Altruistic calling 1

2. Emotional healing .74** 1

3. Wisdom .66** .52** 1

4. Persuasive mapping .70** .56** .59** 1

5. Organisational

stewardship

.69** .58** .68** .70** 1

6. Affective commitment .41** .37** .41** .41** .40** 1

7. Continuance

commitment

.57 .17 .03 .08 .09 .28** 1

8. Normative commitment .51** .52** .25* .31** .31** .56** .52** 1

** p < .01, correlation is significant at the 0.01 level (2-tailed).

64

Altruistic calling had significant positive relationship with affective commitment (r

= .41, p < .01) and normative commitment (r = .51, p < .01). The relationship between

altruistic calling and continuance commitment was not significant. Altruistic calling

also had significant positive relationship with emotional healing (r = .74, p < .01),

wisdom (r = .66, p < .01), persuasive mapping (r = .70, p < .01) and organisational

stewardship (r = .69, p < .01).

Emotional healing had significant positive relationship with affective commitment (r

= .37, p < .01) and normative commitment (r = .52, p < .01). The relationship between

emotional healing and continuance commitment was not significant. Emotional healing

also showed significant positive relationship with wisdom (r = .52, p < .01), persuasive

mapping (r = .56, p < .01) and organisational stewardship (r = .58, p < .01).

Wisdom was positively related to affective commitment (r = 41, p < .01) and normative

commitment (r = .25. p < .05). The relationship between wisdom and continuance

commitment was not significant. Wisdom was also significantly positively related to

persuasive mapping (r = .59, p < .01) and organisational stewardship (r = .68, p < .01).

Persuasive mapping had significant positive relationship with affective commitment (r

= .41, p < .01) and normative commitment (r = .31, p < .01). However, the relationship

between persuasive mapping and continuance commitment was not significant.

65

Persuasive mapping was also positively related to organisational stewardship (r = .70, p

< .01).

Organisational stewardship had significant positive relationship with affective

commitment (r = .40, p < .01) and normative commitment (r = .31, p < .01). The

relationship between organisational stewardship and continuance commitment was not

significant.

Affective commitment was positively related to continuance commitment (r = .28, p

< .01) and normative commitment (r = .56, p < .01). Lastly, Continuance commitment

was significantly related to normative commitment (r = .52, p < .01).

4.8 Multiple Regression Analysis

Multiple regression analysis was used to test the influence of the independent variables

(altruistic calling, emotional healing, wisdom, persuasive mapping and organisational

stewardship) on the dependent variables (affective commitment, continuance

commitment and normative commitment). This analysis was carried out to support or

not to support the developed hypotheses. The standardised coefficient beta (β) and

coefficient of determination (R2) were used to determine the statistical importance of

the relationship. The detail results of the multiple analyses are shown in Appendix C7.

66

The four assumptions (normality of the error term distribution, linearity of the

relationship, constant variance of the error term, independence of the error terms,

multicollinearity and outliers) were tested before the application of multiple regression

analysis.

Normality was checked from the P-P plots. All of the points laid in a reasonably straight

diagonal line from bottom left to top right. This suggested the absence of major

deviations from normality (Pallant, 2007). Scatter plots were checked for linearity of

relationship and homoscedasticity. The residuals were roughly rectangularly distributed

with most of the scores concentrated in the centre, along the zero point. This suggested

the absence of violations (Pallant, 2007). No multicollinearity was found as the

tolerance levels and VIF values for the entire regression models were more than .10 and

less than 10 respectively. The Durbin-Watson values for all of the regression models

were between 1.50 and 2.50 indicated the absence of autocorrelation problem.

However, one outlier was detected when the multiple regression analysis was analysed

for affective commitment. The outlier was deleted and the multiple regression analysis

was repeated.

67

4.8.1 Multiple Regression Analysis on Affective Commitment

The summary of multiple regression results for affective commitment is shown in Table

4.8 and the detail results are shown in Appendix C7.

The R2 value showed that 29% of the variance for affective commitment was explained

by altruistic calling, emotional healing, wisdom, persuasive mapping and organisational

stewardship. This means that 71% of the variance was explained by other variables that

have not been explored in this study.

Table 4.8

Multiple Regression Results for Affective Commitment

Model Standardised

Coefficients

t Sig. Collinearity

Statistics

Beta (β) Tolerance VIF

(Constant) 5.22 .00

Altruistic Calling .08 .54 .59 .30 3.32

Emotional Healing .13 1.07 .29 .45 2.21

Wisdom .23* 1.92 .06 .48 2.08

Persuasive Mapping .14 1.04 .30 .42 2.38

Organisational Stewardship .05 .40 .69 .38 2.62

R .54

R2 .29

Adjusted R2 .25

F Change 8.04***

Durbin-Watson 2.09

*p < .10, **p < .05, ***p < .01

68

F ratio provides information about the relationship of the means between the two groups.

If the F ratio is significant, the combination of the independent variables predicts the

dependent variable significantly (Leech et al., 2008). This means that the model is a

good fit (Hair et al., 2010). Table 4.8 shows that the F ratio for affective commitment

was significant (F = 8.04, p < .01). This means that the combined effect of altruistic

calling, emotional healing, wisdom, persuasive mapping and organisational stewardship

was good at predicting affective commitment.

For individual predictor, only wisdom was found to be significantly and positively

related to affective commitment (β = .23, p < .10). Altruistic calling (β = .08, p > .10),

emotional healing (β = .13, p > .10), persuasive mapping (β = .14, p > .10) and

organisational stewardship (β = .05, p > .10) were insignificant predictors of affective

commitment. H7 was supported and H1, H4, H10 and H13 were not supported

4.8.2 Multiple Regression Analysis on Continuance Commitment

The summary of multiple regression results for continuance commitment is shown in

Table 4.9 and the detail results are shown in Appendix C7.

69

Table 4.9

Multiple Regression Results for Continuance Commitment

Model Standardised

Coefficients

t Sig. Collinearity

Statistics


(Constant) 9.04 .00

Altruistic Calling - .18 -.99 .33 .29 3.45

Emotional Healing .27* 1.86 .07 .44 2.29

Wisdom - .07 -.52 .61 .47 2.14

Persuasive Mapping .06 .40 .69 .42 2.41

Organisational Stewardship .06 .36 .72 .37 2.67

R .21

R2 .04

Adjusted R2 - .003

F Change .93

Durbin-Watson 1.87

*p < .10, **p < .05, ***p < .01

The R2 value showed that 4% of the variance for continuance commitment was

explained by altruistic calling, emotional healing, wisdom, persuasive mapping and

organisational stewardship. This means that 96% of the variance was explained by other

variables that have not been explored in this study.

The F ratio was not significant (F = .93, p > .10) and this implied that the combined

effect of altruistic calling, emotional healing, wisdom, persuasive mapping and

organisational stewardship was a poor predictor of continuance commitment.

70

For individual predictor, emotional healing was a significant positive predictor of

continuance commitment (β = .27, p < .10). Altruistic calling (β = -.18, p > .10),

wisdom (β = .07, p > .10), persuasive mapping (β = .06, p > .10) and organisational

commitment (β = .06, p > .10) were found to be poor predictors of continuance

commitment. Hence, H5 was supported while H2, H8, H11 and H14 were not supported.

4.8.3 Multiple Regression Analysis on Normative Commitment

The summary of multiple regression results for normative commitment is shown in

Table 4.10 and the detail results are shown in Appendix C7.

Table 4.10

Multiple Regression Results for Normative Commitment

Model Standardised

Coefficients

t Sig. Collinearity Statistics


(Constant) 7.23 .00

Altruistic Calling .40** 2.61 .01 .29 3.45

Emotional Healing .35** 2.83 .01 .44 2.29

Wisdom - .13 - 1.11 .27 .47 2.14

Persuasive Mapping - .05 - .41 .69 .42 2.41

Organisational Stewardship - .04 - .32 .75 .37 2.67

R .57

R2 .32

Adjusted R2 .29

F Change 9.58***

Durbin-Watson 2.22

*p < .10, **p < .05, ***p < .01

71

The R2 value showed that 32% of the variance for normative commitment was

explained by altruistic calling, emotional healing, wisdom, persuasive mapping and

organisational stewardship. This means that 68% of the variance was explained by other

variables that have not been explored in this study

The F ratio was significant (F = 9.58, p < .01) and showed that the combined effect of

altruistic calling, emotional healing, wisdom, persuasive mapping and organisational

stewardship was good at predicting normative commitment.

For the individual predictor, altruistic calling (β = .40, p < .05) and emotional healing (β

= .35, p < .05) were found to be significant predictors of normative commitment. Both

of them were positively related to normative commitment. However, wisdom (β = - .13,

p > .10), persuasive mapping (β = -.05, p > .10) and organisational stewardship (β = -.04,

p > .10) were found to be insignificant predictors. Hence, only altruistic calling and

emotional healing were found to be positive predictors of normative commitment. As a

result, H3 and H6 were supported while H9, H12 and H15 were not supported.

4.9 Summary

Factor analysis, reliability analysis, descriptive analysis, correlation analysis and

multiple regression analysis were performed to analyse the collected data step by step.

72

Correlation analyses showed that the relationship between the independent variables

and dependent variables were positive. Besides that, the relationship between the five

dimensions of the independent variables and the three dimensions of the dependent

variables were positive as well.

The multiple regression analyses revealed that the combined effect of all of the

independent variables was good predictor of affective commitment and normative

commitment. However, the combined effect of all of the independent variables was not

a significant predictor of continuance commitment. The multiple regression analysis of

individual predictor showed that wisdom was a significant predictor of affective

commitment while emotional healing was a significant predictor of continuance

commitment and normative commitment. Altruistic calling was found to be a significant

predictor of normative commitment.

In summary, only H3, H5, H6 and H7 were supported and all the other hypotheses (H1,

H2, H4, H8, H9, H10, H11, H12, H13, H14 and H15) were not supported. The

summary of all of the hypotheses results is shown in Table 4.11.

Table 4.11

Summary of All Hypotheses Results

Hypotheses Results

H1 Altruistic calling is positively related to affective Not supported

73

commitment.

H2 Altruistic calling is positively related to continuance

commitment.

Not supported

H3 Altruistic calling is positively related to normative

commitment.

Supported

H4 Emotional healing is positively related to affective

commitment.

Not supported

H5 Emotional healing is positively related to continuance

commitment.

Supported

H6 Emotional healing is positively related to normative

commitment.

Supported

H7 Wisdom is positively related to affective commitment. Supported

H8 Wisdom is positively related to continuance

commitment.

Not supported

H9 Wisdom is positively related to normative commitment. Not supported

H10 Persuasive mapping is positively related to affective

commitment.

Not supported

H11 Persuasive mapping is positively related to continuance

commitment.

Not supported

H12 Persuasive mapping is positively related to normative

commitment.

Not supported

H13 Organisational stewardship is positively related to

affective commitment.

Not supported

H14 Organisational stewardship is positively related to

continuance commitment.

Not supported

H15 Wisdom is positively related to normative commitment. Not supported

74

CHAPTER 5

FINDINGS AND CONCLUSION

5.1 Introduction

This final chapter discusses the results of the research. The theoretical and practical

implications of the results are included. Besides that, the limitation of the study and

recommendation for future research are provided. At the end of the report, the

conclusions for the whole research are provided.

5.2 Recapitulation of Study

This study was developed following the realisation of the importance of organisational

commitment in the banking industry. It may provide the practical implications for the

management team of CIMB Bank to understand the commitment profiles of the

employees and strategise to improvise leadership training for their employees.

