CHAPTER 4 DATA ANALYSIS AND FINDINGS
4.1 Results of the Quantitative Data Analysis
4.1.4 Hypothesis Testing
The current research attempted to assess the influence of TL and POS on public service innovation outcomes where perceived organizational culture is a moderator and creativity is a mediator. The specific research questions were as follows. a) Are there any direct influences of transformational leadership (TL) on public service innovation outcomes? If yes, to what extent do those factors influence public service innovation outcomes? b) Are there any direct influence of perceived
organizational support on public service innovation outcomes? If yes, to what extent do those factors influence public service innovation outcomes? c) Are there any influences of transformational leadership on creativity? If yes, to what extent do those factors influence creativity? d) Are there any influences of perceived organizational support on creativity? If yes, to what extent do those factors influence creativity? e) Are there any influences of transformational leadership on perceived organizational culture? If yes, to what extent do they influence perceived organizational culture? f) Are there any influences of perceived organizational support (POS) on perceived organizational culture (POC)? If yes, to what extent does this influence perceived organizational culture? g) Are there any influences of perceived organizational culture on creativity as a moderating factor of transformational leadership? If yes, to what extent do those factors influence creativity? h) Are there any influences of perceived organizational culture on creativity as a moderating factor of perceived organizational support? If yes, to what extent do those factors influence creativity? i) Are there any influences of creativity as the mediating factor of transformational leadership (TL) and perceived organizational support (POS) on public service innovation outcomes? If yes, to what extent do those factors influence public service innovation outcomes? j) What are the managerial issues that contribute to overall public service innovation management in the public service innovation of Bangladesh?
On the basis of these ten research questions the following nine hypotheses were tested by running Multiple Regression analysis, later on, to reconfirm the paths, path analysis was also done. These hypotheses are the following:
1) How well are the variables of TL, such as idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration able to influence public service innovation outcomes?
2) How well are the variables of perceived organizational support, such as team cohesion, rewards and recognition, technological support, and replication scope, able to influence public service innovation outcomes?
3) How well are the variables of transformational leadership able to influence creativity?
4) How well are the variables of perceived organizational support able to influence creativity?
5) How well are the variables of TL such as idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration able to influence organizational culture?
6) How well are the variables of perceived organizational support, such as team cohesion, rewards and recognition, technological support, and replication scope able to influence organizational culture?
7) How well does POC moderate the relationship of transformational leadership with creativity?
8) How well does perceived organizational culture moderate the relation of POS with creativity?
9) How well does creativity mediates the relationship of 1) TL and 2) POS with public service innovation outcomes?
4.1.4.1 Path Analysis
In the 1920s, path analysis was first developed to examine the causal patterns within a set of variables. Analyzing the influences on dependent variables, path analysis was used. The researcher who is interested in conducting a series of regressions can use this to assess the effect of DV within the model (Stage, Carter, &
Nora, 2015). Nora and Stage (2015) stated the following: “The aim of path analysis is to provide estimates of the magnitude and significance of hypothesized causal connections among sets of variables displayed through the use of path diagram”
(Stage et al., 2015). The reason behind using path analysis is to assure the relationships and paths of the iv, dv, moderator, and mediator. Thus, path analysis is found to be the best technique for measuring the implications and degrees of the hypothesized causal relations among the sets of variables; for this, path analysis is the best technique.
Figure 4.1 Path Analysis
For the current research, there are nine hypotheses and among those hypotheses H7 and H8 are for the moderating factors.
Hypothesis 1: The influence of transformational leadership on the public service innovation outcomes’ standardized coefficient was 0.260 and the p- value was 0.000; thus, H1 was supported. Therefore, TL had a significant positive influence on public service innovation outcomes and the p-value indicated that it was statistically significant.
Table 4.6 Path Analysis Summary Table
Hypothesis Relationship Regression Weight
p-Value Result
H1 TL → PSIO 0.260 0.000 Supported
H2 POS → PSIO 0.146 0.015 Supported
H3 TL →CR 0.202 0.000 Supported
H4 POS →CR 0.184 0.001 Supported
H5 TL→POC 0.173 0.024 Supported
H6 POS→POC 0.630 0.000 Supported
Hypothesis 2: The results showed that the regression weight of the direct relation of POS on PSIO was 0.146 with the p-value of 0.015, which explains that perceived organizational support had a positive coefficient on public service innovation outcomes, and the p-value indicated that it was statistically significant.
Thus, H2 was supported.
Hypothesis 3: The results showed that the regression weight of the direct relation of TL and CR was 0.202 with a p-value of 0.000, which clarified a positive significant influence of transformational leadership on creativity and also the p-value indicated that it was statistically significant. Thus, H3 was supported.
Hypothesis 4: The results showed that the regression weight of the direct relation of POS and CR was 0.184 with a p-value of 0.001, which explained a significant positive influence of POS on creativity and also the p-value indicated that it was statistically significant. Thus, H4 was supported.
