Page 30 - Azerbaijan State University of Economics

THE JOURNAL OF ECONOMIC SCIENCES: THEORY AND PRACTICE, V.77, # 2, 2020, pp. 4-39

As can be seen from T able No. (10), which shows the order of entry of the
independent variables into the regression equation, the individual interest variable
occupied the first place and explained an amount (31.8%) of the variance in the
dependent variable, and the driving attractiveness variable entered as it was explained
with the individual interest variable. (40.7%) of the variance in the dependent variable,
and the inspiring motivation variable entered third, as it was explained with the previous
variables (45.2%) of the variance in the dependent variable. Finally, the creative
encouragement variable entered, where it explained with the previous variables an
amount of (47.2%) of the variance in sensitivity Strategy as a dimension of strategic
agility as a dependent variable. The second sub-hypothesis: There is no statistically
significant effect at the level of significance (α >=- 0.05) of transformational
leadership in its dimensions (leadership attractiveness, inspiring motivation, creative
encouragement, individual interest) on organizational capabilities as a dimension of
strategic agility.
Table 11: Results of multiple regression analysis to test the impact of transformational
leadership on organizational capabilities as a dimension of strategic agility.

Transformational B Standards Beta The computed t Thesignificance
Leadership error value level of t

Driving attractiveness 0.222 0.042 0.214 * 5.335 * 5.335
Inspiring motivation 0.122 0.042 0.134 * 2.913 * 2.913
Creative encouragement 0.119 0.049 0.124 ** 2.446 ** 2.446

Individual attention 0.259 0.047 0.259 * 5.540 * 5.540
* Statistically significant at the level (α >= 0.01)
** Statistical significance at the level of (α >= 0.05)

It is evident from the statistical results presented in Table No. (11), and from the follow-
up of the (t) test values that the following sub-variables related (leadership
attractiveness, inspiring motivation, individual interest) have an impact on
organizational capabilities as a dimension of strategic agility. t) were calculated (5.335,
2.913, 5.540), respectively, which are significant values at (0.01≤α) significance level.
And that the related sub-variable (creative encouragement) has an impact on
organizational capabilities as a dimension of strategic agility, as the calculated value of
(t) reached (2.446), which are significant values at the level of significance (α >= 0.05).
From the above, it is necessary to: Reject the null hypothesis, which states that: There is
no statistically significant effect at the level of significance (α>=0.05) of
transformational leadership in its dimensions (leadership attractiveness, inspiring
motivation, creative encouragement, individual interest) on organizational capabilities
as a dimension of Dimensions of strategic agility.
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