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  • reference 2 Research methodology br Results and analysis In

    2018-10-31

    Research methodology
    Results and analysis In order to test the hypotheses of this study, 300 hundred employees were contacted and requested to fill up the questionnaire. According to the information of the researchers, the total number of employees working in this company was around 2000. Therefore, 200-300 was a suitable sample size to generalize the results of this study. To make this choice more scientific, Tabachnick and Fidell (2013) suggested that 300 is a good number for conducting factor analysis and regression analysis, whereas, the sufficient requirement for generalizing the research results is suggested 150 responses. Therefore, 240 responses were fairly enough to apply regression analysis and generalize the results of present study. However, 255 individuals responded to fill up the questionnaire upon request. While scrutinizing the data, 15 questionnaires were found incomplete and therefore, excluded from final analysis. Finally, 240 employees were left for final analysis. This is a quite reasonable response rate to generalize the results of the study. Among the remaining 240 respondents, 118 were male employees and 122 were female employees. Their ages ranged from 20 years to 46 years or above. These employees were from different organizational levels and departments.
    Discussions The purpose of this study was to investigate whether relational leadership generates organizational social capital or not. This study was based on the Social Learning Theory presented by Bandura (1986). Social Learning Theory assumes that followers learn a particular behavior or act in a particular manner if they find their leaders behaving in the same manner. Therefore, this study purposed that if relational leadership is implied than any other leadership form, whether it reference 2 leads to generate organizational social capital in IT industry of China or not. In order to find out this, relational leadership was used as an independent variable, whereas, structural, relational and cognitive organizational social capital were used as dependent variables respectively. Three propositions were made in the form of H1, H2 and H3. Although the correlation between independent variable and dependent variables was moderate, however, the regression models provided sufficient and valuable information about the role of relational leadership in generating organizational social capital. The results of correlation and regression analysis supported the first hypothesis of this study. H1 stated that it is expected that relational leadership would affect structural OSC positively and significantly. Eventually, relational leadership explained 29.9% variance in the structural OSC; therefore, on the basis of this result, H1 may be accepted. Second hypothesis, H2, claimed that it is expected that relational leadership would affect relational OSC positively and significantly. This claim is also supported by the results of this study. Relational leadership explained 24% of the variance in relational OSC, thus, the H2 may also be accepted. These findings are consistent with the findings of multiple researchers who established leadership as a driving and producing force for structural and relational OSC (e.g. Hitt & Duane, 2002; Luthans & Youssef, 2004; Ellinger et al., 2011; Pastoriza & Ariño, 2013). McCallum and Connell (2009) mentioned in their study that in current unpredictable business world, organizations need such relational leadership that can help their followers in generating, using and also reproducing OSC. Hence, this study validates the results of and contributes to previous research studies. Finally, third hypothesis, H3 of this study stated that it is expected that relational leadership would affect cognitive OSC positively and significantly. However, results of this study do not support this final claim. Relational leadership was found explaining insignificant variance in cognitive OSC and therefore, no effect on cognitive OSC. In other words, relational leadership was not found to generate cognitive OSC in individual employees working in IT industry of China. H3, is therefore, rejected. However, this finding is opposite to many authors who have found a relationship between leadership and cognitive OSC (e.g. Pastoriza & Ariño, 2013).