IMPACT OF AUTHENTIC LEADERSHIP ON EMPLOYEE ENGAGEMENT AND WORK PERFORMANCE A CASE STUDY CLUB MEMBERSHIP AT UEH UNIVERSITY

BỘ GIÁO DỤC VÀ ĐÀO TẠO TRƯỜNG ĐẠI HỌC KINH TẾ TP HỒ CHÍ MINH BÁO CÁO TỔNG KẾT ĐỀ TÀI NGHIÊN CỨU KHOA HỌC THAM GIA XÉT GIẢI THƯỞNG “NHÀ NGHIÊN CỨU TRẺ UEH” NĂM 2022 IMPACT OF AUTHENTIC LEADERSHIP ON EMPLOYEE ENGAGEMENT AND WORK PERFORMANCE: A CASE STUDY CLUB MEMBERSHIP AT UEH UNIVERSITY Thuộc nhóm chuyên ngành: Thương mại – quản trị kinh doanh du lịch – marketing Hồ Chí Minh, tháng năm 2022 ABSTRACT The topic discusses the effects of authentic leadership on employee engagement and work performance: researching club membership at UEH University The main goal of the study was to determine the impact of authentic leadership on work performance as well as engagement among tribal members at UEH University and to make recommendations that could help leaders, the executive boards of the club increases the efficiency of work and engagement among the members of its club The research process is carried out in two main stages: secondary data research and quantitative research (1) Secondary data research methodology: The authors discussed and referenced materials from a variety of sources including documents and research papers of foreign authors aimed at authentic leadership, club, work perforformance and engagement at work Find research models, research hypotheses, and questionnaire designs from previous research papers by foreign authors (2) Quantitative research method: The authors designed and implemented with the goal of verifying the reliability and value of scales using Cronbach's alpha trust coefficient method, EFA exploratory factor analysis, CFA confirmation factor analysis and SEM structural equation modeling analysis (The authors conducted an online survey of members of the school club UEH University with the number of questionnaires generated is 350 copies, earning 335 copies of which 300 are satisfactory, the authors use the statistical tool describing spss Q-Q plot to filter highly dispersed values, 254 useful questionnaires are put into processing and analysis) The authors used IBM SPSS 20 and IBM AMOS 20 processing software to be able to process statistical data TABLE OF CONTENTS TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES CHAPTER 1: INTRODUCTION 1.1 Introduction 1.2 Research problem 1.3 Research objectives and research questions 1.3.1 Research objectives 1.3.2 Research questions 1.4 Subjects of research and research scope 1.5 Research methods 1.6 Research significance 1.6.1 Scientific significance 1.6.2 Practical significance 1.7 Research structure CHAPTER 2: LITERATURE REVIEW AND THEORETICAL FRAMEWORK 2.1 The present studies 2.1.1 Vietnamese studies 2.1.2 Foreign studies 2.1.3 Research gaps 2.2 Literature review and hypotheses 2.2.1 Club from Vietnamese Students' Association 2.2.2 Authenticity 2.2.3 Authentic Leadership 2.2.4 Employee Engagement 12 2.2.5 Work Performance 14 2.2.6 The relationship between Authentic Leadership and Employee Engagement 15 2.2.7 The relationship between Authentic Leadership and Work Performance 16 2.2.8 The relationship between Employee Engagement and Work Performance 17 2.3 Research model 18 CHAPTER 3: MATERIALS AND METHODS 19 3.1 Research process 19 3.2 Measures 20 3.2.1 Authentic Leadership scale 20 3.2.2 Employee Engagement scale 22 3.2.3 Work Perforformance scale 23 3.3 Study methods 23 3.3.1 Steps in quantitative research analysis 24 3.4 Sample selection method 26 3.4.1 Choose research sample 26 3.4.2 Research sample size 26 CHAPTER 4: RESULTS AND DISCUSSION 27 4.1 Participant’s profile 27 4.2 The result of Cronbach's Alpha Reliability