The Perception of Agile Leadership of Employees in VUCA World: Research at a State University

The Perception of Agile Leadership of Employees in VUCA World: Research at a State University | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article The Perception of Agile Leadership of Employees in VUCA World: Research at a State University Taşkın Deniz Yıldız, Betül Yüksekbaş, Yonca Bir, Murat Koç This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8417565/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Whether an organization can adapt to the challenges and opportunities it will face in the future depends on the agility of leaders. The behavior of leaders, top managers and staff can be examined in terms of VUCA components. Among the components of VUCA (variability, uncertainty, complexity, ambiguity), the emergence of intolerance of ambiguity, poor cognitive flexibility, and low tolerance for ambiguity result in varying degrees of weakening of agile leadership in a VUCA environment among leaders, senior managers, and staff. In terms of examining agile leadership in VUCA environments, we can think of universities as businesses. In this study, the relationships between the perceptions of the academic/administrative staff towards the VUCA components and the perceptions of the managers on the agile leadership skills were examined. Based on these relationships, the aim was to determine university staff's perspective on agile leadership in the VUCA environment and to develop strategies that will enable university leaders to become more agile. In this context, data obtained through an online survey were analyzed using SPSS 25.0 and AMOS 21.0 statistical packages. Purposive sampling was used as the method. It was also determined whether the perceptions of VUCA components and agile leadership skills differ according to the gender and marital status of the employees. As a result of the research, it was determined that the staffs' mean scores of resistance to change were low, while the mean scores of cognitive flexibility, tolerance of ambiguity, prospective/inhibitory anxiety were high. It has been revealed that the average score of the employees' perceptions of their managers' result-orientedness, competence and speediness is higher. A positive and statistically significant relationship was found between cognitive flexibility scores and perception of speediness. In this context, if the cognitive flexibility of the employees increases, their perceptions of the speed of their managers will also tend to increase. Health sciences/Health care Biological sciences/Psychology Social science/Psychology Agile approach Agile management Agility Leadership behavior Organizational agility VUCA components Figures Figure 1 Figure 2 Figure 3 1. Introduction There have been rapid and continuous changes in the business world in the last 20–30 years. These changes have started to increase especially in crises such as the global financial crisis experienced in 2008–2009 and the COVID-19 pandemic that emerged in 2019 [ 1 , 2 ]. VUCA environments are uncertain environments where rapid changes are experienced, which become more complex with the processes of digital transformation and globalization [ 3 – 5 ], and where accurate predictions cannot be made for the future. In the VUCA world, business environments are intertwined with volatility, uncertainty, complexity, and ambiguity. In these environments, leadership perceptions also vary, traditional leadership skills are insufficient, and radical leadership changes are experienced [ 6 – 8 ]. Success in business environments with volatility, uncertainty, complexity, and ambiguity will be achieved primarily by understanding VUCA conditions [ 9 , 10 ]. It is believed that organizations in VUCA environments can overcome their problems with agility [ 11 – 18 ]. VUCA threats can be turned into opportunities with agility [ 19 – 21 ]. VUCA means to the volatile and chaotic work, economic, and physical environment that everyone faces [ 22 ]. Each of these factors introduces its complexity and uncertainty. VUCA components need to be addressed one by one to be ready for the VUCA environment and to understand VUCA. VUCA is an acronym made up of the first letters of four words (volatility, uncertainty, complexity, ambiguity). Variability is the variability of facts or events, observing unexpected or unstable values, and not knowing how long the situations will last. It is foreseen that this changing environment will be overcome with vision [ 23 – 25 ]. Uncertainty is the difficulty of predicting future situations and values ​​and the high probability of realization of the situation called a surprise. It is foreseen that the environment of uncertainty will be overcome with understanding. Complexity is a situation in which too many variables are directly related to each other while analyzing the current situation and the future, and these relationships are not cause-effect relationships. It is foreseen that the complex situation will be solved by restructuring [ 26 ]. Ambiguity is a situation where the states and values ​​cannot be read clearly, and the accuracy of the available data is open to discussion. It is foreseen that the ambiguous environment will be overcome with agility [ 27 ]. All four of the components that make up the VUCA are often used together in the business world or in managers and are considered synonymous. Although the word meanings of these components are similar, there are differences between them that are very valuable for leaders to understand [ 28 ]. In the VUCA environment, it will be very useful for a leader to determine strategies according to the environment with the help of these components [ 25 ]. In times of great uncertainty, managers are expected to set the right strategies, protect the core business in their organization, be open to innovation, and prepare their organizations for the future [ 29 ]. Being able to manage the VUCA environment, and additionally shape the future is possible if the leader knows how to make decisions in this environment [ 25 ]. At this point, many leadership theories and models have been developed [ 30 – 31 ] within the expanding leadership literature [ 32 ]. The changing world conditions over time have revealed the need for a new leadership concept, "agile leadership" [ 33 ]. Agile leadership is the ability to lead effectively under rapid change and complex conditions [ 34 ]. The concept of "effectiveness" in the definition means that the leader can anticipate and respond to changes [ 35 ]. The ability of organizations/organizations to survive in a challenging competitive environment and to continue their development in the face of change largely depends on the leadership skills of managers [ 36 ]. The authors [ 37 – 38 ] discussed that new skills, approaches, and behaviors are needed to manage the four VUCA threats in business. VUCA represents several challenges that individuals, managers, and organizations may face [ 25 ]. Managing teams in the business environment requires being aware of changes [ 39 – 40 ]. The VUCA environment makes people indecisive, anxious, and unmotivated and hinders career moves. It takes a lot of time and effort to struggle with VUCA. It causes people to make wrong decisions. It can put long-term projects at risk. It harms internal communication. Therefore, businesses should obtain up-to-date information for their sustainability in the VUCA environment, and review their working styles and human resources management [ 25 , 41 ]. The most difficult aspect of managing VUCA is teamwork that resists change. The unpredictability of VUCA makes the traditional institutional structure obsolete. For this reason, the inflexible, autocratic leadership style should be abandoned. Instead, there is a need for an agile approach that has the ability and flexibility to adapt to change quickly and efficiently. The agile approach has directed leaders in managerial positions toward change. Managing change has revealed agile leaders [ 25 , 42 ]. Whether an organization can adapt to future challenges and opportunities depends on the agility of the leaders [ 43 ]. In the history of humanity, especially since the industrial revolution, institutions/businesses are going through a period of the fastest change/transformation [ 44 , 45 ]. When we look at the change-transformation today, it is seen that we are faced with a very rapid transformation in the education/training system [ 46 – 49 ]. In the face of this transformation, leaders have to perform more effective management [ 50 ]. Because the two most important features that emerge in the face of transformation and are very difficult to manage are uncertainty and complexity. In the face of this transformation, leadership is also transforming [ 51 ]. The change experienced has required creativity and innovation in organizations [ 52 ]. Organizational agility is required for organizations to quickly adapt to external environmental conditions and change [ 53 – 54 ]. In the VUCA world, the need for agile leaders comes to the fore for success and corporate sustainability [ 55 ]. Agile leaders are leaders who act by knowing how to prepare for and deal with each element of VUCA for a successful management strategy in an unpredictable business world. Agile leaders must be able to identify the situation created by the four components of VUCA and come up with solutions [ 56 ]. Each situation should identify its unique causes and solutions. The leaders should not resist change but should develop a clear and shared vision of the future of teamwork. They should understand the ambiguity. They should make analysis and interpretation a priority, should evaluate performance [ 57 , 58 ], should communicate clearly and openly with their employees [ 59 ]. For the success of the organization, the leader's words and actions must be compatible [ 60 ]. The leaders should instill self-confidence in their employees and encourage them to cooperate, should create self-renewing teams that can work effectively in the case of VUCA [ 61 ]. Brain drain is increasing among countries in the world. Leaders should be able to retain talented and qualified personnel in a rapidly changing world [ 62 ]. The leaders are also expected to have a frugal understanding to bring innovations to their institutions feasibly [ 63 ]. Leaders should promote flexibility, adaptability, and agility in their organizations [ 22 , 48 ]. Although it may not be beneficial in all circumstances [ 64 ], leaders should reward employees who demonstrate vision and agility [ 48 ]. The leaders should be creative [ 65 ], and should be able to give fast but also accurate reactions, manage the reactions, and put them into practice. Leaders should also be accountable and honest [ 66 ]. Leadership processes in the organizational context [ 67 ] depend on the acquisition and use of knowledge [ 68 ]. Leaders should be open to learning in this direction [ 69 ] and should do their job with enthusiasm. Many employees expect their jobs to add meaning to their lives [ 70 ]. At this point, leaders should be able to provide employees with job satisfaction and adapt to the institution they work for [ 22 , 45 , 71 ]. According to the organizational support theory, the words and actions of leaders are not only the product of their own will but also a reflection of the perspective of the organization [ 72 ]. Leadership behavior has a significant impact on employee behavior, motivation, performance, and well-being [ 73 , 74 ]. Managerial innovations and strategies create positive effects on organizational renewal and performance [ 75 , 76 ]. Leaders should not punish their subordinates unjustly [ 77 ]. Provided that they do not pacify their visibility [ 78 ], should not have sole authority in their organization [ 57 ]. They should be able to include subordinates in decision-making processes [ 79 ]. Leader candidates who can become leaders in the future should be able to emerge from among the staff raised by the leaders [ 80 ]. The leaders should not take the standard point of view and should be open to change. As the employees' perception of variability increases, the perception of agile leadership skills increases [ 81 ]. However, the emergence of intolerance to uncertainty among leaders, top managers, and staff (a component of VUCA), their poor cognitive flexibility, and a low tolerance for ambiguity result in the weakening of agile leadership in the VUCA environment to varying degrees. We can think of universities as businesses in terms of examining agile leadership in VUCA environments [ 25 ]. The authors [ 82 – 87 ] studied on management in public universities. Buchashvili et al. [ 88 ] discussed the need for updated leadership skills in the VUCA reality and the role of higher education in stepping forward to transform VUCA disruptions into VUCA possibilities. Yaşar [ 89 ] determined that the variables of gender, marital status, seniority, and time spent in the institution were effective on the servant leadership perceptions of academicians. Koçoğlu et al. [ 90 ] determined the differences in innovation abilities of the demographic factors of the employees (such as gender, marital status, and working time). Gender differences affect leader behaviors [ 91 , 92 ]. The authors [ 93 – 95 ] have conducted studies examining leadership in the workforce from a gender perspective. Providing psychological empowerment, especially in the public sector, increases organizational performance [ 96 ]. Awareness and self-leadership strategies can also improve psychological capital and increase job engagement [ 97 ]. Organizations struggle to cope with rapidly changing environments and more complex and interconnected information sets. In this environment, a cyclical interaction through learning from experience, reasoning, and engaging in a mutual learning process becomes increasingly important for organizational learning within organizations [ 98 ]. To effectively manage planned change and to understand the differences in leaders' responses to it, it is important to understand how change is cognitively represented by organizational members [ 99 ]. Employees at all organizational levels have influence over their subordinates, colleagues and even their bosses [ 100 ]. Decades of research have shown that people can reach completely different perceptions within the group hierarchy in the same social situations [ 101 ]. Different perceptions need to be managed and examined effectively [ 102 ]. Most of the research on development in organizations has been done on promoting development between managers and employees [ 103 ]. Although there are studies in which managers are evaluated from the eyes of the employees, there is no study in which this evaluation is made on the agility of the leader. When the leadership literature is examined, few studies deal with the concepts/issues of VUCA and agile leadership together. A study examining agile leadership in the university sample could not be found in the references accessed. In this study, unlike other studies carried out in the literature, the concepts of VUCA and agile leadership were examined together in a university sample. Addressing a business concept from the perspective of the university in the administrative dimension makes the research unique. It is thought that determining the effect of leadership activities carried out in the VUCA world on the academic, administrative, and administrative system, and creating a perspective on the academic world will contribute to the literature. Factors such as increasing digitalization, rapidly developing technology, post-pandemic transformation in education, and global competition force universities to operate in an ever-changing environment. At this point, university administrators, academics, and student leaders should develop an awareness of how to act in an environment of uncertainty and possess agile leadership skills. Since the business world of the future will be shaped under VUCA conditions, adopting an agile leadership approach in universities will support students by preparing them for a successful business life. In order for universities to adapt quickly to changing conditions, increase the quality of education, and remain competitive at the international level, they need to adopt an agile management approach. Considering that events with VUCA features such as COVID-19 or earthquakes have occurred in the region where the University is located in the last few years, the negative effects on the efficiency of the functioning and the flow of work at the university subject of the study have revealed the need for this study. In addition, this research was conducted to prevent the negative impact on the education and academic achievements of the university within the superior-subordinate relationship of the personnel. Thanks to this research, within the scope of a subject that has been little studied in the literature before, the working efficiency of the staff and the university can be increased with the agile leadership perspective in the VUCA environment in public & academia and harmonious action between the staff can be ensured. This study can guide future VUCA studies in the public & university field. The theoretical justification for this research is that leadership approaches need to be rethought in VUCA environments, agile leadership has come to the fore in recent years, and yet this relationship has not been sufficiently researched in the university context. In this direction, this study aimed to determine the VUCA perceptions of the staff working in the academic and administrative staff at a state university in Turkey, regarding the working environments they are in, and to determine the leadership skills in the VUCA environment from the perspective of the employees. In addition, it is aimed to increase the level of knowledge and awareness about VUCA. 2. Scope And Method Since this study was conducted in a state university in Adana, Turkey, for the academic and administrative staff working in the spring term of the 2020–2021 academic year, there is a time and sample limitation in the research. In line with the aim determined in the study, a questionnaire was prepared using appropriate measurement tools. The data of the research were obtained from the survey application via e-mail. At the same time, the survey questions were submitted to the survey application via e-mail. In this application, the principle of voluntariness and confidentiality is observed. For the survey consisting of 90 questions in total, the participants were asked to read all the questions carefully and answer them completely. Participants were informed that it would take an average of 10–14 minutes to answer the questions. The questionnaire form used in the research consists of 7 parts and a total of 90 questions. The first part includes the principle of voluntariness and confidentiality. In the 2nd part of the questionnaire, there is a personal information form, in the 3rd, 4th, 5th, and 6th parts of the questionnaire, there are resistance to change, intolerance of uncertainty, cognitive flexibility, and ambiguity tolerance scales to measure the four components of the VUCA, and in the 7th part, the agile leadership scale. In this study, general questions were asked about gender distribution, (married/single) marital status, birth dates, education levels, working hours in the institution, staff qualifications in the institution (civil servant/contractual), and (academic/administrative) managerial characteristics of the 187 employees who participated in the survey. In addition to these, questions that can be evaluated within the scope of agile leadership/VUCA were asked of the employees. First of all, the mean scores of resistance to change, inhibitory anxiety, prospective anxiety, cognitive flexibility, tolerance to ambiguity, and then the standard deviations of all of the answers given to these questions were calculated. In this study, the scale adapted to Turkish culture to measure attitudes toward change [ 104 ] is the “Resistance to Change” scale developed by Oreg [ 105 ]. (7) strongly agree – (1) strongly disagree seven-rated Likert Scale consists of a total of 15 items, three dimensional (affective, behavioral, cognitive resistance) and four reverse coded (RTC 3 , RTC 10 , RTC 14 , RTC 15 ). The scale adapted to Turkish culture to measure intolerance to uncertainty is the “Intolerance of Uncertainty” scale developed by Carleton et al. [ 106 ]. There are 12 items in the scale, which consists of five scales and a two-dimensional prospective & inhibitory anxiety structure with the ends of "(5) completely suitable for me" and "(1) not suitable for me at all". The scale adapted to Turkish culture to measure cognitive flexibility is the "Cognitive Flexibility Scale" developed by Martin & Rubin [ 107 ]. This scale consists of 12 items in total. Four items (IOU 2 , IOU 3 , IOU 5 , IOU 10 ) of this six-point Likert scale, scored between “6 (strongly agree)” – “1 (strongly disagree)”, are reverse coded. The scale adapted to Turkish culture to measure ambiguity tolerance is “The Multiple Stimulus Types Ambiguity Tolerance Scale–II (MSTAT–II)” developed by McLain [ 108 ]. This scale consists of 13 items in total. Nine items (AT 1 , AT 2 , AT 3 , AT 4 , AT 5 , AT 6 , AT 9 , AT 11 , AT 12 ) of this Likert-type scale, which has five ratings scored between "5 (strongly agree)" and "1 (strongly disagree)", are reverse coded. In this study, the "Agile Leadership Scale" developed by the author [ 55 ] was used to measure the agility dimension of leaders. To develop this scale, data were obtained from a total of 679 volunteers from three sample groups consisting of individuals over the age of 18 working in companies operating in the Aegean and Marmara regions of Turkey and operating in the production sector, and these were analyzed. It was concluded that this agile leadership scale, which was developed according to all the results, is a valid and reliable scale that can be used for institutions and organizations operating in different sectors. This scale, consisting of 32 questions, was