centricity (F=4.084, p=.020) and Operational efficiency (F=5.565, p=.005). For these dimensions, the
middle managers scored lowest, followed by lower-level managers and top-level managers scored
highest.
A series of Bonferroni post hoc tests clarified the location of significant differences in mean scores per
organizational level. Table 7.7 reports the significant differences at p<.05 found through the
Bonferroni post hoc tests.
TABLE 7-7: BONFERRONI POST HOC SIGNIFICANT DIFFERENCES BY ORGANIZATIONAL LEVEL
Table 7.7 shows that significant differences are found between organizational levels for all four
strategic leadership dimensions and for Vision (sub-dimension of transformational leadership). There
were significant differences between focal top-level managers (more than 50 subordinates) and focal
middle managers (between 11 and 49 subordinates). This was the case for Business development,
Client centricity, Operational efficiency and Vision. And there were significant differences between
focal top-level managers (more than 50 subordinates) and focal lower-level managers (between 1 and
10 subordinates). This was the case for Organizational creativity, Business development, Operational
efficiency and Vision. Whereas the differences for Business development, Operational efficiency and
Vision were significant between all three levels, Client centricity showed to be a dimension primarily
distinguishing middle from top-level management, while Organizational creativity distinguished top-
level and lower-level management.
7.4 DISCUSSION
Given the fact that the confirmatory analysis showed satisfactory model fit scores, it can be said that
the model increased in construct validity showing that the strategic leadership factor structure was
stable across different samples and contextual characteristics (Kerlinger, 1986). The best model fit