Analysis 30 4.3 The results of Exploratory Factor Analysis EFA 31 4.4 The results of Confirmatory Factor Analysis CFA 33 4.5 Hypothesis testing using Structural Equation Modeling (SEM) 34 4.6 Discussion 36 CHAPTER 5: CONCLUSIONS, LIMITATIONS AND FUTURE RESEARCH AVENUE 38 5.1 Conclusion 38 5.2 Practical implications 39 5.3 Limitations and future research 41 Bibligraphy 43 Appendix A: SURVEY QUESTIONS FORM 51 Appendix B: OUTPUT OF SPSS AND AMOS 57 LIST OF TABLES Table - Expression and encoding of the scale Authentic Leadership 20 Table - Expression and encoding of the Employee Engagement scale 22 Table - Expression and encoding of the Work Performance scale .23 Table - Demographic profile of respondents 27 Table - The result of Cronbach’s Alpha Reliability Analysis .30 Table - The result of KMO and Bartlett's Test 31 Table - The result of Exploratory Factor Analysis EFA 32 Table - The results of confirmatory factor analysis CFA 33 Table - The result of the correlation coefficient between variables 35 Table - The results of hypothesis testing on Employee Engagement 36 Table - The results of hypothesis testing on Work Performance 36 LIST OF FIGURES Figure - Formal research model 18 Figure - Research process .19 Figure - The results of confirmatory factor analysis CFA 34 Figure - The results of the analysis of the Structural Equation Modeling SEM 35 Figure - Results of research model .37 CHAPTER 1: INTRODUCTION 1.1 Introduction Vietnam's economy is growing in agreement with the market economy, and one of the standards that Vietnam must acknowledge, whereas changing over to this economy is the law of competition With the globalization of the economy, Vietnam presently faces plenty of openings and issues in this range This is often an opportunity to move our nation closer to the modern created economy, science, and human understanding and move forward our country's position within the world market Nevertheless, there are numerous challenges we confront: the economy is destitute, in reverse; People's lives are still troublesome and challenging; The level of preparation of cadres is still low; To overcome a deficiency, Vietnam needs a group of dynamic, energetic, and inventive individuals Youthful individuals, in specific, are the planned proprietors of the nation, and understudies are people who are taught and teaching with technical information while sitting in a school chair Despite that, the information that understudies learn in a lesson will continuously be hypothetical without an environment that invites the applications of understudies The Club within the College is one of the places where understudies are, to begin with, uncovered when entering the university environment The club may be a put where people of their age have the opportunity to rub shoulders and sharpen their scholarly information and abilities Understudies who connect the club can move forward in all zones and exchange and secure numerous critical aptitudes that can utilize in learning, communication, behavior, issue tackling, physical preparing, and so on Not as it were that, but clubs permit understudies to endeavor and come up short, picking up involvement sometime recently entering organizations or organizations where botches are not endured Depending on the field, each person features a distinctive set of qualities As a result, as it is, the club environment can assist you in creating all of your remarkable abilities Agreeing to the Eduniversal Rankings since 2014, UEH college is one of the world's beat 1000 best trade schools, with an estimate of more than 30000 understudies With the blazes of financial matters understudies, UEHers