designed as a 5-point Likert scale in our study. The answers to the scale are "strongly agree" (5), "agree" (4), "neither agree nor disagree" (3), "disagree" (2), and "strongly disagree" (1). The existence of multivariate extreme values ​​in the data of 187 employees constituting the sample of the study was examined by calculating the "Mahalonobis distance" before the factor analysis applications to be used to ensure the construct validity of the scales. In this direction, the data of 12 participants, which were determined to be multivariate extreme values, were removed from the data set, and the data of the remaining 175 employees were evaluated in the analyses. In line with the data obtained, in this study, the relations between the perceptions of the employees towards the VUCA components and the perceptions of the managers towards the agile leadership skills were examined. In addition, it was also determined whether the perceptions of VUCA components and agile leadership skills differ according to the gender and marital status of the employees. The purposive sampling method was used in this study to select individuals, groups, or situations that could provide the most information about VUCA. This aimed to capture the opportunity to collect rich data from individuals relevant to the research topic. Purposive sampling was used to reach staff at a public university who could provide in-depth information about VUCA. This method was used to select individuals who would be most relevant to the research question or provide the most information, rather than just anyone. The types illustrate the selection logic. The hypotheses created in this framework are presented in Table 1 . The results of the analysis of the survey questions were used in the evaluation of these hypotheses. Analysis results with significant correlations are presented in Table 3 – 8 with "*", "**", and "***" signs. For easier reading of the article, the title "Investigation of Structural Validity of Agile Leadership Scale via CFA & EFA" is presented as an Annex-1. Table 1 Codes and relationship properties. Codes Relationship features H1 a There is a significant relationship between the scores of resistance to change of the employees and the scores for the agile leadership's result orientation. H1 b There is a significant relationship between the inhibitory anxiety scores of the employees and the results-oriented sub-dimension of agile leadership. H1 c There is a significant relationship between the prospective anxiety scores of the employees and the results-oriented sub-dimension of agile leadership. H1 d There is a significant relationship between the cognitive flexibility scores of the employees and the results-oriented sub-dimension of agile leadership. H1 e There is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the results-oriented sub-dimension of agile leadership. H2 a There is a significant relationship between the employees' resistance to change scores and the team-oriented sub-dimension of agile leadership. H2 b There is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the team-oriented sub-dimension of agile leadership. H2 c There is a significant relationship between the prospective anxiety scores of the employees and the scores of the team-oriented sub-dimension of agile leadership. H2 d There is a significant relationship between the cognitive flexibility scores of the employees and the scores of the team-oriented sub-dimension of agile leadership. H2 e There is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the team-oriented sub-dimension of agile leadership. H3 a There is a significant relationship between the employees' resistance to change scores and the competency sub-dimension of agile leadership. H3 b There is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the agile leadership competency sub-dimension. H3 c There is a significant relationship between the prospective anxiety scores of the employees and the scores of the agile leadership competency sub-dimension. H3 d There is a significant relationship between the cognitive flexibility scores of the employees and the scores of the competency sub-dimension of agile leadership. H3 e There is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the competency sub-dimension of agile leadership. H4 a There is a significant relationship between the employees' resistance to change scores and their scores on the flexibility sub-dimension of agile leadership. H4 b There is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the flexibility sub-dimension of agile leadership. H4 c There is a significant relationship between the prospective anxiety scores of the employees and the scores of the flexibility sub-dimension of agile leadership. H4 d There is a significant relationship between the cognitive flexibility scores of the employees and the scores of the flexibility sub-dimension of agile leadership. H4 e There is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the flexibility sub-dimension of agile leadership. H5 a There is a significant relationship between the employees' resistance to change scores and the agile leadership's scores on the speediness sub-dimension. H5 b There is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the speediness sub-dimension of agile leadership. H5 c There is a significant relationship between the prospective anxiety scores of the employees and the scores of the speediness sub-dimension of agile leadership. H5 d There is a significant relationship between the cognitive flexibility scores of the employees and the scores of the speediness sub-dimension of agile leadership. H5 e There is a significant relationship between the ambiguity tolerance scores of the employees and the scores for the speediness sub-dimension of agile leadership. H6 a There is a significant relationship between the change-resistance scores of the employees and the scores of the agile leadership's change orientation sub-dimension. H6 b There is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the change orientation sub-dimension of agile leadership. H6 c There is a significant relationship between the prospective anxiety scores of the employees and the scores of the change orientation sub-dimension of agile leadership. H6 d There is a significant relationship between the cognitive flexibility scores of the employees and the scores of the change orientation sub-dimension of agile leadership. H6 e There is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the change orientation sub-dimension of agile leadership. H7 a The employees' resistance to change scores differs significantly by gender. H7 b The inhibitory anxiety scores of the employees differ significantly according to gender. H7 c The prospective anxiety scores of the employees differ significantly by gender. H7 d The cognitive flexibility scores of employees differ significantly by gender. H7 e The ambiguity tolerance scores of the employees differ significantly by gender. H8 a The employees' resistance to change scores differs significantly according to marital status. H8 b The inhibitory anxiety scores of the employees differ significantly according to marital status. H8 c The prospective anxiety scores of the employees differ significantly according to marital status. H8 d The cognitive flexibility scores of employees differ significantly according to marital status. H8 e The ambiguity tolerance scores of the employees differ significantly according to marital status. H9 a The scores of the employees regarding the result-oriented sub-dimension of agile leadership differ significantly according to gender. H9 b The scores of the employees on the team-oriented sub-dimension of agile leadership differ significantly according to gender. H9 c The scores of the employees regarding the competency sub-dimension of agile leadership differ significantly by gender. H9 d The scores of the employees regarding the flexibility sub-dimension of agile leadership differ significantly by gender. H9 e The scores of the employees regarding the speediness sub-dimension of agile leadership differ significantly according to gender. H9 f The scores of the employees on the change orientation sub-dimension of agile leadership differ significantly by gender. H10 a The scores of the employees regarding the result-oriented sub-dimension of agile leadership differ significantly according to marital status. H10 b The scores of the employees on the team-oriented sub-dimension of agile leadership differ significantly according to marital status. H10 c The scores of the employees regarding the competency sub-dimension of agile leadership differ significantly according to marital status. H10 d The scores of the employees regarding the flexibility sub-dimension of agile leadership differ significantly according to marital status. H10 e The scores of the employees regarding the swiftness sub-dimension of agile leadership differ significantly according to marital status. H10 f The scores of the employees regarding the change orientation sub-dimension of agile leadership differ significantly according to marital status. Table 3 The averages of the total scores of the employees for the perception of VUCA and agile leadership. Scales n Mean Standard deviation Min. Max. t p Scales for VUCA components Single Married All Single Married All Single Married All Resistance to change 68 107 175 31.10 30.64 30.82 13.99 13.13 13.44 11 73 0.216 0.829 Inhibitory anxiety 68 107 175 18.82 20.59 19.90 6.64 6.28 6.46 7 35 -1.758 0.081 Prospective anxiety 68 107 175 9.55 10.87 10.36 3.06 2.74 2.93 3 15 -2.890* 0.005 Cognitive flexibility 68 107 175 43.89 44.45 44.24 6.61 6.22 6.36 17 54 -0.559 0.577 Ambiguity tolerance 68 107 175 34.75 34.61 34.66 6.55 7.21 6.94 21 53 0.126 0.900 Sub-dimensions of agile leadership Result oriented 68 107 175 25.61 28.40 27.30 7.58 8.36 8.06 8 40 -2.266* 0.025 Team oriented 68 107 175 25.17 28.35 27.14 7.61 9.10 8.51 8 40 -2.444* 0.016 Competence 68 107 175 16.75 18.75 17.73 4.45 5.04 4.79 5 25 -2.238 0.027 Flexibility 68 107 175 16.41 17.92 17.33 4.56 5.05 4.82 5 25 -2.035* 0.044 Speediness 68 107 175 10.33 11.25 10.89 2.77 3.23 3.04 3 15 -1.951 0.053 Change oriented 68 107 175 10.16 10.16 10.80 2.78 3.28 3.06 3 15 -2.278* -2.278* Table 8 EFA results in resistance to change, intolerance, cognitive flexibility, and tolerance for ambiguity scale. No.I, F 1 No.II, F 1 No.II, F 2 No.III, F 1 No.IV, F 1 T X Y Z T X Y Z T X Y Z T X Y Z T X Y Z RTC 1 58.426 6.427 0.742 IOU 1 31.850 3.185 0.504 IOU 3 18.320 1.832 0.568 CF 1 43.288 3.896 0.519 AT 1 (R) 0.627 RTC 2 0.780 IOU 6 0.373 IOU 5 0.692 CF 4 0.657 AT 2 (R) 0.307 RTC 4 0.807 IOU 8 0.647 IOU 7 0.740 CF 6 0.752 AT 3 (R) 0.674 RTC 5 0.677 IOU 9 0.670 CF 7 0.790 AT 4 (R) 0.452 RTC 6 0.829 IOU 10 0.695 CF 8 0.776 AT 5 (R) 0.420 RTC 7 0.857 IOU 11 0.781 CF 9 0.410 AT 6 (R) 29.534 3.249 0.717 RTC 8 0.812 IOU 12 0.772 CF 10 (R) 0.370 AT 7 0.410 RTC 9 0.510 CF 11 0.689 AT 8 0.497 RTC 11 0.751 CF 12 0.789 AT 10 0.345 RTC 12 0.785 AT 11 0.626 RTC 13 0.797 AT 12 0.698 T : Factors and items; X : Explained variance (%), Y : Self worth (Λ); Z : Factor loads; No.I : EFA Results for the Scale of Resistance to Change (Maximum Likelihood method, χ2:244.214, df:44, χ2/df:5.55, p:0.000), F 1 : Resistance to change (α = 0.934); No.II : EFA Results on the Intolerance of Uncertainty Scale (Maximum Likelihood method, χ2:32.576, df:26, χ2/df:1.25, p:0.175), F 1 : Inhibitory anxiety (α = 0.860), F 2 : Prospective anxiety (α = 0.745); No.III : EFA Results for the Cognitive Flexibility Scale (Maximum Likelihood method (χ2:72.536, df:27, χ2/df:2.68, p:0.000)), F 1 : Cognitive flexibility (α = 0.935); No.IV : EFA Results for Ambiguity Tolerance Scale (Maximum Likelihood method, χ2:134.303, df:44, χ2/df:3.05, p:0.000), F 1 : Ambiguity tolerance (α = 0.812). Table 1 . Codes and relationship properties. 3. Analysis of Research Data and Findings 3.1 Model of the Research This research, which is a quantitative study, is in a relational screening design because of the relationship between the perceptions of academic and administrative staff on VUCA components and the perceptions of managers on agile leadership skills. It is a cross-sectional study because the data were collected over a certain period. The relationships between perceptions of VUCA components and perceptions of agile leadership dimensions and their effects on each other are presented in the research model given in Fig. 1 . 3.2. Analysis of Research Data The data obtained in the research were analyzed using SPSS (Statistical Package for Social Sciences) 25.0 and (Analysis of Moment Structures) AMOS 21.0 statistical package programs. Frequency, percentage distribution, mean, and standard deviation were used as descriptive statistical methods in the evaluation of the data. Before statistical tests, whether or not multivariate extreme values were present in the analyzed data set was checked by calculating the “Mahalonobis distance”. 12 multivariate extreme values were removed from the data set. Thus, the remaining 175 data were analyzed. It was decided whether the scales were suitable for normal distribution by examining the kurtosis and skewness values. It was determined that the kurtosis and skewness values of the scores obtained from the scales were between ± 3. For this reason, parametric tests were used in the analysis [ 109 ]. To test the validity and reliability of the scales, item analysis, EFA, and CFA were applied. The Independent Samples T Test and Pearson Correlation Analysis were used to testing the hypotheses. In the analysis of the data, p < 0.05 was taken as statistical significance. 3.3. Results The demographic characteristics of the 175 people who participated in the study are presented in Table 2 . Table 7 shows that the sample was young, mostly male, had a bachelor's degree, was married, and was predominantly an academic. The majority of the 175 university personnel included in the sample were those who were born between 1980–1999 (70.3%), those who were male (53.7%), those who completed their graduate education (72.0%), and those who were married (61.1%). Those who work in the institution for 6–10 years (64.6%), and those who are academicians (58.9%) (Table 2 ). When we look more comprehensively at the status subheading in the distribution of the demographic characteristics of employees in Table 2 , it can be classified as follows: Table 2 Distribution of demographic characteristics of the participants (n = 175). Criteria Groups Frequency (n) Percentage distribution (%) Year of birth 1946–1964 6 3.4 1965–1979 46 26.3 1980–1999 123 70.3 Gender Female 81 46.3 Male 94 53.7 Educational level High school 7 4.0 Associate degree 4 2.3 Undergraduate 38 21.7 Postgraduate 126 72.0 Marital status Married 107 61.1 Single 68 38.9 Working time in the university Less than 1 year 6 3.4 1–5 years 56 32.0 6–10 years 113 64.6 Status Officials 37 21.1 Contractual 9 5.1 Academician 103 58.9 Administrator (Academician) 8 4.6 Administrator (administrative) 18 10.3 Total 175 100.0 Civil servant: Librarian, engineer, doctor, nurse, psychologist, computer operator, data preparation control officer, programmer, technician, cook, coach, driver. Contracted personnel: Janitor and Office staff. Academician: Professor, Associate Professor, Assistant Professor, Research Assistant, Lecturer, Expert and Assistant Expert. Administrator (Academician): Rector, Vice Rectors, Dean, Deputy Deans, Heads of Departments, Institute Directors and Deputy Directors, Vocational School Directors and Deputy Directors, Faculty Representatives. Manager (Administrative): Secretary General and the Secretary’s assistants, private secretariat, legal advisors, revolving fund directorate, department heads, faculty secretary, director, chief.. Participants' sub-dimension means regarding their perception of agile leadership are presented in Table 3 . It is observed that participants attach the most importance to results and team orientation in agile leadership, while they have a relatively lower perception of speed and change orientation. Employees' averages for VUCA components are as follows: The mean scores of the participants for the VUCA components are as follows: The mean resistance to change score is 30.97 and the standard deviation is 13.45, the mean inhibitory anxiety score is 19.94 and the standard deviation is 6.47, the mean anti-prospective anxiety score is 10.38, and the standard deviation is 2.93, mean cognitive flexibility score was 44.20 and standard deviation was 6.36, ambiguity tolerance score was 34.61 and standard deviation was 6.94. The average of the employees' perception of agile leadership is as follows: The mean score of the perception towards results orientation is 27.30 and the standard deviation is 8.06, the mean score of the perception towards team orientation is 27.14 and the standard deviation is 8.51, the mean score of the perception towards competence is 17.73 and the standard deviation is 4.79, the mean score of 17.33 and standard deviation of 4.82, the mean score of perception for speediness was found to be 10.89 and standard deviation of 3.04, the mean score of perception for change orientation was calculated to be 10.80 and standard deviation of 3.06 (Table 3 ). Table 3 . The averages of the total scores of the employees for the perception of VUCA and agile leadership. Scales n Mean Standard deviation Min. Max. t p Scales for VUCA components Single Married All Single Married All Single Married All Resistance to change 68 107 175 31.10 30.64 30.82 13.99 13.13 13.44 11 73 0.216 0.829 Inhibitory anxiety 68 107 175 18.82 20.59 19.90 6.64 6.28 6.46 7 35 -1.758 0.081 Prospective anxiety 68 107 175 9.55 10.87 10.36 3.06 2.74 2.93 3 15 -2.890* 0.005 Cognitive flexibility 68 107 175 43.89 44.45 44.24 6.61 6.22 6.36 17 54 -0.559 0.577 Ambiguity tolerance 68 107 175 34.75 34.61 34.66 6.55 7.21 6.94 21 53 0.126 0.900 Sub-dimensions of agile leadership Result oriented 68 107 175 25.61 28.40 27.30 7.58 8.36 8.06 8 40 -2.266* 0.025 Team oriented 68 107 175 25.17 28.35 27.14 7.61 9.10 8.51 8 40 -2.444* 0.016 Competence 68 107 175 16.75 18.75 17.73 4.45 5.04 4.79 5 25 -2.238 0.027 Flexibility 68 107 175 16.41 17.92 17.33 4.56 5.05 4.82 5 25 -2.035* 0.044 Speediness 68 107 175 10.33 11.25 10.89 2.77 3.23 3.04 3 15 -1.951 0.053 Change oriented 68 107 175 10.16 10.16 10.80 2.78 3.28 3.06 3 15 -2.278* -2.278* 4. Conclusions Tables 4 and 5 present correlations between the sub-dimensions of agile leadership and VUCA components. Table 4 demonstrates that all sub-dimensions of agile leadership are complementary and emerge together. Considering Table 5 , there is no significant correlation between the VUCA components and the sub-dimensions of agile leadership. The only significant correlation is between cognitive flexibility and speed. The results of the correlation analysis of the relationships between the VUCA components are as follows: Statistically significant and positive correlations were found between resistance to change and inhibitory anxiety (r = 0.355) and prospective anxiety (r = 0.338) scores. Statistically significant and negative correlations were found between cognitive flexibility (r=-0.231, p = 0.002) and ambiguity tolerance (r=-0.445) scores. A statistically significant and positive relationship was found between inhibitory anxiety and prospective anxiety scores (r = 0.531), and a statistically significant and negative relationship was found between ambiguity tolerance scores (r=-0.574). A statistically significant and negative correlation was found between prospective anxiety and ambiguity tolerance scores (r=-0.294). A statistically significant and positive correlation was found (r = 0.323, p < 0.01) between ambiguity tolerance and cognitive flexibility scores (Table 4 ). The results of the correlation analysis of the relations between the sub-dimensions of agile leadership are as follows: Table 4 Correlation analysis results between VUCA components and agile leadership sub-dimensions. VUCA components 1 2 3 4 5 1. Resistance to change - 2. Inhibitory anxiety 0.355** - 3. Prospective anxiety 0.338** 0.531** - 4. Cognitive flexibility -0.231* -0.148 0.082 - 5. Ambiguity tolerance -0.445** -0.574** -0.294** 0.323** - Sub-dimensions of agile leadership 1 2 3 4 5 1. Result oriented - 2. Team oriented 0.907** - 3. Competence 0.837** 0.858** - 4. Flexibility 0.785** 0.836** 0.873** - 5. Speediness 0.815** 0.826** 0.877** 0.834** - 6. Change oriented 0.749** 0.795** 0.875** 0.799** 0.870** Table 5 Correlation analysis results between VUCA components and agile leadership perception. Scales Result oriented Team oriented Competence Flexibility Speediness Change oriented r P R p r p r p r p r p Resistance to change 0.064 0.399 0.058 0.443 -0.012 0.875 0.013 0.864 0.038 0.619 0.003 0.970 Inhibitory anxiety 0.033 0.660 0.039 0.604 0.050 0.515 0.087 0.251 0.094 0.216 0.041 0.588 Prospective anxiety 0.061 0.424 0.064 0.402 0.016 0.839 0.060 0.432 0.046 0.550 0.026 0.737 Cognitive flexibility 0.113 0.136 0.129 0.088 0.091 0.232 0.139 0.066 0.165* 0.029 0.118 0.119 Ambiguity tolerance 0.079 0.299 0.066 0.387 0.054 0.482 0.051 0.502 0.069 0.362 0.087 0.254 Statistically significant and positive relationships were found between the perception of result orientation and other perceptions, respectively: Perception of team orientation (r = 0.907), perception of competence (r = 0.837), perception of flexibility (r = 0.785), with the perception of swiftness (r = 0.815) and the perception of change orientation (r = 0.749). Statistically significant and positive relationships were found between the perception of team orientation and other perceptions, respectively: Perception towards competence (r = 0.858), perception towards flexibility (r = 0.836), perception towards speediness (r = 0.826), and perception towards change orientation. (r = 0.795). Statistically significant and positive relationships were found between the perception of competence and other perceptions, respectively: Perception of flexibility (r = 0.873), perception of speediness (r = 0.877), and perception of change orientation (r = 0.875). Statistically significant and positive