Volunteer trust in the senior pastor was measured using an adapted form of the Trust in the Leader scale (TLS), developed by Podsakoff et al. (1990), consisting of six items loaded onto the one scale utilizing a 5-point Likert scale: 0 (completely disagree), 1 (disagree), 2 (not sure), 3 (agree), 4 (completely agree). The reliability was α = .76. Congruence Volunteer value congruence with the senior pastor was measured using an adapted form of the Values Congruency Index (VCI), developed by Posner (1992, 2010), consisting of six items loaded onto the one scale utilizing a 5-point Likert scale: 0 (completely disagree), 1 (disagree), 2 (not sure), 3 (agree), 4 (completely agree). The reliability was α = .78. Descriptive Statistics The mean scores and standard deviations of the independent, dependent, mediating, and control variables and correlations among the variables are shown in Table 5.
Step 1 Transformational leadership .61 .02 .66** Note. Step 1 R2 = .434. * p < .05. ** p < .01. In order to test the mediating effect of trust on the relation between transformational leadership and intrinsic motivation further regression analysis was conducted. Transformational leadership was entered at Step 1, explaining 10.3% of variance in intrinsic motivation. After entry of trust at Step 2, the total variance explained by the model as a whole was 11.2% (F [2, 787] = 49.60, p < .001). Trust explained an additional 1% of the variance of implicit motivation after controlling for transformational leadership (ΔR2 = .009, ΔF [1, 787] = 8.16, p < .01). In the final model, transformational leadership (β = .24, p < .01) and trust (β = .13, p < .01) were statistically significant. The change in the regression coefficient for transformational leadership indicates the mediation of trust. Transformational leadership had a regression coefficient of .43 (SE = .05, p < .01) at Step 1 and a regression coefficient of .32 (SE = .06, p < .01) at Step 2. The statistical significance of the difference between the two transformational leadership regression coefficients (.43, .32) was tested by converting the values to a z score using the formula: z = b1 – b2 / √ SEb1 + SEb2 (Paternoster, Brame, Mazerolle, and Piquero, 1998). The z score is the standard normal distribution with a mean of 0 and quantifies the score in terms of the number of standard deviations from the mean. The result was z = .43 - .32 / √ .0462 + .0602 = 1.47. Using a 95% confidence level (p = .05), z scores between -1.96 and +1.96 indicate the likelihood of the null hypothesis (Pallant, 2011). The z score of t = 1.47 falls within this range
Burns, 1978). They are also consistent with self-determination theory which connects extrinsic motivation to external and instrumental motivators (Deci and Ryan, 2000, 2008). The practice of transactional leadership behaviors by senior pastors is likely to reinforce extrinsic motivation among volunteers within church congregations. It is noteworthy that survey subjects senior pastors low in transactional leadership (M = 1.69) and high in transformational leadership (M = 3.24), and themselves low in extrinsic motivation (M = 1.27) and high in intrinsic motivation (M = 3.80). These results indicate that volunteers perceived senior pastors as more typically exercising transformational rather than transactional leadership behaviors and themselves as more typically experiencing intrinsic rather than extrinsic motivation. Transactional Leadership Behaviors, Trust, and Value Congruence Predicting Volunteer Extrinsic Motivation The results of regression analysis indicate that the transactional leadership behaviors of senior pastors did not significantly predict volunteer trust in or value congruence with senior pastors. Correlation analysis also indicated no significant positive correlation between transactional leadership and trust or value congruence. Because transactional leadership did not have a statistically significant effect on trust or value congruence, these two variables did not have a mediating effect on the relationship between transactional leadership and extrinsic motivation. These results are not consistent with the findings of Jung and Avolio (2000) that transactional leadership predicts trust and value congruence and that these variables