Anthony Vinarao
BSA-3
JASP Exercise
1. How can profile of the respondents can be described in terms of:
Descriptive Statistics (1.1 AGE)
Std.
Valid Missing Mode Median Mean MAD IQR Minimum Maximum
Deviation
22 - 25 years
Respondent 66 0 10.000
old
26 - 29 years
Respondent 40 0 101.000
old
30 - 33 years
Respondent 26 0 104.000
old
34 - 37 years
Respondent 18 0 107.000
old
38 years old &
Respondent 9 0 1.000
above
Descriptive Statistics (1.2 SEX)
Std.
Missi Medi Me MA IQ Minim Maxim
Valid Mode Deviati
ng an an D R um um
on
Respondent FEMALE 98 0 1.000
Respondent MALE 61 0 10.000
Descriptive Statistics (1.3 CIVIL STATUS)
Valid Missing Mode Median Mean Std. Deviation MAD IQR Minimum Maximum
Respondent MARRIED 65 0 1.000
Respondent SINGLE 94 0 10.000
Descriptive Statistics (1.4 NUMBER OF OPERATIONAL YEARS)
Missin Std.
Valid Mode Median Mean MAD IQR Minimum Maximum
g Deviation
10 years &
Respondent 97 0 1.000
above
Respondent 5 - 10 years 62 0 100.000
Descriptive Statistics (1.5 WORKING POSITION)
Vali Std.
Missing Mode Median Mean MAD IQR Minimum Maximum
d Deviation
Respondent Employee 130 0 1.000
Respondent Manager 16 0 133.000
Respondent Supervisor 13 0 105.000
1. Manager
emphasize
teaching along
with giving 4.28
Employee 130 0 4.000 4.000 0.613 0.000 1.000 3.000 5.000
directions and 5
never afraid to
stand up and take
charge.
1. Manager
emphasize
teaching along
with giving 4.56
Manager 16 0 4.999 5.000 0.512 0.000 1.000 4.000 5.000
directions and 3
never afraid to
stand up and take
charge.
1. Manager
emphasize
teaching along
with giving 4.76
Supervisor 13 0 5.000 5.000 0.439 0.000 0.000 4.000 5.000
directions and 9
never afraid to
stand up and take
charge.
2. Manager have Employee 129 1 4.000 4.000 3.78 0.586 0.000 1.000 3.000 5.000
a clear sense of 3
direction and
communicate it
with ease and
continuously
clarify the
directions for
others and
empower people
Descriptive Statistics (1.5 WORKING POSITION)
Vali Std.
Missing Mode Median Mean MAD IQR Minimum Maximum
d Deviation
to achieve the
organization
visions.
2. Manager have
a clear sense of
direction and
communicate it
with ease and
continuously
4.12
clarify the Manager 16 0 4.000 4.000 0.500 0.000 0.000 3.000 5.000
5
directions for
others and
empower people
to achieve the
organization
visions.
2. Manager have
a clear sense of
direction and
communicate it
with ease and
continuously
3.84
clarify the Supervisor 13 0 3.999 4.000 0.555 0.000 0.000 3.000 5.000
6
directions for
others and
empower people
to achieve the
organization
visions.
3. Manager
understand how
organizations,
teams and other 3.90
Employee 130 0 4.000 4.000 0.698 0.000 1.000 3.000 5.000
continuant can 8
respond to
changing
industry.
3. Manager Manager 16 0 4.982 5.000 4.43 0.727 0.000 1.000 3.000 5.000
Descriptive Statistics (1.5 WORKING POSITION)
Vali Std.
Missing Mode Median Mean MAD IQR Minimum Maximum
d Deviation
understand how
organizations,
teams and other
continuant can 8
respond to
changing
industry.
3. Manager
understand how
organizations,
teams and other 4.38
Supervisor 13 0 4.017 4.000 0.650 1.000 1.000 3.000 5.000
continuant can 5
respond to
changing
industry.
4. Manager
motivates the
teams by giving 3.77
Employee 129 1 4.000 4.000 0.615 0.000 1.000 3.000 5.000
certain task with 5
a good
supervision.