is greatly glad of UEH with a different extracurricular working environment, and understudies are intensely energetic, excited, and continually learning Subsequently, clubs' appearance may be a potential play area for youthful individuals who are energetic around inquiring about and learning to fulfill their interests The school has 13 clubs beneath the Appointment – Corridor and 17 clubs beneath the Faculty/Institute with numerous modern and appealing shapes of activities However, despite the accomplishments, the activities of student groups remain limited and difficult Some newly formed clubs have been ineffective, failing to satisfy students' expectations due to a lack of Authentic Leadership on the club's executives According to Avolio and Walumbwa (2006), clubs with authentic leaders provide an open environment in which members of the organization may access information, resources, and support and have equal opportunities to learn and grow As a result, increasing the engagement and efficiency of club members' work becomes a major priority for the club's executives A authentic leader's optimistic attitude creates positive feelings among people who serve the organization, which translates into higher engagement and compromise with the task while also contributing to improved performance and increased involvement among members of the organization In this environment, there has been a tremendous deal of interest in enhancing the quality of student performance at the university, namely mental and physical strength, to prevent unhappiness—Club directors' lack of passion for club activities and their lack of a feeling of responsibility So, comparable to earlier research, we apply many alterations to the demonstrated structure to examine the impact of authentic leadership on worker engagement and work performance within the case of UEH College considering club individuals Through the final study findings, we hope to demonstrate that employees working in the organization who are inspired and supported by the club's president/vice-president will boost work efficiency and contribute to the organization's sustainable success 1.2 Research problem This study recognizes the impacts of Authentic Leadership on Employee Engagement and Work Performance because of examination into individuals from the Clubs at UEH University 1.3 Research objectives and research questions 1.3.1 Research objectives To investigate the effects of Authentic Leadership on the Engagement and Work Performance of club members at UEH University, the following research goals should be fulfilled: - Assess the model for investigating the effects of authentic leadership on the engagement and work performance of members - Evaluate the influence of authentic leadership on the engagement and work performance of UEH University club members - Determine the degree of engagement and and work performance of the clubs at UEH University and provide ideas to improve the executives' Authentic Leadership to promote the engagement and work performance of the members 1.3.2 Research questions From the defined research objectives, the author raises the following research questions: - How does the authentic leadership of the executive boards affect the level of club cohesion? - How does the executive boards' authentic leadership affect the performance of the clubs' members? - How does the amount of engagement of club members impact coworkers' performance? 