correlations were found between the perception of flexibility and the perception of speediness (r = 0.834) and the perception of change orientation (r = 0.799). A statistically significant and positive relationship was found between the perception of speed and the perception of change orientation (r = 0.870) (Table 4 ). There was no statistically significant relationship between resistance to change, inhibitory and prospective anxiety, ambiguity tolerance scores and perceptions of results, team orientation, change orientation, competence, flexibility, and speediness (p > 0.05). (Table 5 ). An Independent Samples T Test was applied to determine whether employees' perceptions of VUCA components differ according to gender (Table 6 ). There is no significant difference between men and women in terms of resistance to change, inhibitory anxiety, anticipatory anxiety, and cognitive flexibility. There is a significant difference in the tolerance for ambiguity variable. The mean score for men (mean = 35.75) is higher than for women (mean = 33.43). This result suggests that men are more able to tolerate uncertain and ambiguous situations than women. It can be said that female participants, in particular, have a higher perception of results-orientedness than men, while there are no significant gender differences in other dimensions. Table 6 T-test results of employees' perceptions of VUCA components and agile leadership according to gender. Scales n Mean Standard deviation t p Scales for VUCA components Female Male Female Male Female Male Resistance to change 81 94 32.92 29.29 13.18 13.51 -1.790 0.075 Inhibitory anxiety 81 94 20.25 19.68 6.22 6.69 -0.588 0.557 Prospective anxiety 81 94 10.04 10.67 2.88 2.97 1.397 0.164 Cognitive flexibility 81 94 43.75 44.58 6.58 6.17 0.862 0.390 Ambiguity tolerance 81 94 33.29 35.75 6.40 7.22 2.366* 0.019 Sub-dimensions of agile leadership Result oriented 81 94 28.56 26,21 7.62 8.31 -1.941 0.054 Team oriented 81 94 28.44 26.02 7.66 9.07 -1.891 0.060 Competence 81 94 18.25 17.27 4.47 5.02 -1.356 0.177 Flexibility 81 94 17.71 17.00 4.58 5.03 -0.978 0.330 Speediness 81 94 11.30 10.54 2.79 3.21 -1.668 0.097 Change oriented 81 94 11.08 10.56 2.79 3.27 -1.125 0.262 It has been determined that the mean scores of ambiguity tolerance according to the gender of the employees show a statistically significant difference (p < 0.05). Accordingly, it is seen that women's perceptions of result-orientedness are higher than men's (p < 0.05). Women perceive their managers as more result-oriented leaders than men. The H7 e hypothesis is supported by research findings. It is seen that men have a higher tolerance for ambiguity than women. It was determined that the mean scores of resistance to change, inhibitory and prospective anxiety and cognitive flexibility did not differ according to gender (p > 0.05). Independent Sample T Test was applied to determine whether the employees' perception of agile leadership differs according to gender. According to the gender of the employees, it was determined that the perceptions of result orientation, team orientation, competence, speediness, flexibility and change orientation did not differ statistically (p > 0.05). The H9 a hypothesis is supported by research findings. It is seen that women's perceptions of result-orientedness are higher than men's. It was determined that the perception of team-oriented, change-oriented, competence, speediness, flexibility, and change orientation did not differ significantly according to gender (p > 0.05). (Table 6 ). The differences in participants' scores for the VUCA components by marital status (t-test) are presented in Table 7 . This result indicates that married participants have higher future concerns than single participants. Regarding the differences in participants' perceptions of agile leadership by marital status, married individuals appear to have higher scores in agile leadership than single individuals. This can be interpreted as suggesting that married life can instill in individuals a greater sense of responsibility, cooperation, and the ability to adapt to change. It was determined that the prospective anxiety score averages of the employees differed statistically significantly according to their marital status (p < 0.05). The H8 c hypothesis was supported by research findings. It is seen that the future anxiety of married people is higher than that of singles. It was determined that the mean scores of resistance to change, inhibitory anxiety, cognitive flexibility, and ambiguity tolerance did not differ significantly according to marital status (p > 0.05). To determine whether the perception of the employees towards agile leadership differs according to marital status, the independent sample t-test was applied. According to the marital status of the employees, it was determined that the perceptions of result-oriented, team-oriented, change-oriented, and flexibility differ statistically significantly (p < 0.05). H10 a,b,d,f supported by research findings. It is seen that the perceptions of result-oriented, team-oriented, change-oriented, and flexibility of married people are higher than singles. It was determined that the perception of competence and speed did not differ significantly according to gender. (p > 0.05) (Table 7 ). Table 7 The t-test results of the difference between the employees' perception of VUCA and agile leadership according to marital status. Scales n Mean Standard deviation Min. Max. t p Scales for VUCA components Single Married All Single Married All Single Married All Resistance to change 68 107 175 31.02 30.89 30.82 13.99 13.15 13.44 11 73 -0.098 0.922 Inhibitory anxiety 68 107 175 18.82 20.66 19.90 6.64 6.28 6.46 7 35 1.846 0.067 Prospective anxiety 68 107 175 9.55 10.90 10.36 3.06 2.74 2.93 3 15 3.025* 0.003 Cognitive flexibility 68 107 175 43.89 44.39 44.24 6.61 6.22 6.36 17 54 0.501 0.617 Ambiguity tolerance 68 107 175 34.75 34.53 34.66 6.55 7.21 6.94 21 53 -0.201 0.841 Sub-dimensions of agile leadership Result oriented 68 107 175 25.61 28.37 27.32 7.81 8.07 8.07 8 40 2.228* 0.027 Team oriented 68 107 175 25.17 28.39 27.12 8.25 8.47 8.50 8 40 2.472* 0.014 Competence 68 107 175 16.75 18.35 17.73 4.41 4.93 4.79 5 25 2.183 0.030 Flexibility 68 107 175 16.41 17.91 17.33 4.56 4.80 4.77 5 25 2.026* 0.044 Speediness 68 107 175 10.33 11.25 10.89 3.02 3.02 3.04 3 15 1.951 0.053 Change oriented 68 107 175 10.16 10.16 10.80 2.89 3.11 3.06 3 15 2.241* 0.026 The results of the research revealed that there was no relationship between the VUCA components of the employees (resistance to change, inhibitory and prospective anxiety, tolerance of ambiguity) and their perceptions of the 6 sub-dimensions of agile leadership. On the other hand, only cognitive flexibility levels and perceptions of agile leadership's speediness dimension were determined to be correlated. First (H1 a,b,c,d,e ), second (H2 a,b,c,d,e ), third (H3 a,b,c,d,e ), fourth (H4 a,b,c,d,e ), fifth (H5 a,b,c,e ) and sixth (H6 a,b,c,d,e ) hypotheses were not supported by the research results (Among these, only the H5 d was supported as an exception). Based on the results obtained, it is possible to say that employees with cognitive flexibility need agile leaders. In other words, employees in this category want to see their leader as fast, determined, and stable while analyzing the current situation and the future. In a complex situation, they expect their leader to be effective at the point of strategic decision-making. In general, when the perspective of the employees of the institution towards the leader is examined from the perspective of VUCA, it is determined that the employees see the leader as a leader who can make quick decisions and share this with her stakeholders. This has created the perception that the leader can quickly solve even the seemingly unsolvable events and approach the problems with creative solutions. On the other hand, situations such as change, uncertainty, and ambiguity do not affect the personnel to see their leaders as result-oriented, team-oriented, change-oriented, competent, fast, and flexible. Indeed, fast leaders are needed in adapting to technology, identifying and meeting customers' needs and wants, and working on a production, communication, and team basis. Leaders who have the speed to learn about changes and teach their teams and use this knowledge in production/service are preferred [ 110 ]. Therefore, in the context of the need for fast agile leaders in the university examined in the study, seeing their leaders in this orientation will provide an advantage to the institution in VUCA environments. Within the scope of the H7 a,b,c,e hypothesis, the relationship of employees' perceptions of VUCA components according to gender did not show a significant difference. In the H7 d hypothesis, the tolerance for ambiguity shows a significant difference in the male employee. In other words, in case of an increase in ambiguity, the tolerance of ambiguity of male employees increases more than females, and in case of a decrease, the tolerance of ambiguity decreases. In this context, it can be said that female employees are perhaps more stressed and skeptical in ambiguous environments. When the differences in the perceptions of agile leadership by gender are examined, no significant relationship has emerged in team orientation, change orientation, competence, flexibility, and speediness within the scope of the H9 b,c,d,e,f hypothesis. In the H9 a hypothesis, a significant relationship is observed for male employees in results orientation, which is one of the sub-dimensions of agile leadership. Men, more than women, perceive their managers as results-oriented leaders. Within the framework of H8 a,b,d,e hypotheses, the relationship of employees' perceptions of VUCA components according to their marital status did not show a significant difference. In the H8 c hypothesis, a significant relationship is observed in the perception of prospective anxieties of married employees. It is seen that the future anxiety of married employees is higher than that of single employees. It is seen that married employees perceive their managers as more result-oriented, team-oriented, change-oriented, and flexible leaders compared to singles. It can be said that single employees do not like surprises and they want to know and organize everything beforehand. When the difference in agile leadership perception according to marital status is examined within the scope of the H10 c,d hypothesis, no significant relationship has emerged between competence and speed. In the H10 a,b,e,f hypothesis, there is a significant relationship among married employees in terms of results orientation, team orientation, change orientation, and flexibility, which are sub-dimensions of agile leadership. 5. Discussion And Suggestions In this study, how VUCA is perceived in the university environment and how the agile leadership approach is reflected in academic and administrative leadership processes were examined. It has been revealed that cognitive flexibility is linked to the speed dimension in agile leadership and that there are areas that need to be improved in university administrators' adaptation to technology and change management. In this context, suggestions are presented for universities to improve their current leadership understanding and adapt to changing environmental conditions. The study's results and the suggestions presented by comparing previous studies are as follows. 5.1. The Relationship Between Cognitive Flexibility and Agile Leadership It was revealed that cognitive flexibility levels and perceptions towards the agility dimension of agile leadership are interrelated (Section 4 ). Cognitive flexibility is the ability of individuals to adapt to changing conditions and evaluate different perspectives. It is stated that this skill directly affects achieving success [ 111 ]. Gülbahar & Üzüm [ 112 ] investigated the relationship between resilience and emergency & contingency adaptation. They found that flexibility helps managers and entrepreneurs to overcome difficulties in the face of emergency and unpredictable situations that may be encountered in unstable and uncertain situations created by the environment, to bounce back quickly from crises, to help managers and entrepreneurs to continue even in difficult conditions, and to contribute to entrepreneurial success. Suggestion-1: Based on the results of this research, the following academic suggestions can be presented to examine the relationship between cognitive flexibility and agile leadership in depth in future studies: Training programs and workshops can be organized to increase the cognitive flexibility levels of the personnel working in universities. The effect of these programs on agile leadership characteristics can be examined through experimental research. The interaction between cognitive flexibility and leadership performance can be analyzed by designing special training for managers to develop agile leadership skills. The relationships between cognitive flexibility levels and agile leadership perceptions of personnel working in different academic disciplines can be investigated. In this way, recommendations specific to different fields can be presented. Universities can develop policies that support agile leadership and long-term studies can be conducted to examine the interaction of these policies with employees' cognitive flexibility. Large-scale studies can be conducted using mixed research methods (qualitative and quantitative) to more comprehensively understand the effect of the perception of agile leadership on the cognitive flexibility level. It is predicted that these suggestions can contribute to the academic literature and help the development of an agile and flexible management approach in universities. 5.2. Ambiguity & the Environment it Creates in the Workplace Where there is change, uncertainty, complexity, and ambiguity, employees tend to feel overwhelmed, anxious and withdrawn. Where there are VUCA components, there will also be pressures of unpredictability [ 25 , 113 ]. Ambiguity increases doubt, causes stress, slows decision-making, and often results in missed opportunities. One of the most important individual, organizational, and social problems of our time is stress. According to the research, the most common type of stress is occupational and work-related stress [ 114 ]. Work-related anxiety and burnout cause harmful physical and psychological diseases [ 115 , 116 ]. The stress of leaders affects their behaviors, and leadership behaviors can increase stress in employees [ 117 ]. This will result in a decrease in the working performance of the employees [ 25 ]. In contrast, leaders can be a stress generator for their employees [ 66 ]. To reduce the work-related stress of managers, it is necessary to increase the level of managers having new leadership skills. It has been observed that these skills acquired by leaders negatively affect the stress they experience [ 114 ]. In particular, the increase in employee engagement reduces stress [ 118 ]. Management's use of controls that align employee interests with those of the organization and allow employee autonomy to foster creativity benefits the development of successful innovation in the organization [ 119 ]. However, organization employees can often remain silent in the face of management practices [ 120 , 121 ]. The ability of employees to freely share their ideas with their managers will be advantageous to organizations in the VUCA environment. In the case of an ambiguous environment, ambiguity tolerance increases more predominantly in male employees compared to female employees, while ambiguity tolerance decreases in the case of a less ambiguous environment (Section 4 ). Some research results investigating the differences between men and women have revealed that men tend to take more risks in the face of uncertainty and therefore may show higher tolerance in dealing with ambiguity [ 122 ]. However, there are also research results suggesting that women may exhibit more strategic and flexible approaches to dealing with uncertainty than men [ 123 ]. Some studies investigated the difference in tolerance for uncertainty and ambiguity according to gender in university students [ 124 , 125 ]. The results of these studies also show that the tolerance of male students is higher. Öz [ 126 ], on the other hand, found that gender did not affect tolerance level. Suggestion-2: Based on this finding, the following academic suggestions can be offered to examine in depth how ambiguity tolerance varies across genders in future studies: Large-scale comparative studies can be conducted to examine how gender differences in ambiguity tolerance vary across sectoral, organizational, and cultural contexts. Training and development programs on uncertainty management, coping with stress, and decision-making strategies can be developed to increase the ambiguity tolerance of male and female employees. Managerial approaches that improve employees' capacity to cope with ambiguity can be examined. Interdisciplinary studies can be conducted from the perspectives of psychology, sociology, and management sciences to determine the factors that are effective in the increase and decrease of ambiguity tolerance. These suggestions may guide new research in the academic field. Similarly, Bir [ 127 ] found that male employees' perception of agile leadership skills was higher than female employees. 5.3. Perception of Managers as Result-Oriented Leaders According to Gender Differences More men than women perceive their managers as result-oriented leaders. This finding (Section 4 ) is similar to the results of studies suggesting that leadership perceptions may differ by gender in the context of gender roles and workplace expectations [ 128 ]. Suggestion-3: More comprehensive research can be conducted on how male and female employees perceive their managers. Similarities and differences in leadership perceptions of male and female employees in different sectors and organizations can be analyzed. To determine the psychological, sociocultural, and organizational factors behind men's perception of their managers as more result-oriented leaders, future studies can investigate the impact of social roles and the role of gender norms in leadership perceptions. 5.4. Prospective Anxiety of Married and Single Employees Employees' acceptance of change among VUCA components without resistance and seeing the change as positive for their organizations will enable the corporate manager to conduct innovation and transformation more flexibly. This will help create a harmonious, peaceful, and cohesive working environment. The fact that change is not seen as a worrying situation, even that it is thought to bring benefits to the institution and its employees, shows that a conservative working style is not applied in the working environment and the institution is open to innovation. However, with the change, it is seen that the sub-dimensions of uncertainty, prospective and obstructive anxiety, also decrease. On the other hand, it is seen that the concerns of complexity and ambiguity increase with the change. At this point, it would not be wrong to say that employees adopt concrete decisions more clearly. Since change eliminates uncertainty, it reduces anxiety. In this way, there is no psychological anxiety and a decrease in work performance. It is seen that married employees have higher levels of prospective anxiety compared to single employees (Section 4 ). Erbay [ 129 ] revealed that the anxiety levels of married women are higher than unmarried women. In another study, married women were found to have lower anxiety levels [ 130 ]. Suggestion-4: To determine the source of future concerns of married employees, their relationship with financial and family responsibilities, career expectations, and work-life balance variables can be investigated. Studies can be conducted to determine the stress factors on the work-life balance of married employees. The effects of workload and flexible working hours on anxiety can be investigated. Psychological support programs, stress management training, and applications on the applicability of flexible working models can be developed for married employees in the workplace. 5.5. Leadership Perceptions of Married and Single Employees Compared to single employees, married employees perceive their managers as more result-oriented, team-oriented, change-oriented, and flexible leaders. (Demir and Elci, 2023) [ 131 ] found that married employees are more inclined to exhibit ethical leadership behaviors than single employees. Uğur [ 132 ] found significant results in favor of married employees in visionary, democratic, and empowering leadership styles. Suggestion-5: Large-scale quantitative and qualitative studies can be conducted to determine the reasons for the differences in leadership perceptions of married and single employees. Psychological and motivational factors underlying the fact that married employees perceive their managers as more result-oriented, team-oriented, change-oriented, and flexible leaders can be determined. The effects of work experience, job security, and career expectations on leadership perceptions can be investigated. 