Furthermore, it may fill up the theoretical gaps in the literature.

The main objective of this research is to study the relationship between servant

leadership and organisational commitment among executive staff in CIMB Banks in

Penang, Malaysia. The independent variables for this study are the servant leadership,

which is composed of five dimensions: altruistic calling, emotional healing, wisdom,

persuasive mapping and organisational commitment. The dependent variables are the

three components of organisational commitment; affective commitment, continuance

75

commitment and normative commitment. Theoretical framework was developed after

reviewing the literature and fifteen hypotheses were proposed.

This study adopted the cross-sectional, correlational research method. Structured

questionnaires were distributed and collected within three weeks, which was between

the end of March and middle of April 2012. Out of the 160 questionnaires distributed to

ten branches of CIMB Banks in the North East region of Penang Island, 107 (67%)

were usable for data analysis. The collected data were analysed using the Statistical

Package for Social Science (SPSS) programme, version 15.0. The statistical analyses

used were factor analysis, reliability analysis, descriptive analysis, correlation analysis

and multiple regression analysis.

Analysis of the demographic profiles showed that the respondents spread evenly

between the two genders, with the males took up of 42.1% of the respondents and

female 57.9%. Majority of the respondents were aged below 40 years old, bachelor

degree holders, junior executives, and working for the organisation between 11 to 13

years. Most of them had been working with their current supervisor between 1 to 3

years and 64.5% of the supervisors were male.

Factor analysis of the independent variables showed .89 of Kaiser-Meyer-Olkin (KMO)

value with significant Bartlett‟s Test of Sphericity. Four factors were extracted from the

76

analysis with a total variance explained of 71.33%. One item was dropped from further

analysis due to loading of less than .50.

Factor analysis of the dependent variables showed .73 of KMO value with significant

Bartlett‟s Test of Sphericity. Five factors were extracted from the analysis with a total

variance explained of 63.97% and one item was dropped from further analysis due to

loading of less than .50.

Reliability analysis showed that the Cronbach‟s alpha coefficients for all variables were

above .60, which were above the recommended value. Therefore, all of the Cronbach‟s

alpha values were accepted.

Correlation analysis showed that all of the independent variables (altruistic calling,

emotional healing, wisdom, persuasive mapping and organisational stewardship) had

positive and significant relationship with affective commitment and normative

commitment. However, their relationships with continuance commitment were not

significant.

Multiple regression analysis showed that emotional healing had significant positive

influence on continuance commitment (β = .27; p < .10) and normative commitment (β

= .35; p < .05). Altruistic calling had significant positive influence on normative

77

commitment (β = .40; p < .05) and wisdom had significant positive influence on

affective commitment (β = .23; p < .10).

Out of the fifteen hypotheses developed, four were supported. Explanations of the

findings are discussed in the following section.

5.3 Discussion

The relationship between the findings and the proposed hypotheses are discussed in

below.

5.3.1 The relationship between servant leadership and affective commitment

In the past studies, the relationship between leaders and followers has been proposed to

be related to affective commitment (Withey, 1988; Meyer et. al, 1989; Meyer & Allen,

1991). Herzberg‟s two-factor theory suggested that positive leader-follower relationship

may be a hygiene factor that satisfies followers‟ needs and makes them comfortable in

the organisation. In other words, servant leaders who put others interest at the highest

priority enhance the hygiene factor and affective commitment of the followers.

Basically, the results of this study suggested that wisdom was the only significant

individual predictor of affective commitment. Leaders with strong wisdom ability are

78

aware with the surrounding and able to anticipate the consequences and implications of

their observation (Barbuto & Wheeler, 2006). They are also able to promote positive

working experience among the followers. This is consistent with the findings of Meyer

and Allen (1991) that showed that positive work experience positively related to

affective commitment.

One interesting finding of this study was that altruistic calling did not relate to affective

commitment significantly. Leaders who show the ability of altruistic calling have the

desire to make positive difference in others‟ lives (Barbuto & Wheeler, 2006). The

study of Ahiauzu and Asawo (2010) showed that altruism leads to higher affective

commitment. However, this study was carried out in manufacturing industry in Nigeria.

The differences across country and industry may answer for the contradicting results

between two studies. Organisational cultural differences such as whether the

organisation is internally driven or externally driven; means oriented or goal oriented;

easy going work discipline or strict work discipline may have an effect on the

relationship between leadership style and organisational commitment (Hofstede).

Therefore, the relationship between altruistic calling and affective commitment were

different between both studies.

Besides that, emotional healing was found to be poor predictor of affective commitment.

Daches (1999) and Weymes (2003) suggested that emotional healing may promote

emotional stability and support the organisation. Covenantal relationship and trust are

79

built through the healing process. Affective attachment between both parties may be

enhanced. However, the findings of this study did not show similar relationship. This

may be due to cultural difference in Malaysia. According to the Hosftede national

culture dimension, Malaysia is a country high in power distance. This means that the

ideal boss is a benevolent autocrat. The followers rarely seek for emotional support

from the leaders. This is consistent with the results of the descriptive analyses that

showed that the mean score for emotional healing was moderately low, with a mean of

2.64 (SD = .96). Leaders were perceived of having moderately low of emotional healing

ability and followers rarely seek for emotional support from the leaders. Therefore,

emotional healing does not have significant effect on affective commitment.

The multiple regression analyses showed that persuasive mapping and organisational

stewardship were poor predictors of affective commitment, although Pearson‟s

correlation analysis showed positive relationship between the variables. This showed

that although the independent sub-variables related to affective commitment, their

individual influence on affective commitment was not significant. Although persuasive

mapping and organisational stewardship may enhance emotional attachment of

followers towards the organisation, the effect might be too low to impose significant

effect on affective commitment. They only exert their effects when they were used in

combination with other dimensions of servant leadership.

80

5.3.2 The relationship between servant leadership and continuance commitment

Continuance commitment associates with the cost of leaving an organisation (Meyer &

Allen, 1991). The findings of this study suggested that the combined effect of servant

leadership had no significant relationship with continuance commitment. All of the

individual predictors except emotional healing were not significantly related to

continuance commitment. The R2 value obtained from multiple regression analysis

showed that only 4% of the variance for continuance commitment was explained by

altruistic calling, emotional healing, wisdom, persuasive mapping and organisational

stewardship. Hence, the influence of servant leadership on continuance commitment

was too small to be significant.

Leaving a servant leader might not be perceived as a significant cost by the followers.

Descriptive analyses showed that continuance commitment scored highest (3.27 (SD

= .62)) compared to affective commitment (3.01 (SD = .57)) and normative

commitment (3.09 (SD = .64)). There may be other factors such as lack of alternatives

and losing of attractive benefits that have stronger relationship with continuance

commitment.

Employees whose primary bond with the organisation is continuance commitment

remain in the organisation because they need to do so (Meyer & Allen, 1991). Whithey

(1988) showed that continuance commitment correlated more highly with availability of

alternatives, measure of sunk cost and skill specificity. Compared to affective

81

commitment and normative commitment, the relationship between servant leadership

and continuance commitment is weaker.

The results of this study showed that emotional healing was the only significant

predictor of continuance commitment. It has been suggested that the ability to provide

emotional healing may provide support to the entire organisation (Barbuto & Gifford,

2010). The ability of servant leaders to foster emotional healing among the followers

may be perceived as a significant cost of leaving the organisation. Therefore, emotional

healing was shown to be a significant predictor of continuance commitment although

the combination effect of servant leadership did not have such relationship with

continuance commitment.

5.3.3 The relationship between servant leadership and normative commitment

Normative commitment associates with the obligation to remain in an organisation

(Meyer & Allen, 1991). The findings of this study showed that the combined effect of

various dimensions of servant leadership (altruistic calling, emotional healing, wisdom,

persuasive mapping and organisational stewardship) was significant predictor of

normative commitment.

Normative commitment arises from the feeling of obligation that is built up from the

internalisation of normative pressures (Wiener, 1982). The feeling of obligation may

82

begin with observation of role models (Meyer & Allen, 1991). Servant leader whose

principal aim is to serve the needs of the others may act as a good model for the

followers. Normative commitment may be enhanced through the service of role

modelling.

Besides that, normative commitment is enhanced through the building of trust between

servant leaders and their followers. Ozag (2006) reported the positive relationship

between trust and normative commitment in his study. The nature of serving others

among servant leaders produces an environment of cohesion, concern and trust (Van

Dierendonck & Patterson, 2010). Therefore, servant leadership may be the positive

predictor of normative commitment.

For the individual predictors, altruistic calling and emotional healing were found to be

significant positive predictor of normative commitment. Altruistic calling is the

fundamental to serve others and facilitate positive development of individuals,

organisations, communities and societies (Searle, 2011). Leaders high in altruistic

calling put the followers‟ interest ahead and engage in acts of kindness that bring

advantages to their followers (Searle, 2011; Barbuto & Wheeler, 2006). The selfless and

sacrificial acts of altruistic calling help servant leaders to gain respect and loyalty from

followers. The receipt of special favour or help from the leader may oblige the follower

to remain with the organisation even in the availability of attractive alternatives (Meyer

& Allen, 1991). Hence, normative commitment is promoted.

83

Similarly, emotional healing enhances mutual trust between servant leader and follower.

Covenantal relationship is built when they share ideas, dreams, problems and concerns.

Therefore, normative commitment is enhanced through the building of trust between

both parties (Ozag, 2006).

The multiple regression analyses showed that wisdom, persuasive mapping and

organisational stewardship neither positive predictor nor negative predictor of

organisational commitment. Although correlation analyses showed that all of them have

positive relationship with normative commitment, the multiple regression analyses

showed that their effects were not significant. This may be because their individual

influences were too small to act as significant predictor of normative commitment

although their combinative effect was significant.

5.4 Implications of the study

This section discusses the theoretical and practical implications of the study.

5.4.1 Theoretical implications

Limited study has been carried out on the relationship between servant leadership and

organisational commitment (Liden et al., 2008). The servant leadership measurement

proposed by Barbuto and Wheeler (2006) is rather new and rarely used in the study of

84

organisational commitment. Therefore, this study may provide new insights to literature

in this field.

The results showed that servant leadership is significant predictor of affective

commitment and normative commitment, but insignificant predictor of continuance

commitment. This is in congruent with previous study (Searle, 2011). Although servant

leadership has been proven to be poor predictor of continuance commitment, rejection

of the relationship between the two should not be called before further studies have

been carried out. This is to avoid the careless rejection of a relevant factor.

This research studied the relationship between the individual dimension of servant

leadership (altruistic calling, emotional healing, wisdom, persuasive mapping and

organisational stewardship) and the individual components of organisational

commitment (affective commitment, continuance commitment and normative

commitment). The results showed that only some of the dimensions of servant

leadership were significant predictors of organisational commitment. It was found that

emotional healing had significant positive relationship with continuance commitment

and normative commitment, altruistic calling had significant positive relationship with

normative commitment and wisdom had significant positive relationship with affective

commitment. Persuasive mapping and organisational stewardship were not found to

have significant relationship with any component of the organisational commitment.

This showed that the individual dimensions of servant leadership were too weak to be

85

significant predictors of organisational commitment. They may only show their effects

when they are utilised as a group.

Finally, this study provided insights to the relationship between servant leadership and

organisational commitment in Malaysia. This is the first similar study in Malaysia and

may provide new insights to the literature in this field. As this is a rather new in the area,

it may serve as a reference for future studies.

5.4.2 Managerial implications

The results of this study provided some insights to the management team of CIMB

Bank. The results showed that servant leadership may only exert its influence on

organisational commitment when all of the dimensions were used in combination. The

individual dimensions were too weak to exert significant effect. Altruistic calling,

wisdom and emotional healing were shown to exert significant effect on their own.

