Spiritual Leadership, Autonomous Motivation and Employee Craftsmanship Spirit: The Cross-Level Moderating Effect of Caring Ethical Climate

Figures & data

Figure 1 Theoretical Model from Spiritual Leadership to Employee Craftsmanship Spirit.

Table 1 The Items of Employee Craftsmanship Spirit Scale

Classification	Dimension	Number	Item
Traditional characteristics	Excellence	X1	I have extremely high goals in my work
		X2	Being organized and systematic is very important to me
		X3	I can accept a higher standard of work than others
		X4	I am highly detail-oriented in my work and strive for perfection
		X5	I have high expectations of my work
		X6	I want things to be perfect
	Dedication	X7	I put myself fully into the work
		X8	I am proud of the work I do
		X9	I am willing to invest energy in my work
		X10	I feel energetic in my work
		X11	I am passionate about my work
	Continuous concentration	X12	When I work, I forget everything around me
		X13	When I work, I feel like time flies by so quickly
		X14	When I work, I reach a state of ecstasy
		X15	At work, I will give my heart and soul
Modern characteristics	Courageous innovation	X16	I often have creative ideas
		X17	I take the initiative to suggest new ways to achieve work objectives
		X18	I actively seek to apply new technologies, processes or methods in my work
		X19	I regularly explore new ideas or solutions
		X20	I actively develop plans or programmes to implement innovative ideas
	Teamwork	X21	I always try to help and support my colleagues in any way I can
		X22	I often speak actively in team work discussions
		X23	I will take the initiative to care for other team members
		X24	I am willing to find ways to improve the overall performance of the team
		X25	I will take the initiative to help colleagues to complete their work

Table 2 The Results of Exploratory Factor Analysis

Number	Factor1 (Excellence)	Factor2 (Dedication)	Factor3 (Continuous Concentration)	Factor4 (Courageous Innovation)	Factor5 (Teamwork)
X1	0.837	0.238	0.045	0.029	0.068
X5	0.769	0.159	0.161	0.180	0.184
X4	0.644	0.235	0.082	0.130	0.230
X3	0.634	0.177	0.134	0.314	0.100
X2	0.616	−0.090	0.081	−0.003	0.222
X9	0.222	0.822	0.225	0.277	0.184
X8	0.146	0.768	0.123	0.281	0.191
X11	0.132	0.718	0.175	0.164	0.324
X10	0.162	0.700	0.193	0.212	0.139
X14	0.052	0.164	0.846	0.121	0.003
X13	0.181	−0.015	0.772	−0.010	0.216
X12	0.057	0.195	0.736	0.171	−0.042
X15	0.146	0.248	0.726	0.045	0.212
X17	0.133	0.209	0.034	0.802	0.008
X19	0.062	0.071	0.175	0.749	0.210
X18	0.133	0.180	0.014	0.742	0.054
X16	0.001	0.173	0.073	0.730	0.165
X20	0.233	0.184	0.093	0.654	0.226
X21	0.163	0.154	0.050	0.114	0.769
X25	0.341	0.076	0.124	0.158	0.704
X23	0.123	0.244	0.145	0.132	0.703
X24	0.198	0.267	0.056	0.229	0.669

Figure 2 The Results of Second Order Confirmatory Factor Analysis of The Craftsmanship Spirit Scale.

Abbreviations: F, Craftsmanship Spirit; f1, factor1 (excellence); f2, factor2 (dedication); f3, factor3 (continuous concentration); f4, factor4 (courageous innovation); f5, factor5 (teamwork); The value in the middle of the arrow is the factor loads, and the value in front of the arrow is the residuals.

Table 3 The Results of Reliability and Validity Tests

Dimension	Cronbach’s α	CR	AVE
Excellence	0.821	0.830	0.498
Dedication	0.875	0.840	0.568
Continuous concentration	0.827	0.854	0.595
Courageous innovation	0.847	0.855	0.543
Teamwork	0.826	0.804	0.507

Table 4 The Correlation Coefficient Between Dimensions

Dimension	Excellence	Dedication	Continuous Concentration	Courageous Innovation	Teamwork
Excellence	(0.706)
Dedication	0.474**	(0.754)
Continuous concentration	0.321**	0.440**	(0.771)
Courageous innovation	0.383**	0.532**	0.277**	(0.737)
Teamwork	0.524**	0.541**	0.310**	0.426**	(0.712)

Notes: The value in parentheses is the arithmetic square root of AVE; **: p<0.01.

