It can be concluded from Table 7-3 that the strategic leadership dimensions were distinct from the
sub-dimensions of transformational leadership. There was a slight overlap between the items of a sub-
dimension of transformational leadership, Intellectual stimulation, loading on the same factor as a sub-
dimension of strategic leadership, Organizational creativity. Moreover, the sub-dimensions Vision and
Inspirational communication loaded on one and the same factor. This was in line with the suggestion
of Bass (1998) to combine idealized influence (which is similar to the Vision dimension from the
5DIIHUW\ ULIILQ¶VVFDOH and Inspirational motivation (similar to the Inspirational communication
dimension from WKH5DIIHUW\ ULIILQ¶VVFDOH to form a single measure of charisma due to high
intercorrelations. 7KHLWHP³says positive things about the work unit ́EHORQJLQJWRWKHGimension
Inspirational communication also loaded on the Personal recognition factor. Nonetheless, as the aim
of this dissertation was not to improve the transformational leadership scale, the 5 dimensions (i.e.
Vision, Inspirational Communication, Intellectual stimulation, Supportive leadership and Personal
recognition) were used as computed in earlier studies (maintaining the original items).
A second-order factor analysis was conducted for the four strategic leadership dimensions and the five
transformational leadership dimensions (see Table 7-4).
TABLE 7-4: SECOND-ORDER FACTOR ANALYSIS
The second ±order factor analysis showed that the sub-dimensions for strategic leadership fell apart in
two components in line with the Exploration ± Exploitation division. The transformational leadership
dimensions likewise fell apart along this division (except for Inspirational communication and
Personal recognition). Whereas Vision and Intellectual stimulation loaded on the Exploration factor,
Supportive leadership loaded on the Exploitation factor. Inspirational communication and Personal
recognition loaded on both factors.