5.6. Relationship Between Leaders and Employees & Collaboration & Organizational Top managers recognize that the health and prosperity of their employees is of prime importance [ 115 ]. At this point, leaders are expected to have emotional intelligence as well [ 133 – 137 ]. Leadership is an important determinant of organizational creativity and innovation of employees/teams. Leadership has a role that can increase or hinder creativity and innovation in workplaces [ 138 – 141 ]. Emotional commitment, which is one of the sub-types of organizational commitment, is the type of commitment that will maximize the benefit of the organization from its employees [ 142 , 143 ]. Businesses that have gained expertise in different disciplines, can adapt to different interdisciplinary approaches, work simultaneously in different project teams, and retain agile and talented employees with the necessary technical skills and equipment will gain a competitive advantage and ensure their sustainability. Achieving this success will be possible with forward-thinking leaders who can successfully manage the transformation process [ 144 ]. Suggestion-6 According to the results of the research, it was revealed that the awareness of the administrative staff about VUCA and agile leadership is less than the academic staff. This situation caused the administrative staff to approach this study with a negative perspective at the beginning. Considering this situation, first of all, studies can be conducted to know what VUCA and agile leadership are and to increase awareness of these issues. Administrative managers should research and improve their knowledge of VUCA, and increase their employees' awareness of this issue. This study has created a meaningful awareness of VUCA and agile leadership issues, especially among administrative personnel. In-house seminars and training on this subject will further increase awareness of VUCA. The employees of the institution see their leader as an innovative person who prioritizes the success of the institution, supports the personnel with his behaviors rather than words, has goals, supports teamwork as well as supports the creativity of the personnel, and gives importance to feedback. At this point, it will be the right direction to support and encourage the lower-level leaders with training and encourage them to use technology and adapt to technology with a focus on change. Managers, especially male and single personnel, should provide opportunities for self-development. The leaders should know in which task they will get the most efficiency from their staff, and they should give importance to rewarding their staff. In this way, while managers renew themselves, their personnel will be able to evaluate their managers more consciously. Thus, more efficient working environments will be created between administrative personnel and administrative/academic managers. In addition, robust and efficient functioning will be ensured in the dynamics within the institution. Universities can achieve the quality of modern education only with academicians who do their job consciously and fondly, and with well-educated administrative staff. At this point, top managers should follow the science agenda and current issues closely, and find a way to regularly transmit these to their employees. This can be achieved with an agile perspective and agile management. In-service training should be organized periodically. In this way, both managers and employees can see their deficiencies and provide opportunities for them to improve themselves. Technological infrastructure should be emphasized within the university and the employees should be given the ability to use technology. Due to the COVID-19 pandemic, which affected the whole world in 2019, the education sector was adversely affected, as it was in every sector. This situation has brought about various applications in the education process. Universities have started various practices in their educational processes. At this point of change, institutions need to be ready for this with their technological infrastructure to adapt to online/distance education. As a prominent example of VUCA, the COVID-19 process necessitated rapid and effective adaptation of academic and administrative staff. Universities need to meet the expectations of their students, adapt quickly to technological developments, and constantly follow innovations to become institutions that provide quality education worldwide. At this point, the top managers, the Rector, the Dean, Heads of Departments, Institute Directors, and their assistants should work in cooperation with each other. University administrators and leaders are critically important to those working in the VUCA environment. University administrators and leaders should adopt a simple way of working as a principle. In this direction, they should read the data analysis well and evaluate the connections of the analyzes with each other. Among these, it should ensure that the most important for their organization emerge and ensure that all employees focus on it. While doing all this, they must be determined. Managers should have a flexible management style against inventions and developments around the world. If the administrations can provide this, they will not only prevent their institutions in the VUCA environment from being damaged but also strengthen their institutions by turning the changes into an opportunity compared to other institutions. University administrators need to systematically examine and measure leadership agility to make a competitive advantage. Leadership and organizational behavior development guides, coaching, and interactive workshops will be beneficial. In the VUCA environment, it would be useful for universities to conduct short-term and long-term trend scans. In this way, university administrators and leaders will be able to find the weaknesses of their institutions, identify destructive situations, and create opportunities for them to take action by adapting to the possible situation. Universities should be open to experimentation and learning. It should always plan more than one solution for different conditions. However, problems in the VUCA environment can be solved by testing and trying these solutions. During the COVID-19 epidemic, disruptions in the public/private education plans of universities around the world and a decrease in the quality of education and training activities may fail to achieve the desired success targets in academic success. In addition, the COVID-19 environment has caused disruptions in many other activities at universities. One of the examples that can be given to these is the revolving fund activities. For example, the decrease in the orders of the enterprises, the problems in the supply of raw materials, and the closure of some of them or to the point of closing due to economic conditions have led to a weakening in the demand for the laboratories of the universities. As a result of the decreasing demands of academic staff and technicians in universities, there has been a decrease in the provision of data from time to time. As a result of not being able to buy new devices needed by university departments and not operating expensive laboratory devices adequately, problems such as reductions in revolving fund contributions of universities and the inability to perform routine maintenance of expensive devices may be encountered. In VUCA environments, leaders and top managers in universities may be unable to cope with such economic problems. Top managers in VUCA environments should be prepared by developing strategies suitable for these environments, considering that the financial budgets of their universities may face many negative conditions in the income and expenditure balance. In this case, top managers in VUCA environments should be prepared by developing strategies suitable for these environments, considering that the financial budgets of their universities may encounter many negative conditions in the income and expenditure balance. Top managers should have the foresight and vision to deal with problems. Otherwise, the results of the decline in the quality of education and training activities and the failure to achieve the desired success aims in academic success may occur. In the VUCA environment, it will be beneficial for university top managers and leaders to develop themselves and work together. In this way, it can contribute to the creation of more project studies that support and develop the industry within the university, thus to the achievement of more national/international academic studies, and obtaining patents on these subjects. This will increase the success rankings 1 of universities or departments in universities worldwide. In this context, the application of the VUCA analysis applied in this study in the industry sector may bring success 2 . First of all, it can be determined to which branches of the industry a similar analysis can be applied. Then, analyses specific to VUCA environments emerging in these branches to be determined can be performed. These studies will help the leaders, who are faced with uncertainties in the VUCA environment in the sub-sectors of the industry and especially those struggling with economic problems, to identify the shortcomings of their personnel and top managers in the VUCA environment, their ability to turn to a common purpose under complex conditions and rapid change in the VUCA environment 3 . In the future, studies on VUCA and agile leadership, specific to universities, in different periods will also contribute to this field. In addition, repeating the research with employees in private and public enterprises in different samples will provide a different perspective on the literature. 5.7. Recommendations for Employees, Leaders & Institutions 5.7.1. Recommendations for employees 1) Cognitive flexibility and rapid decision-making: To increase their cognitive flexibility, employees can participate in training and workshops to develop problem-solving, creative thinking, and alternative scenario planning skills. 2) Openness to change and adaptability: To avoid resistance to change in the VUCA environment, employees should actively participate in change processes, be open to new practices, and adopt a flexible work approach. 3) Adaptability to technology: Their ability to use technology effectively should be enhanced; online training, digital tools, and software applications are recommended for self-improvement. 4) Teamwork and communication: To support agile leadership, employees should strengthen communication, collaboration, and information sharing within the team. This will support the leader's rapid decision-making process. 5) Stress and uncertainty management: Time management and personal prioritization techniques can be implemented to reduce stress levels in the face of ambiguity and uncertainty. 6) Feedback and continuous learning: Employees should actively utilize the feedback they receive from their managers and contribute to agile leadership by continuously monitoring their personal and professional development. 5.7.2. Recommendations for leaders and institutions 1) Technology adoption and digital competencies: Because employees perceive their managers as inadequate in their use of technology, managers should be supported with in-service training on digital skills and technology adoption. 2) VUCA and agile leadership awareness: It has been determined that staff's understanding of VUCA and agile leadership concepts is low. Therefore, awareness should be raised through in-house conferences, seminars, and training programs. 3) Flexibility and adaptability in the work environment: An organizational culture that is not resistant to change and is open to innovation should be established. In this context, programs focused on improving leaders' cognitive flexibility and quick decision-making skills can be developed. 4) Managing demographic differences: Differences such as men's higher tolerance for ambiguity, women's perception of their leaders as more results-oriented, and married employees' higher anxiety compared to single employees necessitate the development of leadership approaches tailored to the individual needs of employees. 5) Organizational culture: An organizational culture that allows employees to adapt to change without resistance and supports innovative ideas should be established. 6) Agile leadership practices: To ensure institutional agility is embedded in universities, it is recommended that agility be measured, leadership and organizational behavior development guides be developed, and coaching, mentoring, and workshops be conducted. 7) Pandemic experience and preparation for future crises: The COVID-19 pandemic has tested universities' ability to adapt quickly. To make institutions more resilient in similar crises, crisis management scenarios should be developed, and agile reflexes should be developed through regular exercises. 5.8. Connection between Study Aims and Results The main purpose of the research is to examine how academic and administrative staff in a university sample perceive VUCA components and how this perception is reflected in the perceptions of managers regarding agile leadership skills. • Aim-1: To determine the relationship between VUCA perceptions and agile leadership perceptions. The findings indicated that there was no significant relationship between agile leadership and VUCA dimensions such as employee resistance to change, tolerance for ambiguity, and anticipatory anxiety. This resulted in all targeted hypotheses (H1–H6) not being supported, with only a significant relationship being found between cognitive flexibility and the agility dimension of agile leadership. Therefore, it was concluded that VUCA perceptions have a limited impact on perceptions of agile leadership. • Aim-2: To examine the differences in terms of demographic characteristics of employees (gender, marital status, academic/administrative). Findings indicated that male employees have a higher tolerance for ambiguity than female employees, married employees have more anticipatory anxiety, and academic staff are more aware of VUCA and agile leadership than administrative staff. Thus, demographic factors are understood as a determining factor in employee perceptions. • Aim-3: To reveal how employees' perceptions of agile leadership are reflected in managerial practices. Employees found their managers innovative, supportive, and team-oriented. However, they also found their managers inadequate in adapting to technology. This result demonstrates the strengths and weaknesses of agile leadership in practice and supports the intended outcome. 5.9. Theoretical contributions and practical implications Findings obtained in line with the research objectives revealed that the speed and flexibility dimensions of agile leadership are particularly prominent in the university context, and that employees have different expectations regarding technology adoption, adaptability to change, and leadership styles. Thus, the study offers theoretical and practical contributions that emphasize the need to develop agile leadership practices in universities. 5.9.1. Theoretical contributions and practical implications This study provides a theoretical contribution that fills a gap in the literature by identifying the impact of the VUCA concept on agile leadership perceptions at a university. This study, unlike any other in the literature, analyzes a novel phenomenon. Unlike other studies, this study utilizes a purposive sampling method to examine the concepts of VUCA and agile leadership together within a university sample, and examines a business concept from a managerial perspective from a university perspective, making this research unique. 5.9.2. Practical implications This research will help increase the efficiency of staff and universities in the public sector and academia, using an agile leadership perspective in the VUCA environment, and ensure that staff work in harmony with leaders. It will also raise awareness in the institution. The practical implications of this paper are the benefits the research provides to practice or the professional field. Recommendations applicable to education, management, and industry were developed, and concrete suggestions were made to guide practitioners, researchers, and managers in addressing these issues. Based on the findings, university administrators should systematically examine agility. Furthermore, by facilitating leadership and organizational behavior development guides, coaching, and interactive workshops, useful results can emerge for short/long-term trends research at universities in the VUCA environment. 5.10. Limitations and Future Studies 5.10.1. Limitations This study is limited to a single university sample. It cannot be generalized to different institutions and sectors. Furthermore, the study has a time limit. Because longitudinal data were not collected (over time), the long-term effects of the changes could not be assessed. The lack of awareness among administrative staff about the concepts can be considered a perception-based limitation of the findings. Research conducted at different times may yield different results. 5.10.2. Future studies 1) Longitudinal Studies: Long-term longitudinal studies should be conducted to see how the relationship between VUCA and agile leadership changes over time. 2) Different samples: Since the study is limited to only one university sample, research should be repeated in different types of universities (public, foundation, international) and different sectors. 3) Comparative research: Comparing the VUCA perceptions and agile leadership practices of universities and private sector institutions will contribute to the literature. 4) Pandemic and crisis experiences: Although the effects of COVID-19 on university management have been examined, VUCA and agile leadership relationships should be analyzed in other crisis processes that may occur in the future (such as economic crisis, natural disaster, political uncertainty). 5) Cultural factors: The effects of cultural differences on VUCA perception and agile leadership can be investigated in universities in different regions. Annex-1: Investigation of Structural Validity of Agile Leadership Scale via CFA & EFA 1. Investigation of the Structural Validity of the Resistance to Change Scale with EFA The scale developed by Oreg [ 105 ] was applied as a preliminary study on a sample of 73 people. The Turkish validity and reliability of this scale were determined by [ 104 ]. Item analysis was applied to this scale and the total test correlations of all items were examined. Item-total correlation reveals the relationship between each item in the scale and the total score. The high correlation of the total test scores of each item indicates the consistency of that measurement tool. The minimum value required for the item-total test correlation to be sufficient is specified as 0.30 [ 149 ]. In the Kline [ 149 ] hypotheses, RTC 3 , RTC 10 , RTC 14 , and RTC 15 inverse-coded items were excluded from the scale because their total correlation values were below 0.30. As a result of the repeated analysis, the internal consistency of this scale was calculated as 0.934. According to Kline [ 150 ], the reliability coefficient should be higher than 0.70. The KMO sample adequacy value was found to be 0.911, and the Barlett sphericity test was found to be significant as a result of the EFA applied to test the structural validity of the scale on a research sample consisting of 175 people (χ2(55) = 1458.457, p 0.60 and the Bartlett test is p < 0.05 indicates that factor analysis can be applied to the sample data [ 151 , 152 ]. It is understood that the data obtained according to the KMO and Bartlett test results are suitable for factor analysis. After determining that the data related to the scales were suitable for EFA analysis, the Maximum Likelihood Method was used for factor extraction. As a result of the analysis, the scale showed a single-factor structure in its Turkish form [ 104 ]. It was determined that the factor loads of the items ranged between 0.857 (highest) − 0.510 (lowest). The rate of variance explaining the overall scale was found to be 58.426 (Table 8 , No.1). Pallant [ 152 ] stated that the factor load limit value that an item should have is 0.30. Streiner [ 154 ] also stated that the total variance explained in EFA should be at least 30% in one-dimensional scales, in terms of behavioral sciences. It is seen that the chi-square value showing the general fit of the model is (χ2) 244.214, and the degree of freedom is significant at the (df) = 44, p = 0.001 level and χ2/df = 5.55 (Table 8 ). Although the χ2 test is expected to be meaningless, χ2 is usually significant in practice, since it is a value that is highly affected by the number of samples. In this case, to evaluate the goodness of fit of the general model, it is accepted that the ratio of χ2 value to (df) degrees of freedom (χ2/df) is taken into consideration and will give more accurate results. Therefore, a significant p-value is tolerated in many studies [ 155 – 158 ]. It is seen that the χ2/df ratio is at an acceptable threshold value. This value shows that the model is acceptable. Table 8 . EFA results in resistance to change, intolerance, cognitive flexibility, and tolerance for ambiguity scale. 