Therefore, leadership training must be provided in a full spectrum of all of the

dimensions of servant leadership. At the same time, concentration on altruistic calling,

emotional healing and wisdom is required. This is to ensure that optimal effects are

obtained from the leadership training programme organised by the Commerce

Leadership Institute.

86

Besides that, this study provides an insight into the perceived servant leadership profiles.

Results showed that the leaders had moderately high of altruistic calling, wisdom,

persuasive mapping and organisational commitment. Emotional healing ability was

moderately low. This may provide a hint to the management team that improvement on

the emotional healing ability is required. Leadership training programmes should aim at

producing leaders who are great listeners and empathetic towards the needs and

problems of their followers. This is vital for the organisation because emotional healing

is a significant predictor of continuance commitment and normative commitment.

Commitment profiles of the executive staff were provided by this study. It was shown

that the executive staffs had moderately high level of commitment towards the

organisation. Although this is considered good among mergers and acquisition

organisations, it is worth for the management team to look into factors that affect

organisational commitment and try to strengthen commitment profiles of the staffs.

Furthermore, continuance commitment was the component with the highest rating. This

means that employees were bonded to the organisation due to lack of alternatives.

Commitment scores may reduce when better alternatives are available in the industry.

Therefore, the management team may strengthen the commitment profiles of the

employees by implementing leadership training programmes that aim at cultivating

servant leaders who are high in altruistic calling, emotional healing and wisdom.

87

Finally, the results also showed that there are other variables that were not explored in

this study. Factors that have been found to relate to organisational commitment include

organisational culture, job satisfaction, job involvement and occupational commitment

(Meyer et. al., 2002). Further study on the other factors that affect organisational

commitment is required. This may ensure the improvement of the commitment profiles

of the employees.

5.5 Limitations of the study and suggestions for future research

There are several limitations for this study. Improvements are suggested for future

studies.

Due to time constraint, the study was carried out over a period of three weeks from the

end of March to the middle of April 2012. The relationship between servant leadership

and organisational commitment was studied over a particular time point only. However,

the relationship between the variables may be better studied if the research was

conducted over different time points. This may produce results for comparison between

different time points. Therefore, longitudinal study is recommended for future study.

Besides that, the respondents for this study were from the CIMB Banks in the North

East region of Penang Island. It may not be able to represent the entire workforce of

CIMB Banks in Malaysia. Therefore, future study should include respondents from

88

other states in Malaysia. This is to ensure that the results may be generalised for the

CIMB Bank workforce in Malaysia.

This research involved self-report measure where the questionnaires were collected via

representatives in the banks. It has been reported that self-report measures are opened to

response bias which may affect the results of the study (Donaldson & Grant-Vallone,

2002). Respondents may provide socially desirable response as they believe that that

their leaders may gain access to their response. Therefore, envelope with returned

address may be provided with questionnaires to ensure respondents about the

confidentiality of their answers. This may help to reduce bias responses.

The results of this study showed that servant leadership contributed 29% to affective

commitment, 4% to continuance commitment and 32% to normative commitment.

There are other variables that have not been explored in this study. Future study may

explore the other contributing factors to organisational commitment.

For the purpose of managerial implication, future study may involve other leadership

styles for comparison. This may help the management team to identify leadership style

that contributes more to organisational commitment. The results may be used as

guidance for the management team to strategise leadership training programme.

89

5.6 Conclusion

In summary, the purpose of this study was to explore the relationship between servant

leadership and organisational commitment. The study was designed to answer all the

research questions.

The results of this study demonstrated that the combination effect of the various

dimensions of servant leadership was the positive predictor of affective commitment

and normative commitment. For the individual dimension of servant leadership, only

wisdom was found to be positive predictors of affective commitment and emotional

healing was positive predictor of continuance commitment. Altruistic calling and

emotional healing were positive predictors of normative commitment. It is hoped that

the results may help the management team of CIMB Bank to understand the

commitment profiles and the perceived leadership styles of the employees. It may be

used by the management team of CIMB Bank to strategise on their leadership training

programme.

This research is among the first few studies that explore the relationship between

servant leadership and organisational commitment in Malaysia. It is hoped that this

study may provide new insights into the relationship between the variables.

90

Overall, the findings of the study expand our understanding of the relationship between

servant leadership and organisational commitment. The results of this study may

enhance the understanding of the commitment profiles of the bank employees. The

management team may use the results to improvise on the leadership training

programmes by strengthening the dimensions of servant leaders that showed significant

positive relationship with organisational commitment, such as altruistic calling,

emotional healing and wisdom.

91

REFERENCE

Abdul Karim, N. H. & Mohammd Noor, N. H. N. N. 2006. Evaluating the psychometric

properties of Allen and Meyer‟s organizational commitment scale: A cross

cultural application among Malaysian Academic Librarians. Malaysian Journal

of Library & Information Science. 11(1): 89-101.

Ahiauzu, A & Asawo, S. P. 2010. Altruistic love culture and workers‟ commitment in

the Nigerian Manufacturing Industry: A study in workplace spirituality. Journal

of Management Policy and Practice. 11(5): 97-106.

Allen, N. J. & Meyer, J. P. 1990. The measurement and antecedents of affective,

continuance and normative commitment to the organization. Journal of

Occupational Psychology. 63: 1-18.

Anderson, N., & Schalk, R. 1998. The psychological contract in retrospect and prospect.

Journal of Organizational Behaviour. 19: 637-647.

Angle, H. L., & Perry, J. L. 1981. An empirical assessment of organization commitment

and organizational effectiveness. Administrative Science Quarterly. 26: 1-13.

Armstrong-Stassen. 2001. The impact of hospital amalgamation on the job attitudes of

nurses. Canadian Journal of Administrative Sciences. 18:149–162.

Barbuto, J. E., & Gifford, G. T. 2010. Examining gender differences of servant

leadership: An analysis of the agentic and communal properties of the servant

leadership questionnaire. Journal of Leadership Education. 9(2): 4-21.

Barbuto, J. E., & Wheeler, D. W. 2006. Scale development and construct clarification

of servant leadership. Group & Organization Management. 31(3): 300-326.

Bateman, T. & Strasser, S. 1984. A longitudinal analysis of the antecedents of

organizational commitment. Academy of Management Journal. 21: 95-112.

92

Batson, C. D. 2002. Empathy, attitudes, and action: Can feeling for a member of a

stigmatized group motivate one to help the group? Personality and Social

Psychology Bulletin. 28:1656-1666.

Baugh, S. & Roberts, R. 1994. Professional and organizational commitment among

engineers: conflicting or complementing? Engineering Management, 41. 2: 108-

114.

Becker, T.E. 1960. Notes on the concept of commitment. American Journal of

Sociology. 66: 32-40.

Becker, T. E. & Kernan, M. C. 2003. Matching commitment to supervisors and

organisations to in-role and extra-role performance. Human Performance. 16(4):

327-348.

Benkhoff, B. 1997. Disentangling organizational commitment: The changes of the OCQ

for research and policy. Personnel Review. 26(1): 114-20.

Bierly, P. E. et al. 2000. Organisational learning, knowledge and wisdom. Journal of

Organizational Change Management. 13: 595-618.

Bowman, M. A. 1997. Popular approaches to leadership. In P. G. Northhouse,

Leadership. Thousand Oaks, CA: Sage.

Brown, B. B. 2003. Employees‟ organizational commitment and their perception of

supervisors‟ relations-oriented and task-oriented leadership behaviours. Ph. D

diss. State University.

Buchanan, B. 1974. Building organizational commitment: The socialization of

managers in work organizations. Administrative Science Quarterly. 18: 533-546.

Cartwright, S., & Cooper, C.L. 1993a. The psychological impact of mergers and

acquisition on the individual: a study of building society managers. Human

Relations. 46: 327-347.

93

Ching, T. T., & Ching, H. H. 1995. The complete works of Lao Tzu. A new enlightening

translation and elucidation. Los Angelos, CA: SevenStar Communications.

CIMB Group Holdings Berhad. 2010. Corporate responsibility report 2010. Kuala

Lumpur: CIMB Group Holdings Berhad.

Coakes S. J. et al. 2009. SPSS: Analysis Without Anguish Using SPSS Version 16.0 for

Windows. Jacaranda: John Wiley.

Culpepper, R. A. 2000. A test of revised scales for the Meyer and Allen (1991) Three-

component commitment construct. Educational and Psychological

Measurement. 60(4): 604-616.

Dacher, E. S. 1999. Loving openness and the healing relationship. Advances in Mind-

Body Medicine. 15(1): 32-43.

Darvish, H., Rezaei, F. 2011. The impact of authentic leadership on job satisfaction and

team commitment. Management & Marketing Challenges for the Knowledge

Society. 6(3): 421-436.

Davy, J. A. 1988. After the Merger: Dealing with People‟s Uncertainty. Training and

Development Journal. Nov.: 57-61.

DeCotis, T. & Summers, T. 1987. A path analysis of a model of the antecedents and

consequences of organizational commitment. Human Relations. 40: 445- 470.

Dennis, R. S., & Bocarnea, M. 2005. Development of the servant leadership assessment

instrument. Leadership and Organization Development Journal. 25(8): 600-615.

Dhawan, V., Mulla, Z. R. 2011. The role of pay and leadership in developing

organizational commitment. South Asian Journal of Management. 18(2): 60-73.

Donaldson, S. I. & Grant-Vallone, E. J. 2002. Understanding self-report bias in

organisational behaviour research. Journal of Business and Psychology. 17(2):

245-261.

94

Drury, S. 2004. Employee perceptions of servant leadership: Comparisons by level and

with job satisfaction and organizational commitment. Ph. D diss. Regent

University.

Ehrhart, M. G. 2004. Leadership and procedural justice climate as antecedents of unit

level organizational citizenship behavior. Personnel Psychology. 57: 61 – 94.

Eisenberger, R. Et al. 1990. Perceived Organizational Support and Employee Diligence,

Commitment, and Innovation. Journal of Applied Psychology. 75(1): 51-59.

Eisinga et. al. 2010. Assessing cross-national invariance of the three-component model

of organizational commitment: A six-country study of European university

faculty. Cross-cultural Research. 44(4): 341-373.

Evanschitsky, H. et al. 2006. The relative strength of affective commitment in securing

loyalty in service relationships. Journal of Business Research. 59(12): 1207-

1213.

Falbe, C. M., & Yukl, G. 1992. Consequences for managers using single influence

tactics and combinations of tactics. Academy of Management Journal. 35:638-

653.

Farling, M. L. Et al. 1999. Servant leadership: Setting the stage for empirical research.

The Journal of Leadership Studies. 6 (1/2): 50-72.

Graham, J. W. 1991. Servant-leadership in organizations: Inspirational and moral.

Leadership Quarterly. 2 (2): 105-119.

Greenleaf, R. K. 1977. Servant leadership. Mahwah, NJ: Paulist Press.

Hackett, R. D. et al. 1994. Further assessments of Meyer and Allen‟s (1991) three-

component model of organizational commitment. Journal of Applied

Psychology. 79(1): 15-23.

Hair, J. E. et al. 1998. Multivariate data analysis. 5th

ed. New Jersey: The Prentice-Hall

International.

95

Hall, D. T. et al.1970. Personal factors in organizational identification. Administrative

Science Quarterly. 15: 176-190.

Hartmann, L.C., & Bambacas, M. 2000. Organizational commitment: A multi method

scale analysis and test of effects. International Journal of Organizational

Analysis. 8: 89-108.