Table 5 The Results of Confirmatory Factor Analysis

Models	χ^2	df	χ^2/df	RMSEA	GFI	NFI	CFI	TLI
1-Factor: SL+AM+ECS+CEC	3165.234	138	22.936	0.351	0.438	0.477	0.487	0.431
2-Factor: SL+AM, ECS+CEC	2599.239	136	19.112	0.345	0.507	0.571	0.583	0.530
3-Factor: SL+ECS, AM, CEC	1906.008	133	14.331	0.331	0.644	0.685	0.700	0.654
3-Factor: SL, AM, ECS+CEC	1799.928	132	13.636	0.171	0.640	0.703	0.717	0.672
3-Factor: SL+CEC, AM, ECS	1722.319	132	13.048	0.332	0.641	0.716	0.731	0.688
4-Factor: SL, AM, ECS, CEC	284.781	129	2.208	0.053	0.933	0.953	0.974	0.969

Abbreviations: SL, Spiritual leadership; AM, autonomous motivation; ECS, employee craftsmanship spirit; CEC, caring ethical climate.

Table 6 Descriptive Statistics and Correlations (N=434)

	Variable	M	SD	1	2	3	4	5	6	7
Individual Level	1. Gender	1.55	0.560	–
	2. Age	3.50	1.283	0.045	–
	3. Education level	2.31	0.794	0.095*	−0.183**	–
	4. Working seniority	3.12	1.508	0.090	0.612**	−0.005	–
	5. Co-work time	2.68	1.430	0.049	0.522**	−0.049	0.794**	–
	6. Autonomous motivation	4.521	0.953	0.011	0.178**	0.111*	0.142**	0.021	–
	7. Craftsmanship	4.518	0.945	−0.025	0.033	0.143**	0.118*	0.061	0.519**	–
Team Level	1. Gender of the leader	1.340	0.476	–
	2. Age of the leader	3.447	1.144	−0.209*	–
	3. Education level of the leader	2.602	0.943	0.173	0.021	–
	4. Working seniority of the leader	4.223	1.057	0.101	0.436**	0.218*	–
	5. Corporation nature	1.942	0.826	0.051	−0.532**	−0.118	−0.266**	–
	6. Team size	4.210	0.836	−0.061	0.166	0.072	0.145	−0.180	–
	7. Spiritual leadership	4.186	0.707	−0.097	0.059	0.019	0.112	0.091	0.078	–
	8. Caring ethical climate	2.983	1.214	−0.082	−0.03	0.178	−0.052	−0.006	0.127	−0.287**

Notes: **: p<0.01 and *: p<0.05.

Table 7 The Results of Cross-Level Regression Analysis for Each Effect

Variables		Employee Craftsmanship Spirit				Autonomous Motivation
		Model 1	Model 2	Model 3	Model 4	Model 5	Model 6	Model 7
Intercept		3.188***	1.497*	1.547**	0.668	2.692**	1.159	3.881***
Control variables	Individual Level
	Gender	−0.042	−0.049	−0.043	−0.059	−0.020	−0.020	−0.018
	Age	−0.077	−0.091*	−0.113**	−0.121**	0.000	−0.001	−0.005
	Education level	0.077	0.065	0.059	0.048	−0.002	−0.003	−0.006
	Working years	0.068	0.060	0.036	0.034	0.020	0.020	0.017
	Co-work time	−0.036	−0.029	0.022	0.023	−0.032*	−0.032*	−0.030
	Team Level
	Gender of the leader	−0.096	−0.014	0.031	0.067	−0.190	0.117	−0.111
	Age of the leader	0.021	0.005	0.056	0.053	0.013	−0.006	−0.001
	Team size	0.168*	0.140	0.076	0.079	0.208	0.180	0.063
Level-1 predictor (γ10)	Autonomous motivation			0.565***	0.489***
Level-2 predictor (γ01)	Spiritual leadership		0.523***		0.299***		0.467***	0.498***
	Caring ethical climate							0.613***
Interactive item (γ11)	Spiritual leadership* Caring ethical climate							0.160*
In-group varianceσ2		0.573	0.564	0.501	0.503	0.084	0.084	0.084
Between-group variance τ00		0.301***	0.190**	0.151***	0.110***	0.782***	0.681***	0.406***

Notes: N(employee)=434, N(leader)=103. All coefficients are estimates of fixed effects (γ) under robust standard error. σ² is the residual of level 1, and τ₀₀ is the intercept residual of level 2. ***: p<0.001, **: p<0.01, *: p<0.05.

Figure 3 The Moderating Effect of Caring Ethical Climate on The Relationship Between Spiritual Leadership and Employee Autonomous Motivation.