2. Confirmation of the Structure of the Resistance to Change Scale with CFA CFA was used to test the confirmation of the single-factor structure obtained as a result of EFA. Let's examine the GFI values obtained as a result of Single Factor CFA applied to the Resistance to Change Scale. CFI, NFI, TLI and IFI values from the comparative GFI showed an acceptable fit. However, it was determined that the RMSEA value, the χ2/df value indicating the general fit of the model, and the absolute fit indices (GFI, AGFI) were not within the acceptable limit values. It has been determined that the χ2/df value, which shows the general fit of the model, is quite close to the acceptable level. To correct these fit indices, the model was improved. During the improvement, the modification indices (MI) values formed covariance in the presence of high errors. Afterward, it showed a perfect fit for χ2/df value in the renewed fit index calculations. In addition, accepted values were obtained for RMSEA, GFI, and AGFI fit indices. Accordingly, it is seen in Table 4 that the TLI value and SRMR value also show a perfect fit. These findings show that the single-factor model is compatible with the data and is acceptable. As a result of the single-factor CFA model, it was determined that 11 items were related to the scale structure. It is seen that the factor loads of the items vary between 0.518 and 0.844 and all correlation relations are significant (p < 0.001). The structural model of the Resistance to Change Scale, whose single-factor structure on the sample was confirmed with 11 items, is presented in Fig. 2 (a). Table 9 CFA Fit Indices of the Single Factor Model of the Resistance to Change Scale [ 159 – 161 ]. Evaluated models Goodness of fit index χ2/df GFI AGFI CFI RMSEA NFI TLI IFI SRMR Criteria of goodness of perfect fit 0 ≤ χ2/df ≤ 3 0.90 ≤ GFI 0.90 ≤ AGFI 0.95 ≤ CFI 0.0 ≤ RMSEA ≤ 0.05 0.95 ≤ NFI 0.90 ≤ TLI 0.95 ≤ IFI 0 ≤ SRMR ≤ 0.05 Acceptable goodness of fit criteria 3 ≤ χ2/df ≤ 5 0.80 ≤ GFI 0.80 ≤ AGFI 0.85 ≤ CFI 0.06 ≤ RMSEA ≤ 0.10 0.80 ≤ NFI 0.80 ≤ TLI 0.85 ≤ IFI 0.05 ≤ SRMR ≤ 0.10 No.I Before modification 5.720 0.785 0.677 0.856 0.165 0.832 0.820 0.857 0.058 Post modification 2.993 0.894 0.825 0.947 0.105 0.922 0.927 0.947 0.042 No.II Structural model measurements 1.765 0.934 0.893 0.962 0.066 0.918 0.950 0.963 0.050 No.III Structural model measurements 2.758 0.912 0.854 0.923 0.101 0.886 0.897 0.924 0.051 No.IV Before modification 3.146 0.873 0.810 0.802 0.111 0.739 0.752 0.806 0.080 Post modification 2.231 0.911 0.860 0.891 0.084 0.824 0.858 0.894 0.063 No.I : DFA Fit Indices for the Single Factor Model of the Resistance to Change Scale (χ2: 116.933; df:40; p:0.000); No.II : CFA Fit Indices for the Multi-Factor Model of the Intolerance of Uncertainty Scale (χ2: 56.755; df:34; p:0.000); No.III : DFA Fit Indices for the Single-Factor Model of the Cognitive Flexibility Scale (χ2: 74.462; df:27; p:0.000); No.IV : DFA Fit Indices for the Single-Factor Model of the Ambiguity Tolerance Scale (χ2: 93.682; df:42; p:0.000). Table 10 Model results on resistance to change, intolerance of uncertainty, cognitive flexibility, tolerance of ambiguity, and single/multi-factor CFA of agile leadership scale. Models Factors Symbols Parameter Estimates (Factor loads) Standard deviation t Values p Values No.I F 1 : Resistance to change RTC 1 0.705 - - - RTC 2 0.751 0.069 14.738 *** RTC 4 0.792 0.101 9.963 *** RTC 0.655 0.119 8.249 *** RTC 6 0.807 0.098 10.121 *** RTC 7 0.844 0.097 10.585 *** RTC 8 0.817 0.093 10.274 *** RTC 9 0.518 0.118 6.569 *** RTC 11 0.774 0.105 9.748 *** RTC 12 0.799 0.104 10.049 *** RTC 13 0.808 0.109 10.162 *** No.II F 1 : Inhibitory anxiety IOU 1 0.577 - - - IOU 6 0.432 0.150 4.913 *** IOU 8 0.786 0.195 7.571 *** IOU 9 0.707 0.181 7.097 *** IOU 10 0.715 0.186 7.150 *** IOU 11 0.747 0.181 7.344 *** IOU 12 0.797 0.203 7.629 *** F 2 : Prospective anxiety IOU 3 0.507 - - - IOU 5 0.707 0.221 6.094 *** IOU 7 0.892 0.249 6.322 *** No.III F 1 : Cognitive Flexibility CF 1 0.519 - - - CF 4 0.657 0.216 6.181 *** CF 6 0.752 0.257 6.636 *** CF 7 0.790 0.239 6.793 *** CF 8 0.776 0.247 6.735 *** CF 9 0.409 0.261 4.498 *** CF 10 (R) 0.374 0.278 4.148 *** CF 11 0.689 0.244 6.341 *** CF 12 0.789 0.248 6.790 *** No.IV F 1 : Ambiguity tolerance AT(R) 0.628 - - - AT 2 (R) 0.308 0.119 3.602 *** AT 3 (R) 0.679 0.157 7.122 *** AT 4 (R) 0.458 0.127 5.176 *** AT 5 (R) 0.432 0.141 4.918 *** AT 6 (R) 0.723 0.155 7.439 *** AT 7 0.367 0.111 4.240 *** AT 8 0.454 0.134 5.134 *** AT 10 0.303 0.122 3.548 *** AT 11 (R) 0.629 0.150 6.723 *** AT 12 (R) 0.708 0.157 7.335 *** No.V RO 1 0.845 - - - RO 2 0.839 0.071 14.313 *** RO 3 0.845 0.072 14.504 *** RO 4 0.424 0.078 5.842 *** RO 5 0.914 0.064 16.759 *** RO 6 0.946 0.062 17.979 *** RO 7 0.856 0.067 14.830 *** RO 8 0.861 0.068 14.982 *** TO 1 0.904 - - - TO 2 0.819 0.055 15.363 *** TO 3 0.840 0.051 16.215 *** TO 4 0.876 0.051 17.861 *** TO 5 0.848 0.052 16.556 *** TO 6 0.852 0.051 16.730 *** TO 7 0.899 0.051 19.063 *** TO 8 0.874 0.049 17.771 *** COM 1 0.799 - - - COM 2 0.780 0.078 11.838 *** COM 3 0.744 0.081 11.107 *** COM 4 0.883 0.082 14.121 *** COM 5 0.860 0.082 13.573 *** FL 1 0.948 - - - FL 2 0.934 0.041 24.680 *** FL 3 0.802 0.059 15.711 *** FL 4 0.584 0.072 9.019 *** FL 5 0.721 0.065 12.653 *** SP 1 0.846 - - - SP 2 0.896 0.068 15.919 *** SP 3 0.891 0.073 15.760 *** CO 1 0.887 - - - CO 2 0.844 0.063 15.493 *** CO 3 0.869 0.065 16.456 *** No.I : Model results on the single-factor CFA of the resistance to change scale; No.2 : Model results on the multifactor CFA of the intolerance of uncertainty scale; No.III : Model results on the single-factor CFA of the cognitive flexibility scale; No.IV : Model results on the single-factor CFA of the ambiguity tolerance scale; No.V : Model results on the Multi-Factor CFA of the Agile Leadership Scale, RO : Result oriented, TO : Team Oriented, COM : Competence, FL : Flexibility, SP : Speediness, CO : Change Oriented; χ2/df: 2.735; p:0.000; CFI: 0.883; NFI: 0.829; TLI: 0.884; RMSEA: 0.100; SRMR: 0.046. 3. Investigation of Structural Validity of the Intolerance of Uncertainty Scale with EFA The Turkish validity and reliability of the scale, which was developed by Carleton et al. [ 106 ] and applied as a preliminary study on a sample of 73 people, was carried out by [ 104 ]. Item analysis was applied to this scale and the total test correlations of all items were examined. As a result of the analysis, it was determined that there was no item below 30. The internal consistency of the scale was calculated as 0.889. The KMO sample adequacy value was found to be 0.904, and the Barlett sphericity test was found to be significant (χ2(66) = 894.215 p < 0.001) as a result of the EFA applied to test the construct validity of the scale on a research sample consisting of 175 people. KMO and Bartlett test results show that the obtained data are suitable for EFA. After it was determined that the data related to the scales were suitable for EFA, the Maximum Likelihood Method was used for factor extraction. It is seen that the χ2 value, which shows the general fit of the model, is significant at the level of 69.189, df = 43, p = 0.009, and χ2/df = 1.58. The χ2/df value indicates a good fit of the model. As a result of the analysis, it was determined that this scale [ 106 ] showed a two-factor structure in its Turkish version [ 104 ]. Then, Varimax was chosen as the rotation method, as was done in the study in which the scale was developed and in its Turkish form. It was determined that the factor loads of the items ranged from 0.783 (highest) to 0.360 (lowest). On the other hand, CF 4 and CF 2 items were excluded from the scale due to their accumulation in more than one factor, resulting in the overlap. As a result of repeated analysis, the KMO value was calculated as 0.889. Barlett test of sphericity was found to be significant (χ2(45) = 713.496, p < 0.001). There was no factor load below 0.30 and no overlapping item. The rate of variance explaining the overall scale was found to be 50.170%. Streiner [ 154 ] stated that the total variance of all factors in EFA should be at least 50% in multidimensional scales. The original contribution of the explained variance of a factor should be at least 5% [ 162 ]. The χ2 value, which indicates the general fit of the model, was found to be insignificant at the level of 32.576, df = 26 and p = 0.175 (χ2/df = 1.36) (Table 8 , No.II). 4. Confirmation of the Structure of the Intolerance of Uncertainty Scale with CFA Let's examine the GFI values obtained as a result of Multi-Factor CFA applied to the Intolerance of Uncertainty Scale. The χ2/df value indicating the general fit of the model, the GFI value from the absolute fit indices and the CFI, TLI, IFI values from the comparative goodness of fit indices showed perfect fit (Table 9 , No.II). These findings show that the single-factor model is compatible with the data and is acceptable. As a result of the multi-factor CFA model, it was determined that 10 items and two factors were related to the scale structure. It was observed that the factor loads of the items varied between 0.432 and 0.892 and all correlation relations were significant (p < 0.001) (Table 9 , No.II). The structural model of the "Intolerance of Uncertainty Scale", whose two-factor structure on the sample was confirmed with 10 items, is presented in Fig. 2 (b). 5. Examination of the Structural Validity of the Cognitive Flexibility Scale with EFA The Turkish validity and reliability of the scale developed by Martin & Rubin [ 107 ] and applied as a preliminary study on a sample of 73 people was carried out by [ 104 ]. Item analysis was applied to this scale. As a result of the analysis, the reverse-coded items CF 2 , CF 3 , and CF 5 were excluded from the scale, since the total correlation values were below 0.30. In the repeated analysis, the internal consistency of the scale was calculated as 0.842. As a result of the EFA applied to test the construct validity of the scale on a research sample consisting of 175 people, the KMO sample adequacy value was found to be 0.871, the Barlett sphericity test was significant (χ2(36) = 636.008, p < 0.001). KMO and Bartlett test results demonstrate that the obtained data are suitable for EFA. After it was determined that the data related to the scales were suitable for EFA, the scale design was developed by using the Maximum Likelihood Method in the study. In its Turkish form [ 104 ], it was evaluated by limiting one factor. As a result of the analysis, it was revealed that the EFA loads of the items ranged from 0.790 (highest) to 0.370 (lowest). The rate of variance explaining the overall scale was determined as 43.288%. It is seen that it is significant at the level of χ2 = 72.536, df = 27, p = 0.001, which shows the general fit of the model (χ2/df = 2.68). The value of χ2/df reveals that the model has a good fit (Table 9 , No.III). 6. Confirmation of the Structure of the Cognitive Flexibility Scale with CFA Let's examine the goodness of fit values obtained as a result of Single Factor CFA applied to the Cognitive Flexibility Scale. The χ2/df value indicating the general fit of the model, the GFI value from absolute fit indices, and the SRMR value showed perfect fit. Comparative goodness of fit indices also showed acceptable fit (Table 9 , No.III). These findings demonstrate that the single-factor model is compatible with the data and is acceptable. As a result of the single factor CFA model, it was determined that 9 items were related to the scale structure. The factor loads of the items vary between 0.370 and 0.790. All correlation relationships are significant (p < 0.001). The structural model of the Cognitive Flexibility Scale, whose single factor structure on the sample was confirmed with 11 items, is presented in Fig. 2 (c). 7. Investigation of Structural Validity of Ambiguity Tolerance Scale with EFA The Turkish validity and reliability of the scale, which was developed by McLain [ 108 ] and applied as a preliminary study on a sample of 73 people, was conducted by Koç et al. [ 104 ]. In this study, item analysis was applied. As a result of the analysis, the reverse coded item AT 9 and item AT 13 were excluded from the scale, since the total correlation values were below 0.30. In this way, as a result of repeated analysis, the internal consistency of the scale was calculated as 0.812. In this study consisting of 175 people, the KMO sample adequacy value was found to be 0.806, and the Barlett sphericity test was found to be significant (χ2(55) = 517.076, p < 0.001) as a result of the EFA applied to test the structural validity of the scale on the research sample. KMO and Bartlett test results demonstrate that the obtained data are suitable for EFA. After it was determined that the data related to the scales were suitable for EFA, the scale design was developed by choosing the Maximum Likelihood Method. In this study, the Turkish version of this method [ 104 ] was evaluated by limiting one factor. As a result of the analysis, the factor loads of the items ranged from 0.717 (highest) to 0.307 (lowest). The rate of variance explaining the overall scale was determined as 29.534%. χ2 = 134.303, df = 44, which shows the general fit of the model, are significant at the p = 0.001 level (χ2/df = 3.05). The value of χ2/df reveals that the model has a good fit (Table 8 , No.IV). 8. Verification of the Structure of the Ambiguity Tolerance Scale with CFA Let's examine the GFI values obtained as a result of Single Factor CFA (Table 10 , No.IV) applied to the Ambiguity Tolerance Scale. χ2/df value showing the general fit of the model, absolute fit indices (GFI, AGFI), Standardized root mean square residual (SRMR), and CFI and IFI values from comparative goodness-of-fit indices show acceptable fit. However, it has been determined that the RMSEA value is not within the acceptable limit values. To correct this fit index, the model was improved. During the improvement, the modification indices (MI) values formed covariance in the presence of high errors. In the later, renewed fit index calculations, χ2/df and GFI values, which provided the accepted values for the RMSEA index, also showed a perfect fit (Table 9 , No.IV). These findings demonstrate that the single-factor model is compatible with the data and is acceptable. As a result of the single-factor CFA model, it was determined that 11 items were related to the scale structure. The factor loads of the items varied between 0.303–0.723. All correlation relationships are significant (p < 0.001). The structural model of the Cognitive Flexibility Scale, whose single factor structure on the sample was confirmed with 11 items, is presented in Fig. 2 (d). 9. Examination of the Structural Validity of the Agile Leadership Scale with CFA To verify the six-factor structure of the Agile Leadership Scale in the research sample, Multi-Factor CFA was conducted. As a result of CFA, it was determined that 32 items and six factors were related to the scale structure. The factor loads of the items varied between 0.584 and 0.948. All correlation relationships are significant (p < 0.001). The values for the fit of the model are also at an acceptable level (Table 10 , No.V). The Cronbach Alpha values for the scale were calculated as follows: Result-oriented dimension 0.942, team-oriented dimension 0.960, competence dimension 0.907, flexibility dimension 0.900, speediness dimension 0.909, change-oriented dimension 0.901. The structural model of the multi-factor CFA of the "Agile Leadership Scale", whose six-factor structure was confirmed with 32 items, is presented in Fig. 3 . Abbreviations AGFI: Adjusted goodness of fit indices,CFA: Confirmatory Factor Analysis, CFI: Comparative Fit Index, EFA: Explanatory Factor Analysis, GFI: Goodness of fit indices, IFI: Incremental Fit Index,KMO: Kaiser-Meyer-Olkin, NFI: Normed Fit Index, RMSEA: Root Mean Square Error of Approximation, SRMR: Standardized root mean square residual, TLI: Tucker–Lewis index. Declarations 1. The author declares that he has no known competing financial interests or personal relationships that could have appeared to influence the study reported in this paper. 2. Ethics statement • Ethical approval number of our study: E-81570533-044-2100004905 • Full name of the ethics committee that approved our experiments/Survey questionnaire: Adana Alparslan Türkeş Science and Technology University / Scientific Research and Publication Ethics Committee (BAYEK) (BAYEK Decision letter dated 07/07/2021 was added below). • Institutional email address for the approving ethics committee: • The data collection dates: 09/07/2021-23/07/2021 • Consent form confirming that the study complies with all regulations and informed consent was obtained: 16/06/2021 Thesis Ethics Committee Approval Minute Form Informed Consent Form Data Availability Statement Data will be made available on request. For requesting data, please write to the corresponding author. F unding No budget was used for this article. Authorship Contribution Statement Writing – review & editing: T.D.Y, B,Y., Writing – original draft: B.Y., Y.B., Methodology: T.D.Y, B,Y., Y.B., M.K., Data curation: B,Y., Y.B., M.K., Formal analysis: Y.B., M.K., Software: Y.B., Conceptualization: T.D.Y., Supervision: T.D.Y, Y.B., M.K., Project Administration: T.D.Y, M.K. References Barman, A. Paradigms of wisdom economy for manufacturing in a post-pandemic World. Chapter 7 in Green Production Engineering and Management . Woodhead Publishing Reviews: Mech. Eng. Ser. 141–159. https://doi.org/10.1016/B978-0-12-821238-7.00006-3 (2022). Giunipero, L. C., Denslow, D. & Rynarzewska, A. I. Small business survival and COVID-19 - An exploratory analysis of carriers. Res. Transp. Econ. 93 , 101087. https://doi.org/10.1016/j.retrec.2021.101087 (2022). Kindermann, B. et al. Digital orientation: Conceptualization and operationalization of a new strategic orientation. Eur. Manag. 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Confirmatory factor analysis and recommendations for improvement of the Autonomy-Preference‐Index (API). Health Expect. 13 (3), 234–243. https://doi.org/10.1111/j.1369-7625.2009.00584.x (2010). Seçer, İ. Psikolojik test geliştirme ve uyarlama süreci; SPSS ve LISREL uygulamaları (Psychological test development and adaptation process; SPSS and LISREL applications). ISBN: 9786051700144, Anı Publishing, 1st Edition. (2015). Footnotes For these categories, see [ 145 , 146 ]. Indeed, the Industry 4.0 trend is a contributing factor to the VUCA environment. Industry 4.0, together with VUCA-RR (Volatile, Uncertain, Complex, Ambiguous, Radicality, and Rapidity), poses change management challenges for organizations. By implementing agile management, an organization can be in a better position to manage the change challenges posed by Industry 4.0. Industry 4.0 will complement agile management tools and techniques, making any organization better equipped [147]. In the future, a new revolution in both industry and society is expected with Industry 5.0. Industry 5 interacts with powerful computing power to solve complex problems in the VUCA-RR world more efficiently and with less human intervention [148]. Therefore, future studies on the VUCA-RR world during the development of Industry 5 will provide benefits in the continuation of our article. The dynamic development of Industry 4.0 technologies points to far-reaching changes that require trust-based collaboration for effective implementation [153]. In this environment, organizations need to be agile [54]. Additional Declarations No competing interests reported. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. 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07:20:07","extension":"xml","order_by":7,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":639597,"visible":true,"origin":"","legend":"","description":"","filename":"c2bd6f6573824cb5a0e3b5ca29a6f9a31enriched.xml","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/074642d936e490d6df3bda61.xml"},{"id":100357533,"identity":"21dbce98-c573-4436-b372-7ffaf06d1ad2","added_by":"auto","created_at":"2026-01-16 07:20:00","extension":"png","order_by":8,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":78820,"visible":true,"origin":"","legend":"","description":"","filename":"Fig.1.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/b19330d2258e7b6d3ff622ba.png"},{"id":100356992,"identity":"f2eabd8d-29f1-45c9-972c-ddc7528d8fb4","added_by":"auto","created_at":"2026-01-16 07:18:14","extension":"png","order_by":9,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":183704,"visible":true,"origin":"","legend":"","description":"","filename":"Fig.3.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/d727f967be150ff45ff9c199.png"},{"id":99845415,"identity":"7bd8e26d-aa26-4463-a0f3-d86393052e11","added_by":"auto","created_at":"2026-01-09 01:29:31","extension":"png","order_by":10,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":169969,"visible":true,"origin":"","legend":"","description":"","filename":"RevisedFig.2.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/a6b683adfbb0801cca03079d.png"},{"id":99845420,"identity":"75b96926-3561-4c7e-a90b-b325e76f67c9","added_by":"auto","created_at":"2026-01-09 01:29:31","extension":"png","order_by":11,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":79378,"visible":true,"origin":"","legend":"","description":"","filename":"floatimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/189b6d5ddf39d73c4caf900d.png"},{"id":100356973,"identity":"78a6813f-ec69-498d-8d59-724b69d635f3","added_by":"auto","created_at":"2026-01-16 07:18:10","extension":"png","order_by":12,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":169969,"visible":true,"origin":"","legend":"","description":"","filename":"RevisedFig.2.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/5cdd37db74170ea0612f31e8.png"},{"id":100357374,"identity":"0a9d37b0-5fd6-4799-8dcd-f63d68ba50a7","added_by":"auto","created_at":"2026-01-16 07:19:47","extension":"png","order_by":13,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":189144,"visible":true,"origin":"","legend":"","description":"","filename":"floatimage3.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/c832dafcd7655079fb7c0c49.png"},{"id":100357582,"identity":"f7abc2f2-a5da-44f2-8d56-ae1c09bb8a94","added_by":"auto","created_at":"2026-01-16 07:20:05","extension":"png","order_by":14,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":28312,"visible":true,"origin":"","legend":"","description":"","filename":"OnlineFig.1.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/72d39221e2b96ea88be018ee.png"},{"id":100356846,"identity":"84109c87-eeda-4675-b8c6-d7da24d4ea0b","added_by":"auto","created_at":"2026-01-16 07:17:46","extension":"png","order_by":15,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":44571,"visible":true,"origin":"","legend":"","description":"","filename":"OnlineFig.3.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/a3fcaec5a43efd88c573aaf2.png"},{"id":99845428,"identity":"5004dbf6-87b5-4ddc-a3d6-9a6184f2c144","added_by":"auto","created_at":"2026-01-09 01:29:31","extension":"png","order_by":16,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":33207,"visible":true,"origin":"","legend":"","description":"","filename":"OnlineRevisedFig.2.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/586d9ee9151d17045768ffc8.png"},{"id":100357206,"identity":"c67a9df0-2c3f-4978-a2fb-568243310138","added_by":"auto","created_at":"2026-01-16 07:19:18","extension":"png","order_by":17,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":28312,"visible":true,"origin":"","legend":"","description":"","filename":"Onlinefloatimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/91ad5e8ca3f223b2edb725da.png"},{"id":99845427,"identity":"d0d3edbd-cfdd-4037-a963-082046c0cdd8","added_by":"auto","created_at":"2026-01-09 01:29:31","extension":"png","order_by":18,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":33207,"visible":true,"origin":"","legend":"","description":"","filename":"Onlinefloatimage2.