1.4 Subjects of research and research scope 1.4.1 Subjects of research The subjects of this topic are the following factors: (1) Authentic Leadership, (2) Employee Engagement, and (3) Work Performance Survey subjects are limited to UEH university students with courses of 45, 46, and 47 who participated in clubs at UEH University 1.4.2 Research scope Research scope: Because the impact of Covid-19 in the Ho Chi Minh City region is complicated, and UEH University students have not yet returned to study, so the authors only conducted the survey online through the social networking site Facebook and the Messenger application Study period: The investigation will be conducted from November 2021 to February 2022 1.5 Research methods The research approach employed is a hybrid method carried out in two stages: secondary data research and formal quantitative research Phase 1: Secondary data gathering Use by studying existing scientific research on the issue and inferring research models, creating questions and scales for those questions Phase 2: Quantitative analysis To assess the size and suitability of the research model, use quantitative research methodologies in the official research model Questionnaires are data collection tools for a particular topic The questionnaire has 38 statements, and each scored on a fivepoint Likert scale The sample selection approach used in this study is the most convenient sample selection method The author applied IBM SPSS 20 and IBM AMOS 20 statistical data processing software, as well as the following tools: CA (Cronbach's Alpha Reliability Coefficient); EFA (Exploratory factor analysis); CFA (Confirmatory factor analysis); and SEM (Structural equation modeling) 1.6 Research significance 1.6.1 Scientific significance In the context of UEH University Clubs, this study serves to understand the influence of Authentic Leadership on the Employee Engagement and Work Performance of the organization and its members 1.6.2 Practical significance For UEH University Clubs: The study's findings will serve as the foundation for determining the level of cohesion and work performance of members when operating at the club, based on the impact of leadership, precisely the leadership of the club's executives of the activity From there, there are methods to alter the leadership to promote member engagement and the work performance of the organization as a whole and each member 66 WP2 WP4 WP8 WP3 SA2 SA4 SA3 SA1 BP2 BP1 BP3 BP4 RT1 RT2 RT3 RT4 AB3 AB2 AB4 AB1 AB5 WP1 IMP4 IMP2 IMP3 IMP1 VI3 VI1 VI4 VI2 DE4 DE5 DE3 DE2 ,816 ,797 ,783 ,742 ,893 ,786 ,779 ,777 ,876 ,840 ,821 ,747 ,880 ,829 ,813 ,674 ,754 ,697 ,649 ,615 ,549 ,911 ,807 ,747 ,700 ,688 ,652 ,644 ,631 ,768 ,586 ,551 ,512 3.2 2nd EFA results (after removing the WP1 observation variable) KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy Bartlett's Test of Sphericity Approx Chi-Square df Sig Communalities Initial Extraction ,910 5596,522 630 0,000 67 SA1 SA2 SA3 SA4 BP1 BP2 BP3 BP4 IMP1 IMP2 IMP3 IMP4 RT1 RT2 RT3 RT4 VI1 VI2 VI3 VI4 DE2 DE3 DE4 DE5 AB1 AB2 AB3 AB4 AB5 WP2 WP3 WP4 WP5 WP6 WP7 WP8 ,696 ,687 ,649 ,615 ,665 ,670 ,629 ,642 ,668 ,650 ,649 ,702 ,673 ,662 ,593 ,653 ,440 ,410 ,449 ,424 ,448 ,496 ,552 ,430 ,362 ,452 ,440 ,427 ,534 ,659 ,623 ,660 ,718 ,702 ,769 ,671 ,700 ,757 ,659 ,662 ,722 ,717 ,675 ,682 ,665 ,691 ,690 ,772 ,747 ,701 ,637 ,653 ,478 ,423 ,497 ,468 ,410 ,459 ,566 ,326 ,358 ,484 ,506 ,456 ,515 ,657 ,621 ,664 ,719 ,694 ,783 ,683 Total Variance Explained Initial Eigenvalues % of Cumulative Factor Total Variance % 11,276 31,322 31,322 3,285 9,125 40,447 2,601 7,225 47,672 Extraction Sums of Squared Loadings % of Cumulative Total Variance % 10,919 30,330 30,330 2,959 8,220 38,550 2,147 5,964 44,514 Rotation Sums of Squared Loadingsa Total 7,672 5,583 5,568 68 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 2,090 1,817 1,543 