From moral leadership to positive work behaviors: the mediating roles of value congruence and leader-member exchange

Frontiers of Business Research in China

Table 1 Summary of fit statistics for measurement, hypothesized and alternate models

Model	χ ²	df	χ²/ df	△χ²(△df)	RMSEA	SRMR	CFI	TLI
Measurement model
Theorized four-factor model	662.47	224	2.96	–	0.07	0.05	0.94	0.93
Three-factor model 1^a	1662.81	227	7.33	1000.34 (3)^***	0.13	0.12	0.79	0.77
Three-factor model 2^b	1443.99	227	6.36	781.52 (3)^***	0.12	0.07	0.82	0.80
Two-factor model 1^c	2046.90	229	8.94	1384.43 (5)^***	0.14	0.10	0.73	0.71
Two-factor model 2^d	2566.67	229	11.21	1904.20 (5)^***	0.16	0.16	0.66	0.62
One-factor model^e	3375.03	230	14.67	2712.56 (6)^***	0.19	0.18	0.54	0.49
Structural model
Hypothesized structural model	695.02	246	2.82		0.07	0.05	0.93	0.93
Alt.1: Hyp + moral leadership → positive work behaviors	694.71	245	2.84	0.31 (1) n.s.	0.07	0.05	0.93	0.93
Alt.2: Hyp – value congruence → LMX	751.40	247	3.04	56.38 (1) ^***	0.07	0.08	0.93	0.92

Notes. △χ² and △df denote differences between the four-factor model and other models.
RMSEA = root mean square error of approximation, SRMR = standardized root mean square residual, CFI = comparative fit index, TLI = Tucker-Lewis index; *** p < 0.001, n.s. not significant.
^aThis model combines moral leadership and value congruence into one factor;
^bThis model combines value congruence and LMX into one factor;
^cThis model combines value congruence, LMX, and positive work behavior into one factor, that is, three variables measure in time 2;
^dThis model combines moral leadership, value congruence, and LMX into one factor;
^eThis model combines all indicators into one factor.