Serene Dalati Table 7: Descriptive Data Analysis for Characteristics of Flow at Work Characteristics of Flow Items 1. Losing track of time 2. Intense focus on task at hand 3. Performance at the peak of ability 4. Satisfaction with performance 5. Effortless performance 6. Losing sense of self and engagement in work
Mean 2.20 2.13 1.97 1.88 3.08 2.27
SD 1.133 .899 .835 .821 1.118 1.095
10. Correlation analysis Bivariate correlation analysis is deployed to measure relationship between managerial leadership behaviours and job satisfaction to study the relation between the two variables. The correlation analysis between visionary leadership and action tendency measures shows negative correlation where r =-.105, n=117, p<.262 two tailed. The association between communicative leadership behaviours and action tendency measures shows negative significance where r = -.111, n=117, p<.232 two tailed. The association between team oriented leadership and action tendency measures shows negative significance where r = -.146, n=117,p<.115 two tailed. The result of the correlation analysis does not support the first hypothesis. This result could be because of the nature of action tendency scale questions. Descriptive data analysis indicates that the mean score is 3.47 indicating no satisfaction and negative tendency towards their work. Questions 1, 3 and 6 of the action tendency scale are reverse and indicate a negative action tendency. Descriptive data analysis shows that question 4 has the best response where mean score was 2.13 indicating a respondentâ&#x20AC;&#x2122;s tendency to work through lunch break. In one response to question 4, a manager elaborated to that no lunch breaks are taken. The correlation analysis between visionary leadership and characteristics of flow shows positive significance where r =.186, n=117, p<.045 two tailed. The association between communicative leadership and characteristics of flow shows positive significance where r =.191, n=117, p<.039 two tailed. The statistical analysis between team oriented leadership and characteristics of flow shows positive significance where r = .232, n=117, p<.012 two tailed. Results support the second hypothesis and illustrate a better understanding and a positive response to characteristics of flow. The correlation analysis between leadership behaviours and job satisfaction shows positive strong significance where r = .255, n=117, p<.006 two tailed. Managerial Leadership behaviour variables were developed through the computation of three leadership variables calculating mean score as they produce interval data. Job satisfaction variable was also developed through the computation of action tendency and characteristics of flow items resulting in overall intrinsic job satisfaction variable. The first computation of the job satisfaction variable including the total 13 items did not did not produce a significant relationship between leadership behaviours and job satisfaction. In the second computation of job satisfaction variable questions 1, 3, and 6 which are reversed score were omitted. The correlation analysis shows positive and significant relation between leadership and job satisfaction variables. Table 8 illustrates correlations between variables of this research. Table 8: Means, Standard Deviations and Correlations between leadership Behaviours and Job Satisfaction Variables Variables 1.Visionary Leadership
Mean 1.94
SD .537
1 1
2
2.Communicative Leadership
2.12
.546
1
3.Team oriented Leadership
1.83
.632
4.Action Tendency Measures
3.47
.465
5.Characteristics of Flow
2.33
.611
6.Leadership Behaviours
1.96
.527
7. Intrinsic Job Satisfaction
2.76
.533
.793** .000 .775** .000 -.105 .262 .186* .045 .942** .000 .245** .008
71
.827** .000 -.111 .232 .191* .039 .919** .000 .201 .030
3
4
5
6
7
1 -.146 .115 .232* .012 .924** .000 .254** .006
1 .024 .795 -.129 .167 .321** .000
1 .217* .019 .848** .000
1 .255** .006
1