Efficiency, Incentives, and Transformational Leadership: Understanding Collaboration Preferences in the Public Sector

Appendix 
Summary Statistics and Zero-Order Correlations
# 
Variable 
M 
SD 
Min
– 
Max 
1 
2 
3 
4 
5 
6 
7 
1 Willingness to 
collaborate
3.75 0.53 2–5
2 Transformational 
leadership
3.51 0.68 1–5
0.17***
3 Efficiency orientation 
intensity
3.50 0.63 1–5
0.24*** 0.40***
4 Performance-based 
incentives
3.02 0.65 1–5
0.03
0.39*** 0.41***
5 High-rank service 
grade
0.34 0.47 0–1
0.12** 0.00
0.02
0.02
6 Tenure
10.53 7.45 0–36 0.10** 0.07
0.25*** 0.10*
0.18***
7 Sex (Female = 1)
0.32 0.46 0–1 –0.05
–0.10* –0.19*** –0.26*** –0.13*** –0.14***
8 Task 
interdependence
3.38 0.64 1–5
0.29*** 0.09*
0.15*** 0.15*** 0.14*** –0.08* –0.05 
Note
: *
p 
< 0.05, **
p 
< 0.01, ***
p 
< 0.001.
PUBLIC PERFORMANCE & MANAGEMENT REVIEW
299 

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Document Outline

• Collaboration, leadership, and context
  • Transformational leadership and collaboration
  • Efficiency orientation intensity and performance-based incentive usage
• Data and methodology
  • Data
  • Measurement of dependent, independent, and control variables
  • Method variance and social desirability bias
• Empirical analysis
  • Linear regression
  • Monte carlo simulations
• Discussion and conclusion
• Notes on Contributors
• Note
• Funding
• References
• Appendix
  • Summary Statistics and Zero-Order Correlations