4. Manager
motivates the
teams by giving 4.25
Manager 16 0 4.001 4.000 0.577 0.000 1.000 3.000 5.000
certain task with 0
a good
supervision.
4. Manager
motivates the
teams by giving 4.07
Supervisor 13 0 4.002 4.000 0.641 0.000 0.000 3.000 5.000
certain task with 7
a good
supervision.
5. Manager
implements time 3.87
management to a Employee 130 0 4.000 4.000
7
0.715 0.500 1.000 2.000 5.000
certain task or
work by using a
Descriptive Statistics (1.5 WORKING POSITION)
Vali Std.
Missing Mode Median Mean MAD IQR Minimum Maximum
d Deviation
good motivated
word.
5. Manager
implements time
management to a
4.25
certain task or Manager 16 0 4.001 4.000 0.577 0.000 1.000 3.000 5.000
0
work by using a
good motivated
word.
5. Manager
implements time
management to a
4.23
certain task or Supervisor 13 0 4.003 4.000 0.599 0.000 1.000 3.000 5.000
1
work by using a
good motivated
word.
2. How do manager’s agile leadership be described in terms of:
Principal Component Analysis (2.1 SET DIRECTION)
Chi-squared Test
Value df p
Mode
83.475 14 < .001
l
Component Loadings
RC1 Uniqueness
Agile Leadership 0.927 0.140
3. Manager clear task for the team’s success when doing specific task for the organization. 0.840 0.295
5. Manager always have strategies and techniques for the team success, in order to win
0.838 0.299
competencies.
Set Direction 0.828 0.315
1. Manager balance quick decision with a careful planning and organizing in order to
0.776 0.397
maximize results.
2. Manager communicates effectively to drive buy-in among key stakeholders as well a
0.752 0.435
push accountability among team members.
4. Manager avoid errors and miscommunication to do the job done. 0.709 0.497
Component Characteristics
Unrotated solution Rotated solution
Eigenvalu
Proportion var. Cumulative SumSq. Loadings Proportion var. Cumulative
e
Component
4.623 0.660 0.660 4.623 0.660 0.660
1
Principal Component Analysis (2.2 EXECUTE AND CALCULATE)
Chi-squared Test
Value df p
Mode
78.092 14 < .001
l
Component Loadings
RC1 Uniqueness
Agile Leadership 0.962 0.075
Execute and Calculate 0.880 0.226
3. Manager spot hurdles on the horizon and know how to get those obstacles out of the
0.845 0.285
way so that their people can move swiftly in the right directions.
1. Manager understand how everyone fits into big picture and how team members will be
0.806 0.351
Principal Component Analysis (2.6 THINKING STRATEGICALLY)
Chi-squared Test
Value df p
Mode 37.18
9 < .001
l 8
Component Loadings
RC1 Uniqueness
0.95
Agile Leadership 0.092
3
0.90
Thinking Strategically 0.176
8
2. Manager spots individual who are excited about learning and then they provide them 0.83
0.309
with the opportunities for development. 1
1. Manager have humility and foresight to know that you can’t tackle the organization’s 0.79
0.366
problem alone, so you inspire others to grow alone with you. 6
0.79
3. Manager believes that leaders themselves are responsible for their own. 0.369
4
4. Manager are the one who develop others by giving learnings to them, like giving specific 0.78
0.380
task with time management. 7
Component Characteristics
Unrotated solution Rotated solution
Eigenvalu
Proportion var. Cumulative SumSq. Loadings Proportion var. Cumulative
e
Component
4.307 0.718 0.718 4.307 0.718 0.718
1
Principal Component Analysis (2.7 DEVELOPMENT PROCESS)
Chi-squared Test
Value df p
Mode
95.124 14 < .001
l
Component Loadings
RC1 Uniqueness
0.94
Agile Leadership 0.107
5
0.90
Development Process 0.187
2
0.83
5. Manager think positive with all the challenges within the business. 0.297
9
Component Loadings
RC1 Uniqueness
0.79
2. Manager views mistakes as learning opportunities. 0.361
9
3. Manager values all types of learning and can spot applications to the roles, teams, and 0.79
0.367
organizations. 6
0.76
4. Manager aim the team into a good spot of success by motivating them. 0.411
7
0.76
1. Manager aren’t afraid of challenges or failure. 0.413
6
Component Characteristics
Unrotated solution Rotated solution
Eigenvalu
Proportion var. Cumulative SumSq. Loadings Proportion var. Cumulative
e
Component
4.858 0.694 0.694 4.858 0.694 0.694
1
Principal Component Analysis (2.8 LEAD WITHIN)
Chi-squared Test
Value df p
Model 48.206 -1
Component Loadings
RC1 Uniqueness
0.96
Agile Leadership 0.062
9
0.96
Lead Within 0.062
9
Component Characteristics
Unrotated solution Rotated solution
Eigenvalu
Proportion var. Cumulative SumSq. Loadings Proportion var. Cumulative
e
Component
1.877 0.938 0.938 1.877 0.938 0.938
1
3. Is there a significant difference on the agile leadership of the respondents when grouped according to
profiles?
