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respective functions and locations in the organizational hierarchy of the focal managers.
7.3 RESULTS
7.3.1 FACTORIAL STRUCTURE
In order to evaluate the validity of the four strategic leadership factors, a confirmatory factor analysis
was conducted using Mplus 6.0 (Muthen & Muthen, 2007). A first step was testing whether all items
would load on one strategic leadership factor. Next, a three factor solution was tested ± combining
items underlying Client centricity and Business development (on the basis of the highest correlations
between these factors/dimensions). Lastly, the four factor model as derived from the analysis of the
exploratory study (chapter six) was tested. The four factor structure with the 20 items was compared
to the four factor structure with the 16 strategic leadership items from the previous chapter. The
results were controlled for the fact that several leaders were rated more than once, i.e. the analysis
accounted for cluster sampling (Muthen & Muthen, 2007). In this manner, the non-independence of
the sample did not influence the results. A comparison of the results is shown in Table 7.1.
TABLE 7-1: COMPARISON OF FACTOR SOLUTIONS
Table 7.1 shows a good model fit for the four-factor solution (Fan & Sivo, 2007; Hu & Bentler, 1998),
with the best fit for the four-structure solution considering all 20 items, including the four items that
were added in this chapter to the 16 items which were drawn from the previous chapter. The four-
factor model (including 20 items) held a chi-square of 450.549, df=164, CFI=.92, TLI=.91,
SRMR=.05 , AIC=25192.419 , RMSEA=.06, which confirmed a good model fit.
The internal reliability analysis of the four dimensions (each including five items) resulted in
acceptable Cronbach alpha scores for Organizational creativity (Į=.80), Business development
(Į=.85), Client centricity (Į=.86), Operational efficiency (Į=.84). Similar to the previous chapter, it