Hill, V. A. 2008. Employee satisfaction and organizational commitment: A mixed

methods investigation of the effects of servant leadership. Ph. D diss. Capella

University.

Hinton, P. R. et al. 2004. SPSS Explained. Sussex: Routledge.

Hofstede, G. Malaysia national culture dimensions. http://geert-

hofstede.com/malaysia.html (assessed May 1, 2012)

Hoveida, R. H. et al. 2011. A study on the relationship among Servant Leadership (SL)

and the Organizational Commitment (OC): A case study. Interdisciplinary

Journal of Contemporary Research In Business. 3(3): 499-508.

Igbaria, M. et al. 1996. A motivational model of microcomputer usage. Journal of

Management Information Systems.13(1):127.

Jason, O. & Waters, E. 2002. Four assumptions of multiple regression that researchers

should always test. Practical Assessment Research & Evaluation. 8 (2).

http://PAREonline.net/getvn.asp?v=8&n=2 (assessed April 14, 2012).

Jaramillo, F. et al. 2009. Examining the impact of servant leadership on salesperson‟s

turnover intention. Journal of Personal Selling and Sales Management. 29(4):

351-366.

Jaros, S. J. 2002. An assessment of Meyer and Allen‟s (1991) three-component model

of organizational commitment and turnover intentions. Journal of Vocational

Behaviour. 51(3): 319-337.

http://geert-hofstede.com/malaysia.html


http://pareonline.net/getvn.asp?v=8&n=2

96

Kanter, R. M. 1968. Commitment and social organization: A study of commitment

mechanisms in Utopian communities. American Sociological Review. 33: 499-

517.

Keller, G. 2009. Managerial Statistics. 8th

Ed. Ohio: South-Western Cengage Learning.

Koopman, P.L. 1991. Between control and commitment: Management and change as

the art of balancing. Leadership and OD Journal. 12: 3-7.

Kouzes, J.M. and Posner, B.Z. 1993. Credibility: How leaders gain and lose it, why

people demand it. San Francisco: Jossey-Bass.

Kyei-Poku, I. A. 1996. Satisfaction with a merger, its impact on organizational

commitment and turnover intentions: Canadian evidence. PhD Diss. Carleton

University.

Laschinger, H. 2001. The impact of workplace commitment, organizational trust on

staff nurses‟ work satisfaction and organizational commitment. Health Care

Management Review. 26( 3): 7-24.

Laub, J. 1999. Assessing the servant organization: Development of the servant

organizational leadership (SOLA) instrument. Dissertation Abstracts

International. 60(02): 308.

Leech et al. 2008. SPSS for intermediate statistics: Use and interpretation. 3rd

ed. New

York: Lawrence Erlbaum Associates.

Lee, H. Y., Ahmad, k. Z. 2009. The moderating effects of organsational culture on the

relationships between leadership behaviour and organizational commitment and

between organizational commitment and job satisfaction and performance.

Leadership & Organization Development Journal. 30(1): 53-86.

Leow, K. L. & Khong, K. W. 2009. Organizational commitment: The study of

organizational justice and leader member exchange among auditors in Malaysia.

International Journals of Business and Information. 4(2): 161-198.

97

Liden, R. C., et al.2008. Servant leadership: Development of a multidimensional

measure and multi-level assessment. Leadership Quarterly. 19: 161-177.

Lok, P, Crawford, J. 2004. The effect of organizational culture and leadership style on

job satisfaction and organizational commitment: A cross-national comparison.

Journal of Management Development. 23(4): 321-338.

Mahembe, B. 2010. The relationship between servant leadership, team commitment,

team citizenship behaviour and team effectiveness: An exploratory study. Ph. D

diss. University of Stellenbosch.

Malaysia. CIMB Group. 2010. History.

http://www.cimb.com/index.php?ch=g2_au&pg=g2_au_content&ac=14&tpt=ci

mb_group (accessed February 15, 2012)

Malaysia. The Prime Minister‟s CSR Awards. 2010. 2009 Honouree: CIMB –

Transforming mindsets.

http://www.anugerahcsrmalaysia.org/2010/03/11/transforming-mindsets/

(accessed February 14, 2012)

Marsh, R. M. & Mannari, H. 1977. Organizational commitment and turnover: A

predictive study. Administrative Science Quarterly. 22: 57-75.

Md Zain, A. Y. & Gill, R. 1999. A psychometric assessment of the Malay version of

Meyer and Allen‟s organizational commitment measure. Malaysian

Management Review.

Meyer, J. P. et al. 2002. Affective, continuance, and normative commitment to the

organization: A meta-analysis of antecedents, correlates and consequences.

Journal of Vocational Behaviour. 61: 20-52.

Meyer, J.P. et al.1989. Organizational Commitment and Job Performance: It's the

Nature of the commitment that counts. Journal of Applied Psychology. 74: 152-

56.

Meyer, J.P., & Allen, N.J. 1997. Commitment in the Work Place: Theory Research and

Application. London, UK: Sage.

http://www.anugerahcsrmalaysia.org/2010/03/11/transforming-mindsets/

98

Meyer, J. P., & Allen, N. J. 1991. A three-component conceptualization of

organizational commitment. Human Resource Management Review. 1: 61–89.

Meyer, J. P. Allen, N. J. & Smith, C. A. 1993. Commitment to Organizations and

Occupations: Extension and Test of a Three-Component Conceptualization.

Journal of Applied Psychology. 78(4): 538-552.

Meyer, J.P. & Herscovitch, L. 2001. Commitment in the workplace: Toward a general

model. Human Resource Management Review. 11: 299-326.

Morrow, P. 1993. The theory and measurement of work commitment. Greenwich, CT.:

JAL.

Mowday, R. T. et al. 1982. Employee-organization linkages: The psychology of

commitment, absenteeism and turnover. New York: Academic Press.

Mowday, R. T et al. 1979. The measurement of organizational commitment. Journal of

Vocational Behaviour. 14: 224-227.

Nasirul Islam, M. 2006. A relational study on organizational commitment, career

satisfaction, job involvement, job security and job satisfaction in the context of

Social Investment Bank Limited (SIBL). Ph. D diss., Independent University.

National culture – Malaysia. 2012. Geert Hofstede.http://geert-

hofstede.com/malaysia.html (accessed February 6, 2012)

Niehoff, B. et al. 2001. The influence of empowerment and job enrichment on

employee loyalty in a downsizing environment. Group & Organization

Management. 26: 93-113.

Niehoff, B.P., Enz, C.A., & Grover, R.A. 1990. The impact of top-management actions

on employee attitudes and perceptions. Group & Organization Studies. 15(3):

337- 352.

Nunnally, J. C. 1978. Psychometric theory. 2nd

edition. New York: MsGraw-Hill.

O'Reilly, C.A., III, & Chatman, J. 1986. Organizational commitment and psychological

attachment: The effects of compliance, identification, and internalization on

prosocial behaviour. Journal of Applied Psychology. 71: 492-499.



99

Ozag, D. 2006. The relationship between the trust, hope and normative and continuance

commitment of merger survivors. Journal of Management Development. 25(9):

870-883.

Page, D., & Wong, T. P. 2000. A conceptual framework for measuring servant

leadership. In S. Adjibolosoo (Ed.), The human factor in shaping the course of

history and development. Boston, MA: University Press of America.

Pallant, J. 2007. SPSS survival manual: A step-by-step guide to data analysis using

SPSS for Windows (Version 15). 3rd

Ed. Crows Nest: Allen & Unwin.

Panchanatham, K. R. S. et al. 2011. Factors influencing organizational commitment of

banking sector employees. Journal of Economics and Behavioural Studies. 2(1):

19-25.

Pandey, D. 2009. Mentoring, organizational commitment and turnover intentions: A

study on Nepalese banking organization. Nepalese Economic Review. 1(2).

http://www.ner.com.np/vol-1/issue-2/48-mentoring-organizational-commitment-

and-turnover-intentions-a-study-on-nepalese-banking-organization.html

(assessed February 15, 2012)

Parolini, J. et al., 2009. Distinguishing between transformational and servant leadership.


Porter, L.W. et al. .1974. Organizational commitment, job-satisfaction, and turnover

among psychiatric technicians. Journal of Applied Psychology. 59: 603-609.

Reichers, A. 1985. A review and reconceptialitzion of organizational commitment. The

Academy of Management Review. 10(3): 465-476.

Rhoades, L. et al., 2001. Affective commitment to the organisation: The contribution of

perceived organisational support. Journal of Applied Psychology. 86(5): 825-

836.

Riaz T. et al. 2011. Impact of transformational leadership style on affective employees‟

commitment: An empirical study of banking sector in Islamabad (Pakistan).

http://www.ner.com.np/vol-1/issue-2/48-mentoring-organizational-commitment-and-turnover-intentions-a-study-on-nepalese-banking-organization.html

http://www.ner.com.np/vol-1/issue-2/48-mentoring-organizational-commitment-and-turnover-intentions-a-study-on-nepalese-banking-organization.html

100

Riketta, M. 2002. Attitudinal organizational commitment and job performance: A meta-

analysis. Journal of Organizational Behaviour. 23: 257-66.

Russell, R. F., & Stone, A. G. 2002. A review of servant leadership attributes:

Developing a practical model. Leadership & Organization Development Journal.

23(3): 145-157.

Russell, R.F. 2001. The role of values in servant leadership. Leadership & Organization

Development Journal. 22(2): 76-85.

Searle, T. P. 2011. A multilevel examination of proactive work behaviours: Contextual

and individual differences as antecedents. Ph. D diss., University of Nebraska.

Searle, T. P., & Barbuto, J. E. 2011. Servant leadership, hope, and organizational

virtuousness: A framework exploring the positive micro and macro behaviours

and its performance impact. Journal of Leadership and Organizational Studies.

18(1), 107-117.

Sendjaya, S. 2008. Defining and measuring servant leadership behaviour in

organizations. Journal of Management Studies. 45(2): 402-424.

Sekaran, U. & Bougie, R. 2010. Research Methods for Business: A Skill Building

Approach. 5th

Ed. West Sussex: John Wiley & Sons.

Sekaran, U. 2003. Research methods for business. 4th

edition. United States of America:

John Wiley & Sons, Inc.

Sendjaya, S., Pekerti, A. 2010. Servant leadership as antecedent of trust in organizations.


Shore, L. M. & Martin, H. J. 1989. Job satisfaction and organizational commitment in

relation to work performance and turnover intentions. Human Relations. 42(7):

625-648.

Singh, V., & Vinnicombe, S. 1998. What does "commitment" really mean? Views of

UK and Swedish engineering managers. Personnel Review. 29(2): 228-258.

101

Snell, S. A. & Dean, J. W. Jr. 1992. Integrated manufacturing and human resource

management: A human capital perspective. Academy of Management Journal.

35: 467-504.

Spears, L. C. 1995. Servant-leadership and the Greenleaf legacy. In L. Spears,

Reflections on Leadership. New York: John Wiley & Sons.

Steers, R. 1975. Problems in the measurement of organizational effectiveness.

Administrative Science Quarterly 20: 546-558.

Stone, G.A., Russell, R.F. and Patterson, K. 2004. Transformational versus servant

leadership: A difference in leader focus. Leadership & Organization

Development Journal. 25(3/4): 349-59.

Tabachnick, B.G. & Fidell, L.S. 2007. Using Multivariate Statistics. 5th

ed, Boston:

Allyn & Bacon Pearson.

Trice, H. & Beyer, J. 1993. The Culture of Work Organization, Prentice-Hall,

Englewood Cliffs, NJ.