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/c946ced0e03ca9a77984f35d.png"},{"id":100356596,"identity":"75b0230e-adc2-4268-a3ad-7fe5e0d028b3","added_by":"auto","created_at":"2026-01-16 07:15:55","extension":"png","order_by":19,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":44571,"visible":true,"origin":"","legend":"","description":"","filename":"Onlinefloatimage3.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/4bd13883a9b52ccb94d1ccbd.png"},{"id":99845421,"identity":"590473bf-697f-4e85-8cf1-6222eaccb292","added_by":"auto","created_at":"2026-01-09 01:29:31","extension":"xml","order_by":20,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":647083,"visible":true,"origin":"","legend":"","description":"","filename":"c2bd6f6573824cb5a0e3b5ca29a6f9a31structuring.xml","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/a8539dd711c5a37fb837e7cf.xml"},{"id":100356800,"identity":"c3825278-7664-4a69-9eec-d66d2b330ebc","added_by":"auto","created_at":"2026-01-16 07:17:35","extension":"html","order_by":21,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":688601,"visible":true,"origin":"","legend":"","description":"","filename":"earlyproof.html","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/057c37f9b965c35afdd93a0a.html"},{"id":99845405,"identity":"462c0287-fb23-4a57-b67b-5f53bce2ab1f","added_by":"auto","created_at":"2026-01-09 01:29:31","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":78820,"visible":true,"origin":"","legend":"\u003cp\u003eStructural models of VUCA components.\u003c/p\u003e","description":"","filename":"Fig.1.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/29893877f0053744b7166cd8.png"},{"id":99845410,"identity":"9e7b22e0-2348-4e94-80b5-9715d9824b1e","added_by":"auto","created_at":"2026-01-09 01:29:31","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":169969,"visible":true,"origin":"","legend":"\u003cp\u003eStructural models for the agile leadership scale.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e(a) \u003c/strong\u003eModel for the single-factor CFA of the resistance to change scale (Table 9, No.I),\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e(b) \u003c/strong\u003eModel for the multifactor CFA of the intolerance of uncertainty scale (Table 9, No.II),\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e(c) \u003c/strong\u003eModel for the single-factor CFA of the cognitive flexibility scale\u003cem\u003e \u003c/em\u003e(Table 9, No.III),\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e(d) \u003c/strong\u003eModel for the single-factor CFA of the ambiguity tolerance scale (Table 9, No.IV).\u003c/p\u003e","description":"","filename":"RevisedFig.2.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/1d155e5e48323346fef648d8.png"},{"id":100356552,"identity":"8b429a27-4d03-4b5b-85ec-23819ff019db","added_by":"auto","created_at":"2026-01-16 07:15:25","extension":"png","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":183704,"visible":true,"origin":"","legend":"\u003cp\u003eModel for the Multi-Factor CFA of the Agile Leadership Scale (Table 10, No.V).\u003c/p\u003e","description":"","filename":"Fig.3.png","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/46269b9a314b4a5cb9b650a6.png"},{"id":101382299,"identity":"21bfe5d2-86f6-4a61-86c2-e7c6817678b8","added_by":"auto","created_at":"2026-01-29 06:26:46","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":4251240,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-8417565/v1/3a316a59-1296-41d9-ad00-d003aecb71de.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"The Perception of Agile Leadership of Employees in VUCA World: Research at a State University","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eThere have been rapid and continuous changes in the business world in the last 20\u0026ndash;30 years. These changes have started to increase especially in crises such as the global financial crisis experienced in 2008\u0026ndash;2009 and the COVID-19 pandemic that emerged in 2019 [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. VUCA environments are uncertain environments where rapid changes are experienced, which become more complex with the processes of digital transformation and globalization [\u003cspan additionalcitationids=\"CR4\" citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e], and where accurate predictions cannot be made for the future. In the VUCA world, business environments are intertwined with volatility, uncertainty, complexity, and ambiguity. In these environments, leadership perceptions also vary, traditional leadership skills are insufficient, and radical leadership changes are experienced [\u003cspan additionalcitationids=\"CR7\" citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. Success in business environments with volatility, uncertainty, complexity, and ambiguity will be achieved primarily by understanding VUCA conditions [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. It is believed that organizations in VUCA environments can overcome their problems with agility [\u003cspan additionalcitationids=\"CR12 CR13 CR14 CR15 CR16 CR17\" citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e]. VUCA threats can be turned into opportunities with agility [\u003cspan additionalcitationids=\"CR20\" citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eVUCA means to the volatile and chaotic work, economic, and physical environment that everyone faces [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e]. Each of these factors introduces its complexity and uncertainty. VUCA components need to be addressed one by one to be ready for the VUCA environment and to understand VUCA. VUCA is an acronym made up of the first letters of four words (volatility, uncertainty, complexity, ambiguity). \u003cem\u003eVariability\u003c/em\u003e is the variability of facts or events, observing unexpected or unstable values, and not knowing how long the situations will last. It is foreseen that this changing environment will be overcome with vision [\u003cspan additionalcitationids=\"CR24\" citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. \u003cem\u003eUncertainty\u003c/em\u003e is the difficulty of predicting future situations and values ​​and the high probability of realization of the situation called a surprise. It is foreseen that the environment of uncertainty will be overcome with understanding. \u003cem\u003eComplexity\u003c/em\u003e is a situation in which too many variables are directly related to each other while analyzing the current situation and the future, and these relationships are not cause-effect relationships. It is foreseen that the complex situation will be solved by restructuring [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]. \u003cem\u003eAmbiguity\u003c/em\u003e is a situation where the states and values ​​cannot be read clearly, and the accuracy of the available data is open to discussion. It is foreseen that the ambiguous environment will be overcome with agility [\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e]. All four of the components that make up the VUCA are often used together in the business world or in managers and are considered synonymous. Although the word meanings of these components are similar, there are differences between them that are very valuable for leaders to understand [\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e]. In the VUCA environment, it will be very useful for a leader to determine strategies according to the environment with the help of these components [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. In times of great uncertainty, managers are expected to set the right strategies, protect the core business in their organization, be open to innovation, and prepare their organizations for the future [\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eBeing able to manage the VUCA environment, and additionally shape the future is possible if the leader knows how to make decisions in this environment [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. At this point, many leadership theories and models have been developed [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e] within the expanding leadership literature [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]. The changing world conditions over time have revealed the need for a new leadership concept, \"agile leadership\" [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]. Agile leadership is the ability to lead effectively under rapid change and complex conditions [\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e]. The concept of \"effectiveness\" in the definition means that the leader can anticipate and respond to changes [\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]. The ability of organizations/organizations to survive in a challenging competitive environment and to continue their development in the face of change largely depends on the leadership skills of managers [\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e]. The authors [\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e] discussed that new skills, approaches, and behaviors are needed to manage the four VUCA threats in business. VUCA represents several challenges that individuals, managers, and organizations may face [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. Managing teams in the business environment requires being aware of changes [\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e]. The VUCA environment makes people indecisive, anxious, and unmotivated and hinders career moves. It takes a lot of time and effort to struggle with VUCA. It causes people to make wrong decisions. It can put long-term projects at risk. It harms internal communication. Therefore, businesses should obtain up-to-date information for their sustainability in the VUCA environment, and review their working styles and human resources management [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e, \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e]. The most difficult aspect of managing VUCA is teamwork that resists change. The unpredictability of VUCA makes the traditional institutional structure obsolete. For this reason, the inflexible, autocratic leadership style should be abandoned. Instead, there is a need for an agile approach that has the ability and flexibility to adapt to change quickly and efficiently. The agile approach has directed leaders in managerial positions toward change. Managing change has revealed agile leaders [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]. Whether an organization can adapt to future challenges and opportunities depends on the agility of the leaders [\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eIn the history of humanity, especially since the industrial revolution, institutions/businesses are going through a period of the fastest change/transformation [\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e]. When we look at the change-transformation today, it is seen that we are faced with a very rapid transformation in the education/training system [\u003cspan additionalcitationids=\"CR47 CR48\" citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e]. In the face of this transformation, leaders have to perform more effective management [\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e]. Because the two most important features that emerge in the face of transformation and are very difficult to manage are uncertainty and complexity. In the face of this transformation, leadership is also transforming [\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e]. The change experienced has required creativity and innovation in organizations [\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e]. Organizational agility is required for organizations to quickly adapt to external environmental conditions and change [\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e]. In the VUCA world, the need for agile leaders comes to the fore for success and corporate sustainability [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e]. Agile leaders are leaders who act by knowing how to prepare for and deal with each element of VUCA for a successful management strategy in an unpredictable business world. Agile leaders must be able to identify the situation created by the four components of VUCA and come up with solutions [\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e]. Each situation should identify its unique causes and solutions. The leaders should not resist change but should develop a clear and shared vision of the future of teamwork. They should understand the ambiguity. They should make analysis and interpretation a priority, should evaluate performance [\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e], should communicate clearly and openly with their employees [\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e]. For the success of the organization, the leader's words and actions must be compatible [\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e]. The leaders should instill self-confidence in their employees and encourage them to cooperate, should create self-renewing teams that can work effectively in the case of VUCA [\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e]. Brain drain is increasing among countries in the world. Leaders should be able to retain talented and qualified personnel in a rapidly changing world [\u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e]. The leaders are also expected to have a frugal understanding to bring innovations to their institutions feasibly [\u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e63\u003c/span\u003e]. Leaders should promote flexibility, adaptability, and agility in their organizations [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e, \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e]. Although it may not be beneficial in all circumstances [\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e], leaders should reward employees who demonstrate vision and agility [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e]. The leaders should be creative [\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e], and should be able to give fast but also accurate reactions, manage the reactions, and put them into practice. Leaders should also be accountable and honest [\u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e66\u003c/span\u003e]. Leadership processes in the organizational context [\u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e67\u003c/span\u003e] depend on the acquisition and use of knowledge [\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e68\u003c/span\u003e]. Leaders should be open to learning in this direction [\u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e69\u003c/span\u003e] and should do their job with enthusiasm. Many employees expect their jobs to add meaning to their lives [\u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e70\u003c/span\u003e]. At this point, leaders should be able to provide employees with job satisfaction and adapt to the institution they work for [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e, \u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e71\u003c/span\u003e]. According to the organizational support theory, the words and actions of leaders are not only the product of their own will but also a reflection of the perspective of the organization [\u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e72\u003c/span\u003e]. Leadership behavior has a significant impact on employee behavior, motivation, performance, and well-being [\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e73\u003c/span\u003e, \u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e74\u003c/span\u003e]. Managerial innovations and strategies create positive effects on organizational renewal and performance [\u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e75\u003c/span\u003e, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e76\u003c/span\u003e]. Leaders should not punish their subordinates unjustly [\u003cspan citationid=\"CR77\" class=\"CitationRef\"\u003e77\u003c/span\u003e]. Provided that they do not pacify their visibility [\u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e78\u003c/span\u003e], should not have sole authority in their organization [\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e]. They should be able to include subordinates in decision-making processes [\u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e79\u003c/span\u003e]. Leader candidates who can become leaders in the future should be able to emerge from among the staff raised by the leaders [\u003cspan citationid=\"CR80\" class=\"CitationRef\"\u003e80\u003c/span\u003e]. The leaders should not take the standard point of view and should be open to change.\u003c/p\u003e \u003cp\u003eAs the employees' perception of variability increases, the perception of agile leadership skills increases [\u003cspan citationid=\"CR81\" class=\"CitationRef\"\u003e81\u003c/span\u003e]. However, the emergence of intolerance to uncertainty among leaders, top managers, and staff (a component of VUCA), their poor cognitive flexibility, and a low tolerance for ambiguity result in the weakening of agile leadership in the VUCA environment to varying degrees. We can think of universities as businesses in terms of examining agile leadership in VUCA environments [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. The authors [\u003cspan additionalcitationids=\"CR83 CR84 CR85 CR86\" citationid=\"CR82\" class=\"CitationRef\"\u003e82\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR87\" class=\"CitationRef\"\u003e87\u003c/span\u003e] studied on management in public universities. Buchashvili et al. [\u003cspan citationid=\"CR88\" class=\"CitationRef\"\u003e88\u003c/span\u003e] discussed the need for updated leadership skills in the VUCA reality and the role of higher education in stepping forward to transform VUCA disruptions into VUCA possibilities. Yaşar [\u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e89\u003c/span\u003e] determined that the variables of gender, marital status, seniority, and time spent in the institution were effective on the servant leadership perceptions of academicians. Ko\u0026ccedil;oğlu et al. [\u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e90\u003c/span\u003e] determined the differences in innovation abilities of the demographic factors of the employees (such as gender, marital status, and working time). Gender differences affect leader behaviors [\u003cspan citationid=\"CR91\" class=\"CitationRef\"\u003e91\u003c/span\u003e, \u003cspan citationid=\"CR92\" class=\"CitationRef\"\u003e92\u003c/span\u003e]. The authors [\u003cspan additionalcitationids=\"CR94\" citationid=\"CR93\" class=\"CitationRef\"\u003e93\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR95\" class=\"CitationRef\"\u003e95\u003c/span\u003e] have conducted studies examining leadership in the workforce from a gender perspective.\u003c/p\u003e \u003cp\u003eProviding psychological empowerment, especially in the public sector, increases organizational performance [\u003cspan citationid=\"CR96\" class=\"CitationRef\"\u003e96\u003c/span\u003e]. Awareness and self-leadership strategies can also improve psychological capital and increase job engagement [\u003cspan citationid=\"CR97\" class=\"CitationRef\"\u003e97\u003c/span\u003e]. Organizations struggle to cope with rapidly changing environments and more complex and interconnected information sets. In this environment, a cyclical interaction through learning from experience, reasoning, and engaging in a mutual learning process becomes increasingly important for organizational learning within organizations [\u003cspan citationid=\"CR98\" class=\"CitationRef\"\u003e98\u003c/span\u003e]. To effectively manage planned change and to understand the differences in leaders' responses to it, it is important to understand how change is cognitively represented by organizational members [\u003cspan citationid=\"CR99\" class=\"CitationRef\"\u003e99\u003c/span\u003e]. Employees at all organizational levels have influence over their subordinates, colleagues and even their bosses [\u003cspan citationid=\"CR100\" class=\"CitationRef\"\u003e100\u003c/span\u003e]. Decades of research have shown that people can reach completely different perceptions within the group hierarchy in the same social situations [\u003cspan citationid=\"CR101\" class=\"CitationRef\"\u003e101\u003c/span\u003e]. Different perceptions need to be managed and examined effectively [\u003cspan citationid=\"CR102\" class=\"CitationRef\"\u003e102\u003c/span\u003e]. Most of the research on development in organizations has been done on promoting development between managers and employees [\u003cspan citationid=\"CR103\" class=\"CitationRef\"\u003e103\u003c/span\u003e]. Although there are studies in which managers are evaluated from the eyes of the employees, there is no study in which this evaluation is made on the agility of the leader. When the leadership literature is examined, few studies deal with the concepts/issues of VUCA and agile leadership together. A study examining agile leadership in the university sample could not be found in the references accessed. In this study, unlike other studies carried out in the literature, the concepts of VUCA and agile leadership were examined together in a university sample. Addressing a business concept from the perspective of the university in the administrative dimension makes the research unique. It is thought that determining the effect of leadership activities carried out in the VUCA world on the academic, administrative, and administrative system, and creating a perspective on the academic world will contribute to the literature.