1,302 1,120 ,931 ,834 ,664 ,642 ,604 ,525 ,501 ,477 ,428 ,408 ,399 ,387 ,372 ,350 ,336 ,333 ,323 ,311 ,278 ,264 ,262 ,244 ,212 ,202 ,191 ,179 ,165 ,146 5,806 5,046 4,285 3,618 3,110 2,587 2,315 1,845 1,782 1,679 1,460 1,392 1,325 1,188 1,132 1,108 1,076 1,033 ,973 ,935 ,924 ,897 ,864 ,773 ,732 ,727 ,677 ,589 ,562 ,530 ,496 ,458 ,405 53,478 58,524 62,809 66,426 69,536 72,124 74,439 76,284 78,066 79,745 81,205 82,597 83,922 85,109 86,242 87,350 88,426 89,459 90,432 91,367 92,291 93,188 94,052 94,825 95,557 96,284 96,961 97,549 98,111 98,641 99,137 99,595 100,000 1,769 1,464 1,079 ,843 ,714 4,914 4,068 2,998 2,342 1,983 49,427 53,495 56,493 58,834 60,817 6,706 5,461 7,413 4,360 5,409 Pattern Matrixa Factor WP7 WP5 WP6 WP2 WP4 WP8 WP3 SA2 SA4 ,895 ,870 ,851 ,813 ,796 ,781 ,738 ,892 ,786 69 SA3 SA1 BP2 BP1 BP3 BP4 RT1 RT2 RT3 RT4 AB3 AB2 AB4 AB1 AB5 IMP4 IMP2 IMP3 IMP1 VI3 VI1 VI4 VI2 DE4 DE3 DE5 DE2 ,779 ,776 ,873 ,836 ,819 ,747 ,877 ,828 ,814 ,674 ,750 ,674 ,649 ,574 ,574 ,910 ,802 ,744 ,695 ,700 ,651 ,638 ,628 ,758 ,581 ,563 ,529 The results of Confirmatory Factor Analysis CFA EE AL WP CR AVE MSV MaxR(H) 0,811 0,523 0,483 0,852 0,936 0,677 0,354 0,939 0,777 0,539 0,483 0,789 EE 0,723 0,551 0,695 AL 0,823 0,595 Regression Weights: (Group number - Default model) SA BP IMP RT AB VI DE WP7 < < < < < < < < - AL AL AL AL EE EE EE WP Estimate 0,991 1,425 1,241 0,706 0,792 S.E C.R P Label 0,144 0,169 0,16 6,876 8,442 7,777 *** *** *** 0,12 0,136 5,867 5,821 *** *** WP 0,734 70 WP5 WP6 WP2 WP8 WP4 WP3 SA2 SA3 SA4 SA1 BP2 BP1 BP3 BP4 RT1 RT2 RT3 RT4 AB3 AB2 AB4 AB5 AB1 VI3 VI2 VI1 VI4 IMP4 IMP2 IMP3 IMP1 DE4 DE3 DE5 DE2 < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < - WP WP WP WP WP WP SA SA SA SA BP BP BP BP RT RT RT RT AB AB AB AB AB VI VI VI VI IMP IMP IMP IMP DE DE DE DE 0,964 0,912 0,832 0,803 0,837 0,79 0,999 0,935 1,04 1,004 0,928 0,947 0,94 0,938 0,886 0,973 0,969 1,039 0,913 0,927 1,037 0,96 0,962 0,994 0,92 1,155 0,688 1,15 0,053 0,051 0,048 0,048 0,049 0,049 18,336 17,785 17,184 16,809 17,097 16,074 *** *** *** *** *** *** 0,065 15,271 0,063 14,797 0,065 16,058 *** *** *** 0,065 15,37 0,063 14,81 0,063 14,988 *** *** *** 0,059 15,798 0,066 14,187 0,059 14,972 *** *** *** 0,107 0,109 0,116 0,116 9,089 8,863 8,992 7,866 *** *** *** *** 0,111 0,117 0,113 8,366 8,853 8,519 *** *** *** 0,059 16,397 0,06 16,647 0,055 16,744 *** *** *** 0,147 0,104 0,148 *** *** *** 7,865 6,641 7,768 Standardized Regression Weights: (Group number - Default model) SA BP IMP RT AB VI DE WP7 < < < < < < < < - AL AL AL AL EE EE EE WP Estimate 0,644 0,606 0,878 0,734 0,781 0,641 0,769 0,882 71 WP5 WP6 WP2 WP8 WP4 WP3 SA2 SA3 SA4 SA1 BP2 BP1 BP3 BP4 RT1 RT2 RT3 RT4 AB3 AB2 AB4 AB5 AB1 VI3 VI2 VI1 VI4 IMP4 IMP2 IMP3 IMP1 DE4 DE3 DE5 DE2 < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < - WP WP WP WP WP WP SA SA SA SA BP BP BP BP RT RT RT RT AB AB AB AB AB VI VI VI VI IMP IMP IMP IMP DE DE DE DE 0,841 0,828 0,812 0,802 0,81 0,782 0,837 0,818 0,8 0,849 0,828 0,835 0,812 0,819 0,843 0,837 0,774 0,805 0,667 0,692 0,67 0,682 0,579 0,691 0,642 0,695 0,657 0,865 0,821 0,829 0,832 0,581 0,748 0,41 0,719 Correlations: (Group number - Default model) WP WP AL e33 < > < > < > < > AL EE EE e35 Estimate 0,551 0,595 0,69 0,4 CMIN Model NPAR CMIN DF P CMIN/DF 72 Default model Saturated model Independence model 83 738,106 666 36 5888,284 583 630 1,266 9,346 RMR GFI Model Default model Saturated model Independence model RMR 0,039 0,234 GFI 0,868 0,221 AGFI 0,849 PGFI 0,76 0,176 0,209 Baseline Comparisons Model Default model Saturated model Independence model NFI Delta1 0,875 RFI rho1 0,865 IFI Delta2 0,971 0 TLI rho2 0,968 Parsimony-Adjusted