Van Dierendonck, D., & Patterson, K. (2010). Servant leadership developments in

theory and research. New York: Palgrave Macmillian.

Vandenberghe, C. Et al., 2011. Continuance commitment and turnover: Examining the

moderating role of negative affectivity and risk aversion. Journal of

Occupational and Organisational Psychology. 84(2): 403-424.

Walumbwa, F. O., Hartnell, C. A., & Oke, A. 2010. Servant leadership, procedural

justice climate, service climate, employee attitudes, and organizational

citizenship behaviour: A cross-level investigation. Journal of Applied

Psychology. 95 (3): 517-529.

Washington, R. R, et al. 2006. Individual differences in servant leadership: The roles of

values and personality. Leadership & Organization Development Journal. 27(8):

700-716.

102

Weber, Y. 1996. Corporate cultural fit and performance in mergers and acquisitions.

Human Relations. 49: 1181-1193.

Welsh, H. P. & LaVan, H. 1981. Inter-relationships between organizational

commitment and job characteristics, job satisfaction, professional behaviour,

and organizational climate. Human Relations. 34: 1079-1089.

Weymes, E. 2003. Relationships not leadership sustain successful organizations.

Journal of Change Management. 3: 319-332.

Whithey, M. 1988. Antecedents of value based and economic organizational

commitment. Proceedings of the annual meeting of the administrative sciences

association of Canada-organizational behaviour division. 9: 124-133.

Wiener, Y. 1982.Commitment in organizations: A normative view. Academic

Management Review. 7: 418-428.

Yasin, N.M. et al. 2009. The mediating effects of attitude towards parallel imports in

consumer personality-purchase intention linkage. Jurnal Pengurusan. 28: 103-

123.

APPENDICES

103

APPENDIX A: QUESTIONNAIRE WITH COVER LETTER

104

Part A: Background information

Instruction: Please respond to the following questions by placing a check over one of

the indications on the scale.

1. Gender:

1. Male 2. Female

2. Age

1. 30 and below 2. 31-40

3. 41-50 4. 51 and above

3. Educational level

1. SPM 2. Diploma

3. Bachelor Degree 4. Master Degree

5. Others

4. Position level

1. Junior Executive 2. Senior Executive

5. How long have you been working in this organisation?

1. 1 years and below 2. Between 2-5 years

3. Between 6-9 years 4. Between 11-13 years

5. Above 13 years

6. How long has you been working under your current supervisor?

1. Below 1 year 2. Between 1 – 3 years

3. Between 4 – 6 years 4. Between 7 – 9 years

5. Between 10–12 years 6. Between 13 – 15 years

7. More than 15 years

7. Your supervisor‟s gender

1. Male 2. Female

105

Part B: Section 2: Leadership behaviours

Instruction: The statements below describe various behaviours of the supervisors.

Please circle the one number that indicates the most suitable selection based on the

following scale:

1 2 3 4 5

Never Rarely Sometimes Often Always

1 My supervisor puts my best interests ahead of his/her own. 1 2 3 4 5

2 My supervisor does everything he/she can to serve me. 1 2 3 4 5

3 My supervisor sacrifices his/her own interests to meet my

needs. 1 2 3 4 5

4 My supervisor goes above and beyond the call of duty to meet

my needs. 1 2 3 4 5

5 My supervisor is one I would turn to if I had a personal trauma. 1 2 3 4 5

6 My supervisor is good at helping me with my emotional issues. 1 2 3 4 5

7 My supervisor is talented at helping me to heal emotionally. 1 2 3 4 5

8 My supervisor is one that could help me mend my hard

feelings. 1 2 3 4 5

9 My supervisor always seems to be alert to what‟s happening

around him/her. 1 2 3 4 5

10 My supervisor is good at anticipating the consequences of

decisions. 1 2 3 4 5

11 My supervisor has awareness of what‟s going on around

him/her. 1 2 3 4 5

12 My supervisor seems very in touch with what is happening

around him/her. 1 2 3 4 5

13 My supervisor seems to know what‟s going on around him/her. 1 2 3 4 5

14 My supervisor offers compelling reasons to get me to do

things. 1 2 3 4 5

15 My supervisor encourages me to have “big dreams” about the

organisation. 1 2 3 4 5

16 My supervisor is very persuasive. 1 2 3 4 5

17 My supervisor is good at convincing me to do things. 1 2 3 4 5

106

18 My supervisor is gifted when it comes to persuading me. 1 2 3 4 5

19 My supervisor believes that the organisation needs to play a

moral role in society. 1 2 3 4 5

20 My supervisor believes that our organisation needs to function

as a community. 1 2 3 4 5

21 My supervisor sees the organisation for its potential to

contribute to society. 1 2 3 4 5

22 My supervisor encourages me to have a community spirit in the

workplace. 1 2 3 4 5

23 My supervisor is preparing the organisation to make a positive

difference in future. 1 2 3 4 5

107

Part C: Organisational Commitment

Instruction: The statements below describe various aspects of your commitment towards

your organisation. Please circle the one number that indicates the most suitable

selection based on the following scale:

1 2 3 4 5

Strongly

Disagree Disagree Neutral Agree Strongly Agree

1 I would be very happy to spend the rest of my life with this


2 I really feel as if this organisation's problems are my own. 1 2 3 4 5

3 I do not feel a strong sense of belonging to my organisation. 1 2 3 4 5

4 I do not feel emotionally attached to this organisation. 1 2 3 4 5

5 I do not feel like part of the family at my organisation. 1 2 3 4 5

6 This organisation has a great deal of personal meaning for

me. 1 2 3 4 5

7 Right now, staying with my organisation is a matter of

necessity as much as desire. 1 2 3 4 5

8 It would be very hard for me to leave my organisation right

now, even if I wanted to. 1 2 3 4 5

9 Too much of my life would be disrupted if I decided I

wanted to leave my organisation now. 1 2 3 4 5

10 I feel that I have too few options to consider leaving this


11 If I had not already put so much of myself into this

organisation, I might consider working elsewhere. 1 2 3 4 5

12 One of the few negative consequences of leaving this

organisation would be the scarcity of available alternatives. 1 2 3 4 5

13 I do not feel any obligation to remain with my current

employer. 1 2 3 4 5

14 Even if it were to my advantage, I do not feel it would be

right to leave my organisation now. 1 2 3 4 5

108

15 I would feel guilty if I left this organisation now. 1 2 3 4 5

16 This organisation deserved my loyalty. 1 2 3 4 5

17 I would not leave my organisation right now because I have a

sense of obligation to the people in it. 1 2 3 4 5

18 I owe a great deal to my organisation. 1 2 3 4 5

End of Survey

Thank you

Your cooperation is highly appreciated in completing this questionnaire.

109

APPENDIX B: CODING OF VARIABLES IN SPSS

Table B.1: Coding of Variables in SPSS

No. Variables Code

1. Altruistic Calling AC

2. Emotional Healing EH

3. Wisdom W

4. Persuasive Mapping PM

5. Organisational Stewardship OS

6. Affective Commitment A

7. Continuance Commitment CC

8. Normative Commitment NC

110

APPENDIX C: SPSS ANALYSES OUTPUTS

APPENDIX C1: DEMOGRAPHIC PROFILES OF RESPONDENTS

Table C1.1: Statistics of Demographic Profiles of Respondents

Gender Age

Educational

level

Position

level

N Valid 107 107 107 107

Missing 0 0 0 0

Mean 1.58 1.86 2.90 1.31

Std. Error of Mean .048 .087 .059 .0045

Median 2.00 2.00 3.00 1.00

Mode 2 2 3 1

Std. Deviation .496 .895 .613 .464

Variance .246 .801 .376 .215

Range 1 3 4 1

Minimum 1 1 1 1

Maximum 2 4 5 2

Organisation

al tenure

Working

duration

with

supervisor

Supervisor‟s

gender

N Valid 107 107 107

Missing 0 0 0

Mean 3.27 2.43 1.36

Std. Error of Mean .152 .141 .046

Median 3.00 2.00 1.00

Mode 5 2 1

Std. Deviation 1.570 1.454 .481

Variance 2.464 2.115 .231

Range 4 6 1

Minimum 1 1 1

Maximum 5 7 2

111

Table C1.2: Frequency of Gender Distribution of Respondents

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Male 45 42.1 42.1 42.1

Female 62 57.9 57.9 100.0

Total 107 100.0 100.0

Table C1.3: Frequency of Age Distribution of Respondents

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 30 and below 43 40.2 40.2 40.2

31 - 40 44 41.1 41.1 81.3

41 - 50 12 11.2 11.2 92.5

51 and above 8 7.5 7.5 100.0

Total 107 100.0 100.0

Table C1.4: Frequency of Educational Level of Respondents

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid SPM 1 .9 .9 .9

Diploma 21 19.6 19.6 20.6

Bachelor degree 75 70.1 70.1 90.7

Master degree 8 7.5 7.5 98.1

Others 2 1.9 1.9 100.0

Total 107 100.0 100.0

Table C1.5: Frequency of Position Level of Respondents

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Junior

executive 74 69.2 69.2 69.2

Senior

executive 33 30.8 30.8 100.0

Total 107 100.0 100.0

112

Table C1.6: Frequency of Organisational Tenure of Respondents

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 1 year and below 16 15.0 15.0 15.0

Between 2-5 years 30 28.0 28.0 43.0

Between 6-9 years 12 11.2 11.2 54.2

Between 11-13

years 42 39.3 39.3 93.5

Above 13 years 7 6.5 6.5 100.0

Total 107 100.0 100.0

Table C1.7: Frequency of Working Duration of Respondents with Current Supervisor

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Below 1 year 26 24.3 24.3 24.3

