[Retracted] The Sequential Influence of Creative Leadership and Organizational Environment on Strategic Performance
Table 3
Correlation between subvariables.
Correlation
r and p value
Interpretation
A
Y1
r = 0.394, p = 0.000
The more creative leaders encourage subordinates in their organizations to solve workflow problems, the clients will be more satisfied because the organization's employees try better to provide what customers desire.
X1
B
Y1
r = 0.277, p = 0.004
The more creative leaders work to provide opportunities for subordinates to participate in decision-making, which contributes to the development of work, and the clients will be more satisfied because the organization's employees try better to provide what customers desire.
X2
C
Y1
r = 0.262, p = 0.006
When creative leaders choose innovative alternatives to solve work problems presented by subordinates, they seek to provide various services desired by clients and promote customer satisfaction.
X4
E
Y2
r = 0.192, p = 0.046
Encouraging subordinates to solve workflow problems adopts the diversification of services.
X1
F
Y2
r = 0.324, p = 0.001
Allowing subordinates in decision making adopts the diversification of services.
X2
G
Y3
r = 0.211, p = 0.028
When creative leaders work to provide opportunities for subordinates to participate in decision-making, they pay great attention to the complaints of customers.
X2
H
Y3
r = 0.282, p = 0.003
When creative leaders take responsibility for the results after making decisions that subordinates participate in, subordinates pay great attention to customers' complaints.
X3
I
Y3
r = 0.273, p = 0.004
When creative leaders choose innovative alternatives to solve work problems presented by subordinates, subordinates pay great attention to the complaints of customers.