Measures Model Default model Saturated model Independence model PRATIO PNFI 0,925 0,809 0 PCFI 0,898 0 NCP Model Default model Saturated model Independence model NCP LO 90 HI 90 155,106 89,633 228,726 0 5258,284 5015,963 5507,122 FMIN Model Default model Saturated model Independence model FMIN 2,85 22,735 F0 0,599 20,302 LO 90 0,346 19,367 HI 90 0,883 21,263 RMSEA Model Default model Independence model RMSEA 0,032 0,18 LO 90 0,024 0,175 HI 90 PCLOSE 0,039 0,184 CFI 0,971 73 AIC Model Default model Saturated model Independence model AIC BCC BIC CAIC 904,106 931,772 1199,642 1282,642 1332 1554 3703,414 4369,414 5960,284 5972,284 6088,469 6124,469 ECVI Model Default model Saturated model Independence model ECVI LO 90 HI 90 MECVI 3,491 3,238 3,775 3,598 5,143 5,143 5,143 23,013 22,077 23,973 23,059 HOELTER Model Default model Independence model HOELTER HOELTER 0.05 0.01 225 234 31 32 74 The results of Structural Equation Modeling SEM Regression Weights: (Group number - Default model) EE RT IMP BP SA < < < < < - AL AL AL AL AL Estimate 0,606 1,145 0,798 0,807 S.E 0,097 C.R 6,234 P Label *** par_34 0,122 0,108 0,104 9,403 7,395 7,79 *** par_29 *** par_30 *** par_31 75 AB DE VI WP WP WP7 WP5 WP6 WP2 WP8 WP4 WP3 SA2 SA3 SA4 SA1 BP2 BP1 BP3 BP4 RT1 RT2 RT3 RT4 AB3 AB2 AB4 AB5 AB1 VI3 VI2 VI1 VI4 IMP4 IMP2 IMP3 IMP1 DE4 DE3 DE5 DE2 < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < - EE EE EE EE AL WP WP WP WP WP WP WP SA SA SA SA BP BP BP BP RT RT RT RT AB AB AB AB AB VI VI VI VI IMP IMP IMP IMP DE DE DE DE 0,91 0,705 0,652 0,368 0,963 0,911 0,832 0,803 0,836 0,79 0,999 0,935 1,04 1,004 0,927 0,947 0,94 0,938 0,886 0,966 0,966 1,036 0,909 0,928 1,044 0,962 0,962 0,993 0,921 0,954 0,765 0,962 0,145 0,12 0,192 0,149 6,262 5,877 3,387 2,47 *** *** *** 0,014 0,053 0,051 0,048 0,048 0,049 0,049 18,341 17,785 17,193 16,811 17,11 16,081 *** *** *** *** *** *** par_32 par_33 par_35 par_36 par_1 par_2 par_3 par_4 par_5 par_6 0,065 15,272 0,063 14,799 0,065 16,055 *** par_7 *** par_8 *** par_9 0,065 15,37 0,063 14,808 0,063 14,992 *** par_10 *** par_11 *** par_12 0,06 15,8 0,066 14,182 0,059 14,969 *** par_13 *** par_14 *** par_15 0,106 0,109 0,115 0,115 9,089 8,887 9,028 7,879 *** *** *** *** 0,111 0,118 0,113 8,349 8,86 8,506 *** par_20 *** par_21 *** par_22 0,059 16,392 0,06 16,64 0,055 16,753 *** par_23 *** par_24 *** par_25 0,111 0,112 0,113 *** par_26 *** par_27 *** par_28 8,624 6,856 8,484 par_16 par_17 par_18 par_19 Standardized Regression Weights: (Group number - Default model) EE RT IMP < < < - AL AL AL Estimate 0,695 0,735 0,876 76 BP SA AB DE VI WP WP WP7 WP5 WP6 WP2 WP8 WP4 WP3 SA2 SA3 SA4 SA1 BP2 BP1 BP3 BP4 RT1 RT2 RT3 RT4 AB3 AB2 AB4 AB5 AB1 VI3 VI2 VI1 VI4 IMP4 IMP2 IMP3 IMP1 DE4 DE3 DE5 DE2 < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < - AL AL EE EE EE EE AL WP WP WP WP WP WP WP SA SA SA SA BP BP BP BP RT RT RT RT AB AB AB AB AB VI VI VI VI IMP IMP IMP IMP DE DE DE DE 0,606 0,645 0,777 0,776 0,641 0,411 0,266 0,882 0,841 0,827 0,812 0,802 0,81 0,782 0,837 0,818 0,8 0,849 0,828 0,835 0,811 0,819 0,843 0,837 0,774 0,805 0,67 0,689 0,669 0,683 0,579 0,689 0,641 0,698 0,657 0,865 0,821 0,828 0,832 0,661 0,702 0,518 0,684 Squared Multiple Correlations: (Group number - Default model) EE Estimate 0,482 77 DE IMP VI AB RT BP SA WP DE2 DE5 DE3 DE4 IMP1 IMP3 IMP2 IMP4 VI4 VI1 VI2 VI3 AB1 AB5 AB4 AB2 AB3 RT4 RT3 RT2 RT1 BP4 BP3 BP1 BP2 SA1 SA4 SA3 SA2 WP3 WP4 WP8 WP2 WP6 WP5 WP7 0,602 0,768 0,411 0,604 0,54 0,367 0,416 0,391 0,468 0,269 0,493 0,437 0,692 0,686 0,674 0,748 0,432 0,487 0,411 0,475 0,335 0,467 0,448 0,475 0,449 0,648 0,6 0,701 0,711 0,671 0,658 0,697 0,686 0,72 0,64 0,669 0,701 0,612 0,656 