Table 2 Results of mediating hypotheses.
From: How and when servant leadership affect public employees’ innovative behavior
Variables | Psychological safety B (95% CI) | Innovative behavior B (95% CI) | |
|---|---|---|---|
Constant | 1.349 [0.824, 1.875] | 0.925 [0.440, 1.410] | 0.562 [0.089, 1.035] |
Gender | 0.139 [− 0.250, − 0.027] | − 0.052 [− 0.155, 0.051] | − 0.015 [− 0.114, 0.084] |
Age | 0.111 [0.050, 0.172] | 0.137 [0.081, 0.194] | 0.107 [0.053, 0.162] |
Education | − 0.060 [− 0.199, 0.078] | − 0.031 [− 0.159, 0.097] | − 0.015 [− 0.137, 0.108] |
Work tenure | 0.040 [− 0.013, 0.093] | − 0.005 [− 0.043, 0.054] | − 0.006 [− 0.052, 0.041] |
Servant leadership | 0.599 [0.520, 0.679] | 0.664 [0.590, 0.737] | 0.503 [0.421, 0.584] |
Psychological safety | 0.269 [0.220, 0.338] | ||
Total effect [95% CI] | 0.664 [0.590, 0.737] | ||
Direct effect [95% CI] | 0.503[0.421, 0.584] | ||
Indirect effect [95% CI] | 0.161 [0.108, 0.216] | ||
R2 | 0.281*** | 0.351*** | 0.406*** |