Between 1-3 years 46 43.0 43.0 67.3

Between 3-6 years 19 17.8 17.8 85.0

Between 7-9 years 5 4.7 4.7 89.7

Between 10-12 years 6 5.6 5.6 95.3

More than 15 years 5 4.7 4.7 100.0

Total 107 100.0 100.0

Table C1.8: Frequency of Gender of Supervisors

Frequency Percent Valid Percent

Cumulative

Percent

Valid Male 69 64.5 64.5 64.5

Female 38 35.5 35.5 100.0

Total 107 100.0 100.0

113

Figure C1.1: Frequency Chart of Gender Distribution of Respondents

Figure C1.2: Frequency Chart of Age Distribution of Respondents

Figure C1.3: Frequency Chart of Educational Level of Respondents

0

10

20

30

40

50

60

70

Male Female

Fre

qu

en

cy

Gender

Gender

0

5

10

15

20

25

30

35

40

45

50

30 and below 31 - 40 41 - 50 51 and above

Fre

qu

en

cy

Age

Age

114

Figure C1.4: Frequency Chart of Position Level of Respondents

Figure C1.5: Frequency Chart of Organisational Tenure of Respondents

0

10

20

30

40

50

60

70

80

SPM Diploma Bachelor degree

Master degree Others

Fre

qu

en

cy

Educational Level

Educational Level

0

10

20

30

40

50

60

70

80

Junior executive Senior executive

Fre

qu

en

cy

Position Level

Position Level

115

Figure C1.6: Frequency Chart of Working Duration of Respondents with Current

Supervisor

Figure C1.7: Frequency Chart of Supervisor’s Gender

0

5

10

15

20

25

30

35

40

45

1 year and below

2-5 years 6-9 years 11-13 years Above 13 years

Fre

qu

en

cy

Organization Tenure

Organization Tenure

0

5

10

15

20

25

30

35

40

45

50

Below 1 year 1-3 years 3-6 years 7-9 years 10-12 years More than 15 years

Fre

qu

en

cy

Working Duration with Current Supervisor

Working Duration with Current Supervisor

116

APPENDIX C2: FACTOR ANALYSIS ON THE INDEPENDENT VARIABLES

0

10

20

30

40

50

60

70

80

Male Female

Fre

qu

en

cy

Supervisor's Gender

Supervisor's Gender

117

Table C2.1: KMO Value and Bartlett's Test of Sphericity of Independent Variables

Kaiser-Meyer-Olkin Measure of

Sampling Adequacy. .892

Bartlett's Test of

Sphericity

Approx. Chi-

Square

2112.33

6

df 253

Sig. .000

Table C2.2: Correlation Matrix between Altruistic Calling and Other Independent

Variables

AC1 AC2 AC3 AC4

Correlation AC1 1.000 .724 .663 .637

AC2 .724 1.000 .621 .499

AC3 .663 .621 1.000 .720

AC4 .637 .499 .720 1.000

EH1 .464 .374 .529 .668

EH2 .492 .544 .576 .652

EH3 .523 .533 .673 .659

EH4 .572 .516 .641 .694

W1 .384 .464 .494 .480

W2 .476 .381 .609 .581

W3 .457 .397 .342 .447

W4 .399 .286 .311 .438

W5 .522 .501 .590 .648

PM1 .429 .224 .451 .557

PM2 .493 .480 .477 .458

PM3 .462 .497 .509 .534

PM4 .455 .514 .512 .537

PM5 .392 .544 .382 .506

OS1 .495 .550 .427 .522

OS2 .425 .424 .406 .556

OS3 .600 .569 .604 .618

OS4 .357 .455 .481 .558

OS5 .497 .481 .468 .531

118

Table C2.3: Correlation Matrix between Emotional Healing and Other Independent

Variables

EH1 EH2 EH3 EH4

Correlation AC1 .464 .492 .523 .572

AC2 .374 .544 .533 .516

AC3 .529 .576 .673 .641

AC4 .668 .652 .659 .694

EH1 1.000 .720 .698 .704

EH2 .720 1.000 .860 .800

EH3 .698 .860 1.000 .866

EH4 .704 .800 .866 1.000

W1 .336 .524 .438 .477

W2 .425 .506 .547 .505

W3 .309 .303 .228 .317

W4 .366 .294 .218 .266

W5 .436 .540 .408 .399

PM1 .409 .317 .407 .364

PM2 .325 .338 .313 .332

PM3 .346 .390 .374 .361

PM4 .332 .446 .502 .387

PM5 .435 .528 .521 .592

OS1 .355 .555 .465 .473

OS2 .401 .518 .458 .511

OS3 .398 .519 .531 .546

OS4 .338 .500 .422 .450

OS5 .362 .418 .416 .354

119

Table C2.4: Correlation Matrix between Wisdom and Other Independent Variables

W1 W2 W3 W4 W5

Correlation AC1 .384 .476 .457 .399 .522

AC2 .464 .381 .397 .286 .501

AC3 .494 .609 .342 .311 .590

AC4 .480 .581 .447 .438 .648

EH1 .336 .425 .309 .366 .436

EH2 .524 .506 .303 .294 .540

EH3 .438 .547 .228 .218 .408

EH4 .477 .505 .317 .266 .399

W1 1.000 .589 .581 .363 .637

W2 .589 1.000 .583 .554 .632

W3 .581 .583 1.000 .647 .647

W4 .363 .554 .647 1.000 .565

W5 .637 .632 .647 .565 1.000

PM1 .319 .576 .427 .508 .527

PM2 .431 .359 .417 .312 .465

PM3 .426 .421 .440 .312 .577

PM4 .556 .600 .486 .342 .514

PM5 .348 .245 .254 .139 .314

OS1 .376 .393 .519 .473 .514

OS2 .440 .415 .441 .405 .518

OS3 .424 .531 .456 .559 .587

OS4 .488 .455 .453 .451 .640

OS5 .372 .452 .432 .507 .545

120

Table C2.5: Correlation Matrix between Persuasive Mapping and Other Independent

Variables

PM1 PM2 PM3 PM4 PM5

Correlation AC1 .429 .493 .462 .455 .392

AC2 .224 .480 .497 .514 .544

AC3 .451 .477 .509 .512 .382

AC4 .557 .458 .534 .537 .506

EH1 .409 .325 .346 .332 .435

EH2 .317 .338 .390 .446 .528

EH3 .407 .313 .374 .502 .521

EH4 .364 .332 .361 .387 .592

W1 .319 .431 .426 .556 .348

W2 .576 .359 .421 .600 .245

W3 .427 .417 .440 .486 .254

W4 .508 .312 .312 .342 .139

W5 .527 .465 .577 .514 .314

PM1 1.000 .492 .441 .436 .251

PM2 .492 1.000 .622 .604 .461

PM3 .441 .622 1.000 .617 .575

PM4 .436 .604 .617 1.000 .470

PM5 .251 .461 .575 .470 1.000

OS1 .456 .484 .568 .467 .576

OS2 .482 .421 .525 .512 .458

OS3 .555 .416 .470 .495 .397

OS4 .517 .566 .576 .507 .413

OS5 .502 .510 .628 .512 .423

121

Table C2.6: Correlation Matrix between Organisational Stewardship and Other


OS1 OS2 OS3 OS4 OS5

Correlation AC1 .495 .425 .600 .357 .497

AC2 .550 .424 .569 .455 .481

AC3 .427 .406 .604 .481 .468

AC4 .522 .556 .618 .558 .531

EH1 .355 .401 .398 .338 .362

EH2 .555 .518 .519 .500 .418

EH3 .465 .458 .531 .422 .416

EH4 .473 .511 .546 .450 .354

W1 .376 .440 .424 .488 .372

W2 .393 .415 .531 .455 .452

W3 .519 .441 .456 .453 .432

W4 .473 .405 .559 .451 .507

W5 .514 .518 .587 .640 .545

PM1 .456 .482 .555 .517 .502

PM2 .484 .421 .416 .566 .510

PM3 .568 .525 .470 .576 .628

PM4 .467 .512 .495 .507 .512

PM5 .576 .458 .397 .413 .423

OS1 1.000 .771 .708 .686 .628

OS2 .771 1.000 .759 .735 .582

OS3 .708 .759 1.000 .730 .665

OS4 .686 .735 .730 1.000 .563

OS5 .628 .582 .665 .563 1.000

122

Table C2.7: Total Variance Explained of Independent Variables

Comp

onent Initial Eigenvalues

Extraction Sums of

Squared Loadings

Rotation Sums of Squared

Loadings

Total

% of

Varian

ce

Cumula

tive % Total

% of

Varian

ce

Cumula

tive % Total

% of

Varianc

e

Cumula

tive %

1 11.801 51.307 51.307 11.801 51.307 51.307 4.991 21.702 21.702

2 2.031 8.832 60.139 2.031 8.832 60.139 3.874 16.844 38.546

3 1.420 6.175 66.315 1.420 6.175 66.315 3.852 16.749 55.295

4 1.153 5.015 71.329 1.153 5.015 71.329 3.688 16.034 71.329

5 .899 3.907 75.236

6 .868 3.773 79.009

7 .706 3.071 82.079

8 .549 2.386 84.465

9 .503 2.185 86.650

10 .425 1.847 88.497

11 .360 1.563 90.060

12 .337 1.464 91.524

13 .319 1.388 92.911

14 .285 1.241 94.152

15 .239 1.037 95.190

16 .212 .921 96.110

17 .206 .895 97.005

18 .187 .813 97.818

19 .156 .678 98.496

20 .119 .519 99.015

21 .103 .450 99.464

22 .069 .302 99.766

23 .054 .234

100.00

0

Extraction Method: Principal Component Analysis.

123

Figure C2.1: Scree Plot of Independent Variables

124

Table C2.8: Rotated Component Matrix of Independent Variables

Component

1 2 3 4

EH3 .885

EH4 .874

EH2 .824

EH1 .776

AC4 .631 .393 .312

AC3 .607 .366 .427

AC1 .471 .336 .457

W4 .739 .410

W2 .398 .736

W3 .729 .303

W5 .668 .354

PM1 .554 .437

W1 .310 .537 .456

OS2 .788

OS1 .774 .332

OS4 .317 .695 .317

OS3 .360 .368 .689

OS5 .319 .599 .384

PM2 .707

PM3 .404 .699

PM4 .375 .655

AC2 .422 .645

PM5 .441 .374 .575


Rotation Method: Varimax with Kaiser Normalization.

a Rotation converged in 9 iterations.