Hypothesis 5: The standardized coefficient of TL and POC was 0.173, where the p-value was 0.024, which explained that TL was positively associated with perceived organizational culture and also the p-value indicated that it was statistically significant. Thus, Hypothesis H5 was supported.
Hypothesis 6: The relationship of the POS and POC standardized coefficient was 0.630 and the p-value was 0.000; thus, H6 was supported. Therefore, the POS had a strong positive relation with POC and the p-value indicated that it was statistically significant.
4.1.4.2 The Moderating Role of Perceived Organizational Culture
Table 4.7 Coefficient of Moderator
Collinearity Statistics Hypothesis Relationship Beta t Sig. Tolerance VIF
H7 TL*POC→CR .456 6.728 .000 .259 3.867
H8 POS*POC→CR .321 4.737 .000 .259 3.867
Hypothesis 7: predicted that perceived organizational culture may moderate the association between TL and creativity. The study showed that the
interaction between perceived organizational culture and transformational leadership (TL*POC) with creativity was positive. Also, it is evident that it was statistically significant (p-value = 0.000 and beta coefficient =0.456) (table 4.7). This statistic proves that POC positively moderates the association between transformational leadership and creativity (figure 4.2). Thus, it proves that TL has a strong significant and positive relation with CR, and when using POC as a moderator, the relation becomes stronger. Thus Hypothesis 7 was supported.
Figure 4.2 POC Strengthens the Positive Relationship between TL and CR
Hypothesis 8: It was predicted that perceived organizational culture would moderate the relation between POS and creativity. The study explained that the interaction between POC and POS (POS*POC) with creativity was positive and statistically significant (p-value =0.000 and beta coefficient = 0.321) (table 4.7).
These findings suggested that POC positively moderates the relation between perceived organizational support and creativity (figure 4.3). Thus, it proves that perceived organizational support has a strong significant and positive relation with CR, and when using POC as a moderator, the relation becomes stronger. Hypothesis 8 then was supported.
Figure 4.3 POC Strengthens the Positive Relationship between POS and CR 4.1.4.3 The Mediating Role of Creativity
Table 4.8 The Result of the Mediating Effect
Note: ***=p<0.001, **=p<0.05
Hypothesis 91: In table 4.8, creativity has mediated the relation of TL and PSIO. There are reasons behind this and they are as follows. First, table 4.6 (path analysis summary table) exposed that for the direct path TL→PSIO, TL→CR, and CR→PSIO, the P-Value were 0.000, 0.000, and 0.000 respectively. Which were definitely statistically significant p<0.05)
Secondly, the p-value of the indirect path/effect TL→CR→PSIO was 0.000 (table 4.7-coefficient of moderator) which was also statistically significant.
Therefore, the mediating role of Creativity has existed (Giao et al., 2020). Thus, hypothesis 91 was supported with partial mediation.
Hypothesis Relationship Direct effect
Indirect effect
Total effect
Mediating effect
Result
H9-1 TL→CR→
PSIO
0.260*** 0.088*** 0.348*** Partial Mediation
Supported
H9-2 POS→CR→
PSIO
0.146** 0.080** 0.226*** Partial Mediation
Supported
Hypothesis 92: In table 4.8, creativity has mediated the relation of POS and PSIO. There are reasons behind this and they are as follows. First, table 4.6 (path analysis summary table) explained that for the direct path POS→PSIO, POS→CR, and CR→PSIO, the p-value was 0.015, 0.001, and 0.000 respectively, and these were definitely statistically significant (p<0.05).
Secondly, the p-value of the indirect path/effect POS→CR→PSIO was 0.005 (table 4.7-coefficient of moderator), which was also statistically significant.
Therefore, the mediating role of creativity exists (Giao et al., 2020). Thus, hypothesis 92 was supported with partial mediation.
4.1.4.4 Summary of the hypothesis testing
For this study the results of the total nine hypotheses are summarized and presented in the following table 4.9.
Table 4.9 The Result Summary of the Hypotheses
Hypotheses Nature of
Relationship
Results
H1 Transformational leadership (TL) is positively associated with public service innovation outcomes.
+ Supported
H2 Perceived organizational support (POS) is positively associated with public service innovation outcomes.
+ Supported
H3 Transformational Leadership is positively Associated with Creativity.
+ Supported
H4 Perceived organizational support (POS) is positively associated with Creativity.
+ Supported
H5 Transformational leadership (TL) is positively associated with Perceived Organizational Culture.
+ Supported
H6 Perceived Organizational Support is Positively Associated with Perceived
+ Supported
Hypotheses Nature of Relationship
Results
Organizational Culture.
H7 Perceived Organizational Culture (POC) moderates the relationship of
Transformational leadership with Creativity.
+ Supported
H8 Perceived Organizational Culture (POC) moderates the relationship of Perceived Organizational Support with Creativity.
+ Supported
H9 Creativity mediates the relationship of Transformational Leadership and Perceived Organizational Support with Public Service Innovation Outcome.
+ Supported