ANCOVA (AGE)
ANCOVA - Agile Leadership
Sum of
Cases df Mean Square F p
Squares
4.28 0.00
AGE 3.807 4 0.952
1 3
Residual
34.237 154 0.222
s
ANCOVA (GENDER)
ANCOVA - Agile Leadership
Sum of
Cases df Mean Square F p
Squares
0.74 0.39
GENDER 0.179 1 0.179
2 0
Residual
37.864 157 0.241
s
ANCOVA (CIVIL STATUS)
ANCOVA - Agile Leadership
Sum of Mean
Cases df F p
Squares Square
CIVIL
0.072 1 0.072 0.298 0.586
STATUS
Residuals 37.971 157 0.242
ANCOVA (NUMBER OF OPERATIONAL YEARS)
ANCOVA - Agile Leadership
Sum of
Cases df Mean Square F p
Squares
NUMBER OF OPERATIONAL 383.57
26.994 1 26.994 < .001
YEARS 1
Residuals 11.049 157 0.070
ANCOVA (WORKING POSITION)
ANCOVA - Agile Leadership
Sum of
Cases df Mean Square F p
Squares
9.99
Working Position 4.320 2 2.160 < .001
2
Residuals 33.723 156 0.216
4. Do profile variables significantly affect the agile leadership of the respondents?
More often than not, the agile leadership displayed by respondents doesn't show a clear
contrast when they are grouped based on their respective profiles. The data indicates a certain
consistency in agile leadership levels across different participant profiles, suggesting that there
is a limited variation in the observed leadership dynamics among the categorized individuals.
Contrary to the stated hypothesis that posited "There is no significant difference in the agile
leadership of the respondents when grouped according to profiles," the actual findings align
with the correlations identified in the descriptive analysis. In other words, the observed data
supports the notion that there is, indeed, a correlation in agile leadership levels among the
respondents when organized into distinct profiles.
I. PROFILING
Socio-demographic characteristics of students.
Table 1
Students’ characteristics (N=159)
Age (years) Frequency %
41 and above 14 8.81
36 - 40 9 5.66
31 - 35 20 12.58
26 - 30 54 33.96
21 – 25 62 38.99
Sex
Male 61 38.36
Female 98 61.64
Civil Status
Single 94 59.12
Married 65 40.88
Number of Operational Years
10 years and above 97 61.01
5 – 10 62 38.99
Working Position
Supervisor 13 8.18
Manager 16 10.06
Employee 130 81.76
II. DESCRIPTIVE
Table 2
Distribution of Employees’ Satisfaction on Agile Leadership among Managers in Corporations.
A. Set Direction Mean SD
1. Manager emphasize teaching along with giving 4.35 0.61
directions and never afraid to stand up and take
charge.
2. Manager have a clear sense of direction and 3.82 0.58
communicate it with ease and continuously clarify the
directions for others and empower people to achieve
the organization visions.
3. Manager understand how organizations, teams and 4.00 0.72
other continuant can respond to changing industry.
4. Manager motivates the teams by giving certain task 3.85 0.63
with a good supervision.
5. Manager implements time management to a certain 3.94 0.70
task or work by using a good motivated word.