125

APPENDIX C3: FACTOR ANALYSIS ON THE DEPENDENT VARIABLES

Table C3.1: KMO and Bartlett’s Test of Spericity of Dependent Variables

Kaiser-Meyer-Olkin Measure of

Sampling Adequacy. .730

Bartlett's Test of

Sphericity

Approx. Chi-

Square 753.103

df 153

Sig. .000

Table C3.2: Correlation Matrix between Affective Commitment and Other Dependent

Variables

A1 A2 A3 A4 A5 A6

Correlation A1 1.000 .603 .140 .299 .234 .427

A2 .603 1.000 .129 .318 .184 .433

A3 .140 .129 1.000 .524 .374 .275

A4 .299 .318 .524 1.000 .617 .214

A5 .234 .184 .374 .617 1.000 .092

A6 .427 .433 .275 .214 .092 1.000

CC1 .171 .097 -.034 -.075 .043 .069

CC2 .210 .139 .217 .134 .145 .412

CC3 .090 .101 .292 .239 .004 .278

CC4 .123 .080 .021 -.097 -.161 .192

CC5 -.058 .061 -.091 -.173 -.011 -.005

CC6 .236 .274 .038 .073 -.095 .201

NC1 .004 .208 .054 .105 .148 -.012

NC2 .324 .364 .111 .200 .091 .338

NC3 .490 .448 .016 .079 .030 .356

NC4 .418 .389 .219 .191 .079 .411

NC5 .516 .321 .160 .200 -.079 .461

NC6 .511 .518 .097 .230 .041 .463

126

Table C3.3: Correlation Matrix between Continuance Commitment and Other

Dependent Variables

CC1 CC2 CC3 CC4 CC5 CC6

Correlation A1 .171 .210 .090 .123 -.058 .236

A2 .097 .139 .101 .080 .061 .274

A3 -.034 .217 .292 .021 -.091 .038

A4 -.075 .134 .239 -.097 -.173 .073

A5 .043 .145 .004 -.161 -.011 -.095

A6 .069 .412 .278 .192 -.005 .201

CC1 1.000 .185 .196 .180 .238 .186

CC2 .185 1.000 .489 .411 .222 .216

CC3 .196 .489 1.000 .353 .178 .339

CC4 .180 .411 .353 1.000 .140 .516

CC5 .238 .222 .178 .140 1.000 .215

CC6 .186 .216 .339 .516 .215 1.000

NC1 -.178 .001 -.060 -.129 -.163 -.146

NC2 .005 .381 .509 .327 .162 .320

NC3 .084 .352 .116 .308 .010 .359

NC4 .257 .382 .282 .206 -.015 .169

NC5 -.093 .389 .362 .297 -.001 .277

NC6 .085 .205 .302 .168 -.018 .260

Table C3.4: Correlation Matrix between Normative Commitment and Other Dependent

Variables

NC1 NC2 NC3 NC4 NC5 NC6

Correlation A1 .004 .324 .490 .418 .516 .511

A2 .208 .364 .448 .389 .321 .518

A3 .054 .111 .016 .219 .160 .097

A4 .105 .200 .079 .191 .200 .230

A5 .148 .091 .030 .079 -.079 .041

A6 -.012 .338 .356 .411 .461 .463

CC1 -.178 .005 .084 .257 -.093 .085

CC2 .001 .381 .352 .382 .389 .205

CC3 -.060 .509 .116 .282 .362 .302

CC4 -.129 .327 .308 .206 .297 .168

CC5 -.163 .162 .010 -.015 -.001 -.018

CC6 -.146 .320 .359 .169 .277 .260

NC1 1.000 -.056 .111 -.008 .068 .147

NC2 -.056 1.000 .345 .325 .505 .501

NC3 .111 .345 1.000 .385 .615 .527

NC4 -.008 .325 .385 1.000 .537 .551

NC5 .068 .505 .615 .537 1.000 .650

NC6 .147 .501 .527 .551 .650 1.000

127

Table C3.5: Total Variance Explained of Dependent Variables

Compone

nt Initial Eigenvalues

Extraction Sums of

Squared Loadings

Rotation Sums of Squared

Loadings

Tota

l

% of

Varia

nce

Cumulat

ive % Total

% of

Varian

ce

Cumulat

ive % Total

% of

Varian

ce

Cumulat

ive %

1 5.22

2

29.01

0 29.010 5.222 29.010 29.010 3.937 21.872 21.872

2 2.29

5

12.74

8 41.758 2.295 12.748 41.758 2.719 15.106 36.978

3 1.72

3 9.570 51.328 1.723 9.570 51.328 2.184 12.134 49.112

4 1.26

9 7.050 58.378 1.269 7.050 58.378 1.342 7.453 56.566

5 1.00

7 5.593 63.971 1.007 5.593 63.971 1.333 7.405 63.971

6 .959 5.329 69.300

7 .880 4.887 74.188

8 .770 4.276 78.464

9 .684 3.798 82.262

10 .593 3.292 85.554

11 .474 2.631 88.185

12 .428 2.379 90.564

13 .400 2.223 92.787

14 .378 2.098 94.885

15 .309 1.718 96.602

16 .244 1.357 97.960

17 .232 1.291 99.251

18 .135 .749 100.000


128

Figure C3.1: Scree Plot of Dependent Variables

129

Table C3.6: Rotated Component Matrix of Dependent Variables

Component

1 2 3 4 5

A1 .792

NC6 .788

A2 .743

NC3 .730

NC5 .686 .494

NC4 .642 .338

A6 .565 .342

CC3 .795

CC2 .662

CC4 .620 .312

NC2 .400 .577

A5 .849

A4 .824

A3 .346 .673

CC1 .790

NC1 -.595

CC5 .667

CC6 .422 .563


Rotation Method: Varimax with Kaiser Normalization.

a Rotation converged in 9 iterations.

130

APPENDIX C4: RELIABILITY ANALYSIS ON ALTRUISTIC CALLING

Table C4.1: Reliability Statistics of Altruistic Calling

Cronbach's

Alpha

Cronbach's

Alpha Based

on

Standardized

Items

N of

Items

.827 .826 3

Table C4.2: Item Statistics of Altruistic Calling

Mean

Std.

Deviation N

AC2 3.31 .905 107

AC3 3.01 .986 107

AC4 2.93 .865 107

Table C4.3: Inter-item Correlation Matrix of Altruistic Calling

AC2 AC3 AC4

AC2 1.000 .621 .499

AC3 .621 1.000 .720

AC4 .499 .720 1.000

Table C4.4: Item-total Statistics of Altruistic Calling

Scale Mean

if Item

Deleted

Scale

Variance if

Item

Deleted

Corrected

Item-Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if

Item

Deleted

AC2 5.93 2.949 .608 .391 .833

AC3 6.23 2.351 .773 .609 .666

AC4 6.32 2.898 .682 .522 .764

Table C4.5: Scale Statistics of Altruistic Calling

Mean Variance

Std.

Deviation

N of

Items

9.24 5.657 2.379 3

131

APPENDIX C5: RELIABILITY ANALYSIS ON EMOTIONAL HEALING

Table C5.1: Reliability Statistics of Emotional Healing

Cronbach's

Alpha

Cronbach's

Alpha Based

on

Standardized

Items

N of

Items

.942 .944 3

Table C5.2: Item Statistics of Emotional Healing

Mean

Std.

Deviation N

EH2 2.73 1.095 107

EH3 2.56 1.011 107

EH4 2.64 .944 107

Table C5.3: Inter-item Correlation Matrix of Emotional Healing

EH2 EH3 EH4

EH2 1.000 .863 .809

EH3 .863 1.000 .873

EH4 .809 .873 1.000

Table C5.4: Item-total Statistics of Emotional Healing

Scale Mean

if Item

Deleted

Scale

Variance if

Item

Deleted

Corrected

Item-Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if

Item

Deleted

EH2 5.21 3.580 .865 .758 .931

EH3 5.37 3.765 .912 .833 .889

EH4 5.29 4.132 .870 .774 .925

Table C5.5: Scale Statistics of Emotional Healing

Mean Variance

Std.

Deviation

N of

Items

7.93 8.364 2.892 3

132

APPENDIX C6: RELIABILITY ANALYSIS ON WISDOM

Table C6.1: Reliability Statistics of Wisdom

Cronbach's

Alpha

Cronbach's Alpha

Based on

Standardized

Items N of Items

.871 .873 5

Table C6.2: Item Statistics of Wisdom

Mean

Std.

Deviation N

W1 3.55 .804 107

W2 3.44 .779 107

W3 3.66 .764 107

W4 3.42 .880 107

W5 3.70 .767 107

Table C6.3: Inter-item Correlation Matrix of Wisdom

W1 W2 W3 W4 W5

W1 1.000 .589 .581 .363 .637

W2 .589 1.000 .583 .554 .632

W3 .581 .583 1.000 .647 .647

W4 .363 .554 .647 1.000 .565

W5 .637 .632 .647 .565 1.000

Table C6.4: Item-total Statistics of Wisdom

Scale Mean if

Item Deleted

Scale

Variance if

Item Deleted

Corrected

Item-Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if Item

Deleted

W1 14.22 7.157 .640 .510 .857

W2 14.34 6.999 .715 .518 .839

W3 14.11 6.931 .755 .586 .830

W4 14.36 6.873 .630 .501 .863

W5 14.07 6.900 .760 .584 .829

Table C6.5: Scale Statistics of Wisdom

Mean Variance

Std.

Deviation

N of

Items

17.78 10.553 3.249 5

133

APPENDIX C7: RELIABILITY ANALYSIS ON PERSUASIVE MAPPING

Table C7.1: Reliability Statistics of Persuasive Mapping

Cronbach's

Alpha

Cronbach's

Alpha Based

on

Standardized

Items

N of

Items

.839 .841 4

Table C7.2: Item Statistics of Persuasive Mapping

Mean

Std.

Deviation N

PM2 3.23 1.005 107

PM3 3.45 .903 107

PM4 3.48 .862 107

PM5 3.09 .927 107

Table C7.3: Inter-item Correlation Matrix of Persuasive Mapping

PM2 PM3 PM4 PM5

PM2 1.000 .631 .611 .472

PM3 .631 1.000 .632 .581

PM4 .611 .632 1.000 .487

PM5 .472 .581 .487 1.000

Table C7.4: Item-total Statistics of Persuasive Mapping

Scale Mean

if Item

Deleted

Scale

Variance if

Item

Deleted

Corrected

Item-Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if

Item

Deleted

PM2 10.02 5.151 .676 .480 .796

PM3 9.80 5.329 .744 .554 .765

PM4 9.78 5.685 .686 .485 .791

PM5 10.16 5.758 .591 .369 .831

Table C7.5: Scale Statistics of Persuasive Mapping

Mean Variance

Std.

Deviation

N of

Items

13.25 9.247 3.041 4

134

APPENDIX C8: RELIABILITY ANALYSIS ON ORGANISATIONAL

STEWARDSHIP

Table C8.1: Reliability Statistics of Organisational Stewardship

Cronbach's Alpha

Cronbach's Alpha Based

on Standardized Items N of Items

.914 .915 5

Table C8.2: Item Statistics of Organisational Stewardship

Mean

Std.

Deviation N

OS1 3.53 .861 107

OS2 3.45 .815 107

OS3 3.44 .943 107

OS4 3.53 .904 107

OS5 3.42 .891 107

Table C8.3: Inter-item Correlation Matrix of Organisational Stewardship

OS1 OS2 OS3 OS4 OS5

OS1 1.000 .771 .708 .686 .628

OS2 .771 1.000 .759 .735 .582

OS3 .708 .759 1.000 .730 .665

OS4 .686 .735 .730 1.000 .563

OS5 .628 .582 .665 .563 1.000

Table C8.4: Item-total Statistics of Organisational Stewardship

Scale Mean

if Item

Deleted

Scale

Variance if

Item

Deleted

Corrected

Item-Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if

Item

Deleted

OS1 13.84 9.531 .802 .664 .891

OS2 13.93 9.692 .824 .711 .887

OS3 13.93 8.967 .828 .693 .885

OS4 13.84 9.418 .775 .624 .896

OS5 13.95 9.913 .683 .493 .914

Table C8.5: Scale Statistics of Organisational Stewardship

Mean Variance

Std.

Deviation

N of

Items

17.37 14.538 3.813 5

135

APPENDIX C9: RELIABILITY ANALYSIS ON AFFECTIVE COMMITMENT

Table C9.1: Reliability Statistics of Affective Commitment

Cronbach's

Alpha



.738 .742 6

Table C9.2: Item Statistics of Affective Commitment

Mean Std. Deviation N

A1 2.93 .974 107

A2 2.89 .839 107

A3 3.11 .816 107

A4 3.03 .720 107

A5 3.12 .821 107

A6 3.14 .770 107

Table C9.3: Inter-item Correlation Matrix of Affective Commitment

A1 A2 A3 A4 A5 A6

A1 1.000 .603 .140 .299 .234 .427

A2 .603 1.000 .129 .318 .184 .433

A3 .140 .129 1.000 .524 .374 .275

A4 .299 .318 .524 1.000 .617 .214

A5 .234 .184 .374 .617 1.000 .092

A6 .427 .433 .275 .214 .092 1.000

Table C9.4: Item-total Statistics of Affective Commitment

Scale Mean if

Item Deleted

Scale

Variance if

Item Deleted

Corrected

Item-Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if Item

Deleted

A1 15.29 7.076 .510 .415 .692

A2 15.34 7.603 .510 .423 .691

A3 15.11 8.138 .400 .323 .722

A4 15.20 7.763 .595 .518 .673

A5 15.10 8.018 .425 .394 .715

A6 15.08 8.172 .432 .283 .713

Table C9.5: Scale Statistics of Affective Commitment

Mean Variance

Std.

Deviation

N of

Items

18.22 10.666 3.266 6

136

APPENDIX C10: RELIABILITY ANALYSIS ON CONTINUANCE COMMITMENT

Table C10.1: Reliability Statistics of Continuance Commitment

Cronbach's

Alpha

Cronbach's

Alpha Based

on

Standardized

Items

N of

Items

.707 .707 4

Table C10.2: Item Statistics of Continuance Commitment

Mean

Std.

