Does authentic leadership influences performance of individuals in presence of trust and leader member exchange: an evidence from health care sector

Figures & data

Figure 1. Conceptual Framework

Table 1. Demographic Statistics

Demographics	Description	Frequency	Percentage
Gender	Male Female	178 142	56 44
Age	20–25 26-30 31–35 36-40 41–45 46-50 51 & above	33 49 56 69 39 43 31	10 15 18 22 12 13 10
Experience	1–5 6-10 11–15	73 91 64	23 28 20
	16–20	53	17
	Above 20	39	12
Qualification	Undergraduate Graduation Master & above	86 168 66	27 53 21

Table 2. Reliability and validity

	Variables	Min. loading		Alpha	CR	AVE	HTMT ratio
S#							1	2	3
1	AL		0.760	0.851	0.874	0.652
2	Trust		0.709	0.795	0.818	0.541	0.603
3	LMX		0.734	0.901	0.805	0.682	0.684	0.714
4	IP		0.792	0.868	0.731	0.702	0.632	0.701	0.598

Table 3. Descriptive statistics

	Variables	M	SD	Correlation
S#				1	2	3
1	AL	3.014	0.731
2	Trust	3.415	0.724	0.609**
3	LMX	3.243	0.774	0.645**	0.690**
4	IP	3.041	0.784	0.703**	0.659**	0.713**

Notes: ** shows significant of correlation at the two tailed (0.01 levels)

Figure 2. Structural model

Table 4. Structural model

Association	Coefficient	SE	t-test	p-value
AL Individual performance	0.421	0.025	19.110	0.000
AL Trust Individual performance	0.498	0.034	22.004	0.000
AL LMX Individual performance	0.641	0.031	16.318	0.000
AL Trust LMX individual performance	0.398	0.029	7.254	0.000