\u003c/p\u003e \u003cp\u003eFactors such as increasing digitalization, rapidly developing technology, post-pandemic transformation in education, and global competition force universities to operate in an ever-changing environment. At this point, university administrators, academics, and student leaders should develop an awareness of how to act in an environment of uncertainty and possess agile leadership skills. Since the business world of the future will be shaped under VUCA conditions, adopting an agile leadership approach in universities will support students by preparing them for a successful business life. In order for universities to adapt quickly to changing conditions, increase the quality of education, and remain competitive at the international level, they need to adopt an agile management approach.\u003c/p\u003e \u003cp\u003eConsidering that events with VUCA features such as COVID-19 or earthquakes have occurred in the region where the University is located in the last few years, the negative effects on the efficiency of the functioning and the flow of work at the university subject of the study have revealed the need for this study. In addition, this research was conducted to prevent the negative impact on the education and academic achievements of the university within the superior-subordinate relationship of the personnel. Thanks to this research, within the scope of a subject that has been little studied in the literature before, the working efficiency of the staff and the university can be increased with the agile leadership perspective in the VUCA environment in public \u0026amp; academia and harmonious action between the staff can be ensured. This study can guide future VUCA studies in the public \u0026amp; university field. The theoretical justification for this research is that leadership approaches need to be rethought in VUCA environments, agile leadership has come to the fore in recent years, and yet this relationship has not been sufficiently researched in the university context. In this direction, this study aimed to determine the VUCA perceptions of the staff working in the academic and administrative staff at a state university in Turkey, regarding the working environments they are in, and to determine the leadership skills in the VUCA environment from the perspective of the employees. In addition, it is aimed to increase the level of knowledge and awareness about VUCA.\u003c/p\u003e"},{"header":"2. Scope And Method","content":"\u003cp\u003eSince this study was conducted in a state university in Adana, Turkey, for the academic and administrative staff working in the spring term of the 2020\u0026ndash;2021 academic year, there is a time and sample limitation in the research. In line with the aim determined in the study, a questionnaire was prepared using appropriate measurement tools. The data of the research were obtained from the survey application via e-mail. At the same time, the survey questions were submitted to the survey application via e-mail. In this application, the principle of voluntariness and confidentiality is observed. For the survey consisting of 90 questions in total, the participants were asked to read all the questions carefully and answer them completely. Participants were informed that it would take an average of 10\u0026ndash;14 minutes to answer the questions. The questionnaire form used in the research consists of 7 parts and a total of 90 questions. The first part includes the principle of voluntariness and confidentiality. In the 2nd part of the questionnaire, there is a personal information form, in the 3rd, 4th, 5th, and 6th parts of the questionnaire, there are resistance to change, intolerance of uncertainty, cognitive flexibility, and ambiguity tolerance scales to measure the four components of the VUCA, and in the 7th part, the agile leadership scale.\u003c/p\u003e \u003cp\u003eIn this study, general questions were asked about gender distribution, (married/single) marital status, birth dates, education levels, working hours in the institution, staff qualifications in the institution (civil servant/contractual), and (academic/administrative) managerial characteristics of the 187 employees who participated in the survey. In addition to these, questions that can be evaluated within the scope of agile leadership/VUCA were asked of the employees. First of all, the mean scores of resistance to change, inhibitory anxiety, prospective anxiety, cognitive flexibility, tolerance to ambiguity, and then the standard deviations of all of the answers given to these questions were calculated.\u003c/p\u003e \u003cp\u003eIn this study, the scale adapted to Turkish culture to measure attitudes toward change [\u003cspan citationid=\"CR104\" class=\"CitationRef\"\u003e104\u003c/span\u003e] is the \u0026ldquo;Resistance to Change\u0026rdquo; scale developed by Oreg [\u003cspan citationid=\"CR105\" class=\"CitationRef\"\u003e105\u003c/span\u003e]. (7) strongly agree \u0026ndash; (1) strongly disagree seven-rated Likert Scale consists of a total of 15 items, three dimensional (affective, behavioral, cognitive resistance) and four reverse coded (RTC\u003csub\u003e3\u003c/sub\u003e, RTC\u003csub\u003e10\u003c/sub\u003e, RTC\u003csub\u003e14\u003c/sub\u003e, RTC\u003csub\u003e15\u003c/sub\u003e). The scale adapted to Turkish culture to measure intolerance to uncertainty is the \u0026ldquo;Intolerance of Uncertainty\u0026rdquo; scale developed by Carleton et al. [\u003cspan citationid=\"CR106\" class=\"CitationRef\"\u003e106\u003c/span\u003e]. There are 12 items in the scale, which consists of five scales and a two-dimensional prospective \u0026amp; inhibitory anxiety structure with the ends of \"(5) completely suitable for me\" and \"(1) not suitable for me at all\". The scale adapted to Turkish culture to measure cognitive flexibility is the \"Cognitive Flexibility Scale\" developed by Martin \u0026amp; Rubin [\u003cspan citationid=\"CR107\" class=\"CitationRef\"\u003e107\u003c/span\u003e]. This scale consists of 12 items in total. Four items (IOU\u003csub\u003e2\u003c/sub\u003e, IOU\u003csub\u003e3\u003c/sub\u003e, IOU\u003csub\u003e5\u003c/sub\u003e, IOU\u003csub\u003e10\u003c/sub\u003e) of this six-point Likert scale, scored between \u0026ldquo;6 (strongly agree)\u0026rdquo; \u0026ndash; \u0026ldquo;1 (strongly disagree)\u0026rdquo;, are reverse coded. The scale adapted to Turkish culture to measure ambiguity tolerance is \u0026ldquo;The Multiple Stimulus Types Ambiguity Tolerance Scale\u0026ndash;II (MSTAT\u0026ndash;II)\u0026rdquo; developed by McLain [\u003cspan citationid=\"CR108\" class=\"CitationRef\"\u003e108\u003c/span\u003e]. This scale consists of 13 items in total. Nine items (AT\u003csub\u003e1\u003c/sub\u003e, AT\u003csub\u003e2\u003c/sub\u003e, AT\u003csub\u003e3\u003c/sub\u003e, AT\u003csub\u003e4\u003c/sub\u003e, AT\u003csub\u003e5\u003c/sub\u003e, AT\u003csub\u003e6\u003c/sub\u003e, AT\u003csub\u003e9\u003c/sub\u003e, AT\u003csub\u003e11\u003c/sub\u003e, AT\u003csub\u003e12\u003c/sub\u003e) of this Likert-type scale, which has five ratings scored between \"5 (strongly agree)\" and \"1 (strongly disagree)\", are reverse coded.\u003c/p\u003e \u003cp\u003eIn this study, the \"Agile Leadership Scale\" developed by the author [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e] was used to measure the agility dimension of leaders. To develop this scale, data were obtained from a total of 679 volunteers from three sample groups consisting of individuals over the age of 18 working in companies operating in the Aegean and Marmara regions of Turkey and operating in the production sector, and these were analyzed. It was concluded that this agile leadership scale, which was developed according to all the results, is a valid and reliable scale that can be used for institutions and organizations operating in different sectors.\u003c/p\u003e \u003cp\u003eThis scale, consisting of 32 questions, was designed as a 5-point Likert scale in our study. The answers to the scale are \"strongly agree\" (5), \"agree\" (4), \"neither agree nor disagree\" (3), \"disagree\" (2), and \"strongly disagree\" (1). The existence of multivariate extreme values ​​in the data of 187 employees constituting the sample of the study was examined by calculating the \"Mahalonobis distance\" before the factor analysis applications to be used to ensure the construct validity of the scales. In this direction, the data of 12 participants, which were determined to be multivariate extreme values, were removed from the data set, and the data of the remaining 175 employees were evaluated in the analyses. In line with the data obtained, in this study, the relations between the perceptions of the employees towards the VUCA components and the perceptions of the managers towards the agile leadership skills were examined. In addition, it was also determined whether the perceptions of VUCA components and agile leadership skills differ according to the gender and marital status of the employees. The purposive sampling method was used in this study to select individuals, groups, or situations that could provide the most information about VUCA. This aimed to capture the opportunity to collect rich data from individuals relevant to the research topic. Purposive sampling was used to reach staff at a public university who could provide in-depth information about VUCA. This method was used to select individuals who would be most relevant to the research question or provide the most information, rather than just anyone. The types illustrate the selection logic. The hypotheses created in this framework are presented in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e. The results of the analysis of the survey questions were used in the evaluation of these hypotheses. Analysis results with significant correlations are presented in Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e3\u003c/span\u003e\u0026ndash;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e8\u003c/span\u003e with \"*\", \"**\", and \"***\" signs. For easier reading of the article, the title \"Investigation of Structural Validity of Agile Leadership Scale via CFA \u0026amp; EFA\" is presented as an Annex-1.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eCodes and relationship properties.\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"2\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eCodes\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eRelationship features\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH1\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the scores of resistance to change of the employees and the scores for the agile leadership's result orientation.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH1\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the inhibitory anxiety scores of the employees and the results-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH1\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the prospective anxiety scores of the employees and the results-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH1\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the cognitive flexibility scores of the employees and the results-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH1\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the results-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH2\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the employees' resistance to change scores and the team-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH2\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the team-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH2\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the prospective anxiety scores of the employees and the scores of the team-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH2\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the cognitive flexibility scores of the employees and the scores of the team-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH2\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the team-oriented sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH3\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the employees' resistance to change scores and the competency sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH3\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the agile leadership competency sub-dimension.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH3\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the prospective anxiety scores of the employees and the scores of the agile leadership competency sub-dimension.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH3\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the cognitive flexibility scores of the employees and the scores of the competency sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH3\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the competency sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH4\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the employees' resistance to change scores and their scores on the flexibility sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH4\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the flexibility sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH4\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the prospective anxiety scores of the employees and the scores of the flexibility sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH4\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the cognitive flexibility scores of the employees and the scores of the flexibility sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH4\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the flexibility sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH5\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the employees' resistance to change scores and the agile leadership's scores on the speediness sub-dimension.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH5\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the speediness sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH5\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the prospective anxiety scores of the employees and the scores of the speediness sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH5\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the cognitive flexibility scores of the employees and the scores of the speediness sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH5\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the ambiguity tolerance scores of the employees and the scores for the speediness sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH6\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the change-resistance scores of the employees and the scores of the agile leadership's change orientation sub-dimension.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH6\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the inhibitory anxiety scores of the employees and the scores of the change orientation sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH6\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the prospective anxiety scores of the employees and the scores of the change orientation sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH6\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the cognitive flexibility scores of the employees and the scores of the change orientation sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH6\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThere is a significant relationship between the ambiguity tolerance scores of the employees and the scores of the change orientation sub-dimension of agile leadership.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH7\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe employees' resistance to change scores differs significantly by gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH7\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe inhibitory anxiety scores of the employees differ significantly according to gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH7\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe prospective anxiety scores of the employees differ significantly by gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH7\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe cognitive flexibility scores of employees differ significantly by gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH7\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe ambiguity tolerance scores of the employees differ significantly by gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH8\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe employees' resistance to change scores differs significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH8\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe inhibitory anxiety scores of the employees differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH8\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe prospective anxiety scores of the employees differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH8\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe cognitive flexibility scores of employees differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH8\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe ambiguity tolerance scores of the employees differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH9\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the result-oriented sub-dimension of agile leadership differ significantly according to gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH9\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees on the team-oriented sub-dimension of agile leadership differ significantly according to gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH9\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the competency sub-dimension of agile leadership differ significantly by gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH9\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the flexibility sub-dimension of agile leadership differ significantly by gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH9\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the speediness sub-dimension of agile leadership differ significantly according to gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH9\u003c/b\u003e\u003csub\u003e\u003cb\u003ef\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees on the change orientation sub-dimension of agile leadership differ significantly by gender.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH10\u003c/b\u003e\u003csub\u003e\u003cb\u003ea\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the result-oriented sub-dimension of agile leadership differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH10\u003c/b\u003e\u003csub\u003e\u003cb\u003eb\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees on the team-oriented sub-dimension of agile leadership differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH10\u003c/b\u003e\u003csub\u003e\u003cb\u003ec\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the competency sub-dimension of agile leadership differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH10\u003c/b\u003e\u003csub\u003e\u003cb\u003ed\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the flexibility sub-dimension of agile leadership differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH10\u003c/b\u003e\u003csub\u003e\u003cb\u003ee\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the swiftness sub-dimension of agile leadership differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eH10\u003c/b\u003e\u003csub\u003e\u003cb\u003ef\u003c/b\u003e\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe scores of the employees regarding the change orientation sub-dimension of agile leadership differ significantly according to marital status.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eThe averages of the total scores of the employees for the perception of VUCA and agile leadership.\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"14\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c11\" colnum=\"11\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c12\" colnum=\"12\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c13\" colnum=\"13\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c14\" colnum=\"14\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eScales\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e \u003cp\u003en\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003eMean\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003eStandard deviation\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c11\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eMin.\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c12\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eMax.