OFTEN 3.99 0.50
B. Execute and Calculated
1. Manager balance quick decision with a careful 4.16 0.66
planning and organizing in order to maximize results.
2. Manager communicates effectively to drive buy-in 3.77 0.64
among key stakeholders as well a push accountability
among team members.
3. Manager clear task for the team’s success when 3.99 0.74
doing specific task for the organization.
4. Manager avoid errors and miscommunication to do 3.74 0.65
the job done.
5. Manager always have strategies and techniques for 3.92 0.75
the team success, in order to win competencies.
OFTEN 3.92 0.55
C. Align Resources
1. Manager understand how everyone fits into big 4.12 0.70
picture and how team members will be integrated into
an operational change or the adoption of a new game
changing strategy.
2. Manager understand and inclusive the power of 3.74 0.67
utilizing resources effectively.
3. Manager spot hurdles on the horizon and know how 3.90 0.72
to get those obstacles out of the way so that their
people can move swiftly in the right directions.
4. Manager use the knowledge of being a good leader 3.77 0.65
to the resources than the business has in order to
minimize production cost.
5. Manager provides needs and concerns of the 3.87 0.72
manpower of the business by listening to their
concerns.
OFTEN 3.88 0.55
D. Achieve Impossible Goals
1. Manager effectively infuse their passion into others 4.12 0.68
and help employees achieve their own goals.
2. Manager utilize intuition and gut instinct, but they 3.82 0.68
also know when to dive deeper into the data to make
the best possible decisions for their organization.
3. Manager motivates others to be early adopters to 3.91 0.75
new strategies or procedures, even when change
seems difficult.
4. Manager always prepare new good ideas for the 3.79 0.70
team, in order to take new steps and to make them
more be positive in work.
5. Manager give positive advised to others as a leader 3.84 0.75
in order to boost their self-esteem at work and by
giving them incentives.
OFTEN 3.90 0.58
E. Spotlight on Others
1. Manager focus on the needs and emotions of other 4.13 0.70
and respond appropriately.
2. Manager can embrace change, and don’t leave 3.70 0.62
bodies in the wake of that change.
3. Manager understands that the change can trigger 3.92 0.77
emotions like fear and uncertainly, and they provide
their team members with positive energy and sense of
confidence.
4. Manager give spot to others by listening to their 3.72 0.68
voice for new ideas for the business.
5. Manager innovate others self-esteem by sharing 3.92 0.77
their newly ideas in the business by listening to their
strategies.
OFTEN 3.88 0.58
F. Think Strategically
1. Manager ask the tough questions, and doesn’t settle 4.11 0.69
for surface responses to find answers and underlying
truths.
2. Manager focuses on the horizon with the aim of 3.77 0.68
spotting strategic opportunities that the other hasn’t
seen yet.
3. Manager utilize intuition and gut instinct, but they 3.96 0.73
also know when to dive deeper into the data to make
the best possible decisions for their organization.
4. Manager always think professional to all the 3.79 0.69
decisions and strategies for the business.
5. Manager emphasize new ideas to others and what 3.88 0.73
to do in order to make the task more accurate and
efficient to the business.
OFTEN 3.90 0.56
G. Development Process
1. Manager have humility and foresight to know that 4.15 0.67
you can’t tackle the organization’s problem alone, so
you inspire others to grow alone with you.
2. Manager spots individual who are excited about 3.71 0.69
learning and then they provide them with the
opportunities for development.
3. Manager believes that leaders themselves are 3.92 0.74
responsible for their own.
4. Manager are the one who develop others by giving 3.78 0.69
learnings to them, like giving specific task with time
management.
OFTEN 3.89 0.55
H. Lead Within
1. Manager aren’t afraid of challenges or failure. 4.14 0.70
2. Manager views mistakes as learning opportunities. 3.78 0.67
3. Manager values all types of learning and can spot 3.90 0.76
applications to the roles, teams, and organizations.
4. Manager aim the team into a good spot of success 3.81 0.69
by motivating them.
5. Manager think positive with all the challenges 3.85 0.72
within the business.
OFTEN 3.90 0.57
Agile Leadership Satisfaction Levels (OFTEN) 3.91 0.49