Deviation N

CC2 3.36 .894 107

CC3 3.36 .816 107

CC4 3.20 .895 107

CC6 3.18 .799 107

Table C10.3: Inter-item Correlation Matrix of Continuance Commitment

CC2 CC3 CC4 CC6

CC2 1.000 .480 .370 .239

CC3 .480 1.000 .343 .337

CC4 .370 .343 1.000 .492

CC6 .239 .337 .492 1.000

Table C10.4: Item-total Statistics of Continuance Commitment

Scale Mean

if Item

Deleted

Scale

Variance if

Item

Deleted

Corrected

Item-Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if

Item

Deleted

CC2 9.73 3.747 .472 .278 .658

CC3 9.74 3.874 .511 .290 .633

CC4 9.90 3.584 .530 .316 .620

CC6 9.92 4.059 .461 .274 .663

Table C10.5: Scale Statistics of Continuance Commitment

Mean Variance

Std.

Deviation

N of

Items

13.09 6.180 2.486 4

137

APPENDIX C11: RELIABILITY ANALYSIS ON NORMATIVE COMMITMENT

Table C11.1: Reliability Statistics of Normative Commitment

Cronbach's Alpha



.830 .830 5

Table C11.2: Item Statistics of Normative Commitment

Mean

Std.

Deviation N

NC2 3.24 .738 107

NC3 2.81 .923 107

NC4 3.29 .765 107

NC5 3.13 .825 107

NC6 3.07 .843 107

Table C11.3: Inter-item Correlation Matrix of Normative Commitment

NC2 NC3 NC4 NC5 NC6

NC2 1.000 .345 .325 .505 .501

NC3 .345 1.000 .385 .615 .527

NC4 .325 .385 1.000 .537 .551

NC5 .505 .615 .537 1.000 .650

NC6 .501 .527 .551 .650 1.000

Table C11.4: Item-total Statistics of Normative Commitment

Scale Mean if

Item Deleted

Scale

Variance if

Item Deleted

Corrected

Item-Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if Item

Deleted

NC2 12.31 7.423 .516 .307 .825

NC3 12.74 6.421 .592 .406 .810

NC4 12.26 7.157 .562 .359 .814

NC5 12.42 6.227 .761 .582 .757

NC6 12.48 6.271 .724 .531 .767

Table C11.5: Scale Statistics of Normative Commitment

Mean Variance

Std.

Deviation

N of

Items

15.55 10.042 3.169 5

138

APPENDIX C12: DESCRIPTIVE STATISTICS

Table C12.1: Descriptive Statistics of Independent and Dependent Variables

N

Minimu

m

Maximu

m Mean

Std.

Deviation

AC 107 1.33 5.00 3.0779 .79388

EH 107 1.00 5.00 2.6449 .96400

W 107 1.80 5.00 3.5495 .65190

PM 107 1.00 5.00 3.3131 .76022

OS 107 1.00 5.00 3.4729 .76350

A 107 1.17 4.17 3.0109 .56555

CC 107 2.00 4.75 3.2734 .62148

NC 107 1.60 4.60 3.0879 .64438

Valid N

(listwise) 107

139

APPENDIX C13: CORRELATION ANALYSIS

Table C13.1: Correlation Table between Variables

AC EH W PM OS A CC NC

AC Pearson

Correlation 1

.743(**

)

.658(**

)

.698(**

)

.686(**

)

.411(**

) .057

.505(*

*)

Sig. (2-

tailed) .000 .000 .000 .000 .000 .561 .000

N 107 107 107 107 107 107 107 107

EH Pearson

Correlation

.743(*

*) 1

.521(**

)

.560(**

)

.584(**

)

.366(**

) .169

.523(*

*)

Sig. (2-

tailed) .000 .000 .000 .000 .000 .082 .000

N 107 107 107 107 107 107 107 107

W Pearson

Correlation

.658(*

*)

.521(**

) 1

.594(**

)

.678(**

)

.413(**

) .025

.251(*

*)

Sig. (2-

tailed) .000 .000 .000 .000 .000 .798 .009

N 107 107 107 107 107 107 107 107

PM Pearson

Correlation

.698(*

*)

.560(**

)

.594(**

) 1

.701(**

)

.410(**

) .084

.313(*

*)

Sig. (2-

tailed) .000 .000 .000 .000 .000 .388 .001

N 107 107 107 107 107 107 107 107

OS Pearson

Correlation

.686(*

*)

.584(**

)

.678(**

)

.701(**

) 1

.401(**

) .086

.308(*

*)

Sig. (2-

tailed) .000 .000 .000 .000 .000 .379 .001

N 107 107 107 107 107 107 107 107

A Pearson

Correlation

.411(*

*)

.366(**

)

.413(**

)

.410(**

)

.401(**

) 1

.278(**

)

.555(*

*)

Sig. (2-

tailed) .000 .000 .000 .000 .000 .004 .000

N 107 107 107 107 107 107 107 107

CC Pearson

Correlation .057 .169 .025 .084 .086

.278(**

) 1

.524(*

*)

Sig. (2-

tailed) .561 .082 .798 .388 .379 .004 .000

N 107 107 107 107 107 107 107 107

NC Pearson

Correlation

.505(*

*)

.523(**

)

.251(**

)

.313(**

)

.308(**

)

.555(**

)

.524(**

) 1

Sig. (2-

tailed) .000 .000 .009 .001 .001 .000 .000

N 107 107 107 107 107 107 107 107

** Correlation is significant at the 0.01 level (2-tailed).

140

APPENDIX C14: MULTIPLE REGRESSION ANALYSIS ON AFFECTIVE

COMMITMENT

Table C14.1: Multiple Regression Model Summary of Affective Commitment

Mo

del R

R

Squa

re

Adjuste

d R

Square

Std.

Error of

the

Estimat

e

Change Statistics

Durbi

n-

Wats

on

R

Square

Chang

e

F

Chang

e

df

1

df

2

Sig. F

Chan

ge

1 .535(

a) .287 .251 .48426 .287 8.035 5

10

0 .000 2.083

Table C14.2: ANOVA Table of Affective Commitment

Mode

l

Sum of

Squares df

Mean

Square F Sig.

1 Regressio

n 9.421 5 1.884 8.035 .000(a)

Residual 23.451 100 .235

Total 32.872 105

a Predictors: (Constant), OS, EH, W, PM, AC

b Dependent Variable: A

Table C14.3: Coefficients of Affective Commitment

Model Unstandardised

Coefficients

Standardized

Coefficients

t Sig. Collinearity

Statistics

B Std.

Error

Beta Tolerance VIF

(Constant) 1.442 .276 5.216 .000

AC .059 .110 .083 .536 .593 .301 3.320

EH .079 .074 .134 1.070 .287 .452 2.212

W .204 .107 .233 1.917 .058 .482 2.077

PM .100 .096 .135 1.039 .301 .421 2.376

OS .040 .101 .054 .395 .694 .382 2.620

a Dependent Variable: A

\

141

Figure C14.1: Histogram of Frequency against Regression Standardised Residual for


Figure C14.2: Normal P-P Plot of Regression Standardised Residual for Affective

Commitment

142

Figure C14.3: Scatter Plot of Regression Standardised Residual against Regression

Standardised Predicted Value for Affective Commitment

Figure C14.4: Partial Regression Plot of Affective Commitment against Altruistic

Calling

143

Figure C14.5: Partial Regression Plot of Affective Commitment against Emotional

Healing

Figure C14.6: Partial Regression Plot of Affective Commitment against Wisdom

144

Figure C14.7: Partial Regression Plot of Affective Commitment against Persuasive

Mapping

Figure C14.8: Partial Regression Plot of Affective Commitment against Organisational

Stewardship

145

APPENDIX C15: MULTIPLE REGRESSION ANALYSIS ON CONTINUANCE

COMMITMENT

Table C15.1: Multiple Regression Model Summary of Continuance Commitment

Mo

del R

R

Squa

re

Adjuste

d R

Square

Std.

Error of

the

Estimat

e

Change Statistics

Durbi

n-

Wats

on

R

Square

Chang

e

F

Chang

e

df

1

df

2

Sig. F

Chan

ge

1 .210(

a) .044 -.003 .62251 .044 .930 5

10

1 .465 1.865

Table C15.2: ANOVA Table of Continuance Commitment

Mode

l

Sum of

Squares df

Mean

Square F Sig.

1 Regressio

n 1.803 5 .361 .930 .465(a)

Residual 39.139 101 .388

Total 40.942 106


b Dependent Variable: CC

Table C15.3: Coefficients of Continuance Commitment


Coefficients

Standardized

Coefficients

t Sig. Collinearity

Statistics

B Std.

Error

Beta Tolerance VIF

(Constant) 3.165 .350 9.038 .000

AC -.140 .141 -.178 -.987 .326 .290 3.449

EH .176 .095 .273 1.856 .066 .437 2.289

W -.070 .136 -.074 -.517 .606 .467 2.143

PM .049 .123 .060 .397 .692 .416 2.405

OS .046 .129 .057 .356 .723 .374 2.673

a Dependent Variable: CC

146



Figure C15.2: Normal P-P Plot of Regression Standardised Residual for Continuance

Commitment

147


Standardised Predicted Value for Continuance Commitment

Figure C15.4: Partial Regression Plot for Continuance Commitment against Altruistic

Calling

148

Figure C15.5: Partial Regression Plot for Continuance Commitment against Emotional

Healing

Figure C15.6: Partial Regression Plot for Continuance Commitment against Wisdom

149

Figure C15.7: Partial Regression Plot for Continuance Commitment against Persuasive

Mapping

Figure C15.8: Partial Regression Plot for Continuance Commitment against

Organisational Stewardship

150

APPENDIX C16: MULTIPLE REGRESSION ANALYSIS ON NORMATIVE

COMMITMENT

Table C16.1: Multiple Regression Model Summary of Normative Commitment

Mo

del R

R

Squa

re

Adjuste

d R

Square

Std.

Error of

the

Estimate

Change Statistics

Durbi

n-

Wats

on

R

Square

Chang

e

F

Chang

e

df

1

df

2

Sig. F

Chan

ge

1 .567(

a) .322 .288 .54367 .322 9.582 5

10

1 .000 2.219

Table C16.2: ANOVA Table of Normative Commitment

Mode

l

Sum of

Squares df

Mean

Square F Sig.

1 Regressio

n 14.161 5 2.832 9.582 .000(a)

Residual 29.853 101 .296

Total 44.014 106


b Dependent Variable: NC

Table C16.3: Coefficients of Normative Commitment


Coefficients

Standardized

Coefficients

t Sig. Collinearity

Statistics

B Std.

Error

Beta Tolerance VIF

(Constant) 2.212 .306 7.234 .000

AC .322 .124 .397 2.607 .011 .290 3.449

EH .235 .083 .352 2.837 .006 .437 2.289

W -.132 .119 -.133 -1.109 .270 .467 2.143

PM -.044 .108 -.052 -.405 .686 .416 2.405

OS -.036 .113 -.043 -.321 .749 .374 2.673

a Dependent Variable: NC

151



Figure C16.2: Normal P-P Plot of Regression Standardised Residual for Normative

Commitment

152


Standardised Predicted Value for Normative Commitment

Figure C16.4: Partial Regression Plot of Normative Commitment against Altruistic

Calling

153

Figure C16.5: Partial Regression Plot of Normative Commitment against Emotional

Healing

Figure C16.6: Partial Regression Plot of Normative Commitment against Wisdom

154

Figure C16.7: Partial Regression Plot of Normative Commitment against Persuasive

Mapping

Figure C16.8: Partial Regression Plot of Normative Commitment against

Organisational Stewardship

Documents

SERVANT LEADERSHIP AND ORGANISATIONAL COMMITMENT AMONG ...woulibrary.wou.edu.my/theses-project/CEMBA2012_SWLIM.pdf · iii CERTIFICATE OF ORIGINALITY This is to certify that the research