Chiraprapha AkaraborwornShaikh, Sanober Salman2023-02-022023-02-022017b199216https://repository.nida.ac.th/handle/662723737/6279Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2017This study was conducted with the aims of developing a valid and reliable integrative leadership measure using employees of the private banking sector in Pakistan as a sample group and to validate the integrative leadership measure by examining its relationship with employee engagement. To achieve the mentioned objectives, a quantitative research method was adopted. The data was obtained from 1000 operational employees of 21 private banks in Pakistan and after that, the data screening 819 respondents could be utilized for the final analysis. This study was performed in two stages: development and the validation of the integrative leadership measure. In the development stage; the integrative leadership measure was developed through synthesizing the literature, content validity, factor analysis, item analysis and reliability analysis. This study found the verified definition, and a valid and reliable measure of integrative leadership; which comprises nine constructs: self-awareness/self-regulation leadership, role clarification/task oriented leadership, employee concern and integrity leadership, courage for bank leadership, encouraging leadership, being a role model for leadership, developing leadership in others, accessibility/approachability focus on leadership and empowerment and care leadership. Moreover this study found that the integrative leadership measure consisted of 58 items; holding more than a 0. 45 factor loading on factor analysis results, an independent sample t-test indicated that each item was discriminated and produced a significant result (p< 0.05). The corrected inter-item total correlation of each item was 0.3 and above. Furthermore, the reliability of each construct was high (Cronbach alpha > 0.75). At validation stage, the integrative leadership was validated through examining the correlation among the integrative leadership construct and the correlation of the integrative leadership with employee engagement. The Pearson correlation was performed to validate the integrative leadership measure. The correlation result indicated a strong, positive relationship among the nine constructs (r = .6 and above, p < .0005). Similarly, a positive correlation was also found among all of the nine constructs of integrative leadership with employee engagement (r =.3 and above) and the highest correlation was found in self-awareness with employee engagement (r = .611). The lowest correlation was found in empowerment and care with employee engagement (r =.362). Additionally, multiple regression was performed to examine the predictive power of integrative leadership on employee engagement. The result showed that the six constructs: self-awareness/self-regulation leadership, role clarification/taskoriented leadership, courage for bank leadership, encouraging leadership, developing leadership of others, and accessibility/approachability focus leadership of integrative leadership significantly predicted employees’ engagement in private banks in Pakistan. Likewise, analysis of variance was also additionally performed to assess the differences in employee engagement among the respondents’ demographic characteristics. The ANOVA result showed that the group who used a conventional, Islamic bank at age 49 and above, predicted a difference only in the satisfaction dimension of employee engagement, and did not predict a difference in employee engagement and other dimensions. Furthermore, the current bank experience indicated the difference in employee engagement and did not predict a difference in employee engagement dimensions. Education and gender did not predict a difference in employee engagement and its dimension. This study adds value to the literature; it provides a verified definition, a valid and reliable integrative leadership measure and also contributes empirical evidence to the relationship of integrative leadership with employee engagement. This study can also be helpful for private banks and other organizations in Pakistan in developing an integrative leadership plan and adopting integrative leadership for enhancing employee engagement. Future research could be conducted on construct, and the convergent and discriminant validity of 58-items of integrative leadership. The integrative leadership measure could be tested further with other dependent variables and leadership styles of high performance and low performance banks.240 leavesapplication/pdfengผลงานนี้เผยแพร่ภายใต้ สัญญาอนุญาตครีเอทีฟคอมมอนส์แบบ แสดงที่มา-ไม่ใช้เพื่อการค้า-ไม่ดัดแปลง 4.0 (CC BY-NC-ND 4.0)LeadershipEconomic development -- Measurementtext--thesis--doctoral thesis10.14457/NIDA.the.2017.128