0,644 0,66 0,685 0,707 0,778 CMIN Model NPAR CMIN DF P CMIN/DF 78 Default model Saturated model Independence model 82 773,567 666 36 5888,284 584 630 1,325 9,346 RMR, GFI Model Default model Saturated model Independence model RMR GFI AGFI PGFI 0,039 0,864 0,845 0,758 0,234 0,221 0,176 0,209 Baseline Comparisons Model Default model Saturated model Independence model NFI RFI IFI TLI CFI Delta1 rho1 Delta2 rho2 0,869 0,858 0,964 0,961 0,964 1 0 0 Parsimony-Adjusted Measures Model Default model Saturated model Independence model PRATIO PNFI PCFI 0,927 0,805 0,894 0 0 NCP Model Default model Saturated model Independence model NCP LO 90 HI 90 189,567 121,395 265,832 0 5258,284 5015,963 5507,122 FMIN Model Default model Saturated model Independence model FMIN 2,987 22,735 F0 0,732 20,302 LO 90 0,469 19,367 HI 90 1,026 21,263 RMSEA Model Default model Independence model RMSEA 0,035 0,18 LO 90 0,028 0,175 HI 90 PCLOSE 0,042 0,184 79 AIC Model Default model Saturated model Independence model AIC BCC BIC CAIC 937,567 964,901 1229,543 1311,543 1332 1554 3703,414 4369,414 5960,284 5972,284 6088,469 6124,469 ECVI Model Default model Saturated model Independence model ECVI LO 90 HI 90 MECVI 3,62 3,357 3,914 3,725 5,143 5,143 5,143 23,013 22,077 23,973 23,059 HOELTER Model Default model Independence model HOELTER HOELTER 0,05 0,01 215 224 31 32 Standardized Regression Weights: (Group number - Default model) Parameter SE SE-SE Mean Bias SE-Bias CR 80 EE RT IMP BP SA AB DE VI WP WP WP7 WP5 WP6 WP2 WP8 WP4 WP3 SA2 SA3 SA4 SA1 BP2 BP1 BP3 BP4 RT1 RT2 RT3 RT4 AB3 AB2 AB4 AB5 AB1 VI3 VI2 VI1 VI4 IMP4 IMP2 IMP3 IMP1 DE4 DE3 DE5 DE2 < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < - AL AL AL AL AL EE EE EE EE AL WP WP WP WP WP WP WP SA SA SA SA BP BP BP BP RT RT RT RT AB AB AB AB AB VI VI VI VI IMP IMP IMP IMP DE DE DE DE 0,064 0,053 0,043 0,066 0,063 0,065 0,067 0,079 0,13 0,138 0,017 0,018 0,019 0,023 0,021 0,023 0,024 0,026 0,027 0,031 0,027 0,024 0,024 0,024 0,024 0,025 0,021 0,026 0,026 0,045 0,039 0,043 0,047 0,053 0,047 0,051 0,042 0,05 0,022 0,027 0,021 0,026 0,057 0,052 0,071 0,051 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,002 0,003 0,003 0 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,002 0,001 0,697 0,736 0,876 0,603 0,641 0,778 0,77 0,641 0,42 0,258 0,881 0,84 0,827 0,813 0,802 0,81 0,782 0,837 0,816 0,8 0,848 0,826 0,834 0,81 0,818 0,842 0,836 0,774 0,804 0,669 0,689 0,669 0,684 0,577 0,687 0,644 0,701 0,654 0,865 0,82 0,827 0,83 0,661 0,701 0,519 0,682 0,002 0,001 -0,001 -0,003 -0,004 0,001 -0,006 -0,001 0,01 -0,008 -0,001 -0,001 0 -0,001 -0,001 -0,002 -0,001 -0,002 -0,001 -0,002 -0,001 -0,001 -0,001 -0,001 -0,001 -0,001 0,001 -0,002 -0,002 0,002 0,003 -0,003 -0,001 -0,001 -0,002 -0,001 0,001 -0,002 0,002 0,002 0,001 0,002 0,002 0,002 0,002 0,002 0,004 0,004 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,001 0,002 0,001 0,002 0,001 0,002 0,001 0,001 0,001 0,001 0,002 0,002 0,002 0,002 0,5 -1 -1,5 -2 0,5 -3 -0,5 2,5 -2 -1 -1 0 -1 -1 -2 -1 -2 -1 -2 -1 -1 -1 -1 -1 -1 -1 -2 -1,5 -1 -1 -2 -0,5 0,5 -1 ... aspirations, and goals, and and assist in the settlement of challenging challenges and issues in learning, work, and life Second, offer assistance organize the Association to accumulate and join... the organization Chaurasia, S., & Shukla, A (2013) The influence of leader-member exchange relations on employee engagement and work role performance International Journal of Organization Theory... Employee Engagement, Work Performance and theories related to the relationship of the target leadership and employee cohesion, authentic leadership and work efficiency, employee engagement and work