Page 28 - Azerbaijan State University of Economics

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

It is evident from the statistical results presented in Table No. (7), and from the follow-
up of (t) test values that the following sub-variables related (leadership attractiveness,
inspiring motivation, creative encouragement, individual interest) have an impact on
strategic agility, as the calculated (t) values reached 6 .067, 3.309, 3.020, 6.369),
respectively, which are significant values at (α>= 0.01) significance level. From the
above, the following requires: Rejecting 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 strategic agility.
Table 8: Results of "Stepwise Multiple Regression" analysis to predict strategic
agility through transformational leadership as independent variables.

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The order of entry of the R value The The computed t Significance
independent elements into coefficient of value level of t *
the prediction equation determination
Individual attention 0.546 * 7.572 0.000
Driving attractiveness 0.615 * 6.873 0.000
Inspiring motivation 0.620 * 4.476 0.000
Creative encouragement 0.623 * 4.099 0.000

Statistically significant at the level (α>= 0.01).

And when performing a Stepwise Multiple Regression analysis to determine the
importance of each independent variable separately in contributing to the mathematical
model, which represents the effect of transformational leadership in its dimensions
(leadership attractiveness, inspiring motivation, creative encouragement, individual
interest) on strategic agility, as shown in Table No. (8). Which shows the order of the
entry of the independent variables into the regression equation, the individual interest
variable occupied the first place and explained an amount (54.6%) of the variance in the
dependent variable, and the driving attractiveness variable entered as it was explained
with the individual interest variable (61.5%) of the variance In the dependent variable,
and in the third, the inspiring motivation variable, where it was explained with the
previous variables (62%) of the variance in the dependent variable. Finally, the creative
encouragement variable entered, as it explained with the previous variables an amount
of (62.3%) of the variance in strategic agility as a dependent variable.

The first 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
strategic sensitivity as a dimension of strategic agility.

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