\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c13\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003et\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c14\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003ep\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eScales for VUCA components\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eSingle\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eMarried\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eAll\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eSingle\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eMarried\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eAll\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c8\"\u003e \u003cp\u003eSingle\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c9\"\u003e \u003cp\u003eMarried\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c10\"\u003e \u003cp\u003eAll\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eResistance to change\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e31.10\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e30.64\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e30.82\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e13.99\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e13.13\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e13.44\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e11\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e73\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e0.216\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.829\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eInhibitory anxiety\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e18.82\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e20.59\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e19.90\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e6.64\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e6.28\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e6.46\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e35\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-1.758\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.081\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eProspective anxiety\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e9.55\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e10.87\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e10.36\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e3.06\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e2.74\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e2.93\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e15\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-2.890*\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.005\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eCognitive flexibility\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e43.89\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e44.45\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e44.24\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e6.61\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e6.22\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e6.36\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e17\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e54\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-0.559\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.577\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eAmbiguity tolerance\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e34.75\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e34.61\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e34.66\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e6.55\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e7.21\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e6.94\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e21\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e53\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e0.126\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.900\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eSub-dimensions of agile leadership\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eResult oriented\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e25.61\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e28.40\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e27.30\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e7.58\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e8.36\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e8.06\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e40\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-2.266*\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.025\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eTeam oriented\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e25.17\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e28.35\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e27.14\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e7.61\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e9.10\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e8.51\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e40\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-2.444*\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.016\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eCompetence\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e16.75\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e18.75\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e17.73\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e4.45\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e5.04\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e4.79\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e25\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-2.238\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.027\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eFlexibility\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e16.41\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e17.92\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e17.33\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e4.56\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e5.05\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e4.82\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e25\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-2.035*\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.044\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eSpeediness\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e10.33\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e11.25\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e10.89\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e2.77\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e3.23\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e3.04\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e15\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-1.951\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e0.053\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eChange oriented\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e68\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e107\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e175\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e10.16\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e10.16\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e10.80\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e2.78\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e3.28\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e3.06\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e15\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003e-2.278*\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e-2.278*\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 8\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eEFA results in resistance to change, intolerance, cognitive flexibility, and tolerance for ambiguity scale.\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"20\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c11\" colnum=\"11\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c12\" colnum=\"12\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c13\" colnum=\"13\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c14\" colnum=\"14\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c15\" colnum=\"15\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c16\" colnum=\"16\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c17\" colnum=\"17\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c18\" colnum=\"18\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c19\" colnum=\"19\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c20\" colnum=\"20\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"4\" nameend=\"c4\" namest=\"c1\"\u003e \u003cp\u003eNo.I, F\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"4\" nameend=\"c8\" namest=\"c5\"\u003e \u003cp\u003eNo.II, F\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"4\" nameend=\"c12\" namest=\"c9\"\u003e \u003cp\u003eNo.II, F\u003csub\u003e2\u003c/sub\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"4\" nameend=\"c16\" namest=\"c13\"\u003e \u003cp\u003eNo.III, F\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"4\" nameend=\"c20\" namest=\"c17\"\u003e \u003cp\u003eNo.IV, F\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eT\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eX\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eY\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eZ\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eT\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eX\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eY\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c8\"\u003e \u003cp\u003eZ\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c9\"\u003e \u003cp\u003eT\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c10\"\u003e \u003cp\u003eX\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c11\"\u003e \u003cp\u003eY\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c12\"\u003e \u003cp\u003eZ\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c13\"\u003e \u003cp\u003eT\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c14\"\u003e \u003cp\u003eX\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c15\"\u003e \u003cp\u003eY\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c16\"\u003e \u003cp\u003eZ\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c17\"\u003e \u003cp\u003eT\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c18\"\u003e \u003cp\u003eX\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c19\"\u003e \u003cp\u003eY\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c20\"\u003e \u003cp\u003eZ\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eRTC\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\" morerows=\"10\" rowspan=\"11\"\u003e \u003cp\u003e58.426\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\" morerows=\"10\" rowspan=\"11\"\u003e \u003cp\u003e6.427\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.742\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eIOU\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\" morerows=\"6\" rowspan=\"7\"\u003e \u003cp\u003e31.850\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\" morerows=\"6\" rowspan=\"7\"\u003e \u003cp\u003e3.185\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e0.504\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eIOU\u003csub\u003e3\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\" morerows=\"2\" rowspan=\"3\"\u003e \u003cp\u003e18.320\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\" morerows=\"2\" rowspan=\"3\"\u003e \u003cp\u003e1.832\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003e0.568\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003eCF\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e \u003cp\u003e43.288\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c15\"\u003e \u003cp\u003e3.896\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c16\"\u003e \u003cp\u003e0.519\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c17\"\u003e \u003cp\u003eAT\u003csub\u003e1\u003c/sub\u003e (R)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c18\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c19\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c20\"\u003e \u003cp\u003e0.627\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eRTC\u003csub\u003e2\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.780\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eIOU\u003csub\u003e6\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e0.373\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e 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colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c15\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c16\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c17\"\u003e \u003cp\u003eAT\u003csub\u003e11\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c18\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c19\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c20\"\u003e \u003cp\u003e0.626\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eRTC\u003csub\u003e13\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.797\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c14\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c15\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c16\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c17\"\u003e \u003cp\u003eAT\u003csub\u003e12\u003c/sub\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c18\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c19\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c20\"\u003e \u003cp\u003e0.698\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"20\"\u003e\u003cb\u003eT\u003c/b\u003e: Factors and items; \u003cb\u003eX\u003c/b\u003e: Explained variance (%), \u003cb\u003eY\u003c/b\u003e: Self worth (Λ); \u003cb\u003eZ\u003c/b\u003e: Factor loads; \u003cb\u003eNo.I\u003c/b\u003e: EFA Results for the Scale of Resistance to Change (Maximum Likelihood method, χ2:244.214, df:44, χ2/df:5.55, p:0.000), \u003cb\u003eF\u003c/b\u003e\u003csub\u003e\u003cb\u003e1\u003c/b\u003e\u003c/sub\u003e: Resistance to change (α\u0026thinsp;=\u0026thinsp;0.934); \u003cb\u003eNo.II\u003c/b\u003e: EFA Results on the Intolerance of Uncertainty Scale (Maximum Likelihood method, χ2:32.576, df:26, χ2/df:1.25, p:0.175), \u003cb\u003eF\u003c/b\u003e\u003csub\u003e\u003cb\u003e1\u003c/b\u003e\u003c/sub\u003e: Inhibitory anxiety (α\u0026thinsp;=\u0026thinsp;0.860), \u003cb\u003eF\u003c/b\u003e\u003csub\u003e\u003cb\u003e2\u003c/b\u003e\u003c/sub\u003e: Prospective anxiety (α\u0026thinsp;=\u0026thinsp;0.745); \u003cb\u003eNo.III\u003c/b\u003e: EFA Results for the Cognitive Flexibility Scale (Maximum Likelihood method (χ2:72.536, df:27, χ2/df:2.68, p:0.000)), \u003cb\u003eF\u003c/b\u003e\u003csub\u003e\u003cb\u003e1\u003c/b\u003e\u003c/sub\u003e: Cognitive flexibility (α\u0026thinsp;=\u0026thinsp;0.935); \u003cb\u003eNo.IV\u003c/b\u003e: EFA Results for Ambiguity Tolerance Scale (Maximum Likelihood method, χ2:134.303, df:44, χ2/df:3.05, p:0.000), \u003cb\u003eF\u003c/b\u003e\u003csub\u003e\u003cb\u003e1\u003c/b\u003e\u003c/sub\u003e: Ambiguity tolerance (α\u0026thinsp;=\u0026thinsp;0.812).\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eTable\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e. Codes and relationship properties.\u003c/p\u003e"},{"header":"3. Analysis of Research Data and Findings","content":"\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\n\u003ch2\u003e3.1 Model of the Research\u003c/h2\u003e\n\u003cp\u003eThis research, which is a quantitative study, is in a relational screening design because of the relationship between the perceptions of academic and administrative staff on VUCA components and the perceptions of managers on agile leadership skills. It is a cross-sectional study because the data were collected over a certain period. The relationships between perceptions of VUCA components and perceptions of agile leadership dimensions and their effects on each other are presented in the research model given in Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e1\u003c/span\u003e.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e\n\u003ch2\u003e3.2. Analysis of Research Data\u003c/h2\u003e\n\u003cp\u003eThe data obtained in the research were analyzed using SPSS (Statistical Package for Social Sciences) 25.0 and (Analysis of Moment Structures) AMOS 21.0 statistical package programs. Frequency, percentage distribution, mean, and standard deviation were used as descriptive statistical methods in the evaluation of the data. Before statistical tests, whether or not multivariate extreme values were present in the analyzed data set was checked by calculating the \u0026ldquo;Mahalonobis distance\u0026rdquo;. 12 multivariate extreme values were removed from the data set. Thus, the remaining 175 data were analyzed. It was decided whether the scales were suitable for normal distribution by examining the kurtosis and skewness values. It was determined that the kurtosis and skewness values of the scores obtained from the scales were between \u0026plusmn;\u0026thinsp;3. For this reason, parametric tests were used in the analysis [\u003cspan class=\"CitationRef\"\u003e109\u003c/span\u003e]. To test the validity and reliability of the scales, item analysis, EFA, and CFA were applied. The Independent Samples T Test and Pearson Correlation Analysis were used to testing the hypotheses. In the analysis of the data, p\u0026thinsp;\u0026lt;\u0026thinsp;0.05 was taken as statistical significance.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec6\" class=\"Section2\"\u003e\n\u003ch2\u003e3.3. Results\u003c/h2\u003e\n\u003cp\u003eThe demographic characteristics of the 175 people who participated in the study are presented in Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e. Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e7\u003c/span\u003e shows that the sample was young, mostly male, had a bachelor's degree, was married, and was predominantly an academic. The majority of the 175 university personnel included in the sample were those who were born between 1980\u0026ndash;1999 (70.3%), those who were male (53.7%), those who completed their graduate education (72.0%), and those who were married (61.1%). Those who work in the institution for 6\u0026ndash;10 years (64.6%), and those who are academicians (58.9%) (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e). When we look more comprehensively at the status subheading in the distribution of the demographic characteristics of employees in Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e, it can be classified as follows:\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003ctable id=\"Tab4\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eDistribution of demographic characteristics of the participants (n\u0026thinsp;=\u0026thinsp;175).\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eCriteria\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eGroups\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eFrequency (n)\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003ePercentage distribution (%)\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"3\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eYear of birth\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1946\u0026ndash;1964\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.4\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1965\u0026ndash;1979\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e46\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e26.3\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1980\u0026ndash;1999\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e123\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e70.3\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eGender\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eFemale\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e46.3\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eMale\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e53.7\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"4\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eEducational level\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eHigh school\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.0\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eAssociate degree\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.3\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eUndergraduate\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e38\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e21.7\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ePostgraduate\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e126\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e72.0\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eMarital status\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eMarried\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e61.1\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eSingle\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e38.9\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"3\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eWorking time in the university\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eLess than 1 year\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.4\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1\u0026ndash;5 years\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e56\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e32.0\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6\u0026ndash;10 years\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e113\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e64.6\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"5\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eStatus\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eOfficials\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e37\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e21.1\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eContractual\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e9\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.1\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eAcademician\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e103\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e58.9\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eAdministrator (Academician)\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.6\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eAdministrator (administrative)\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e18\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.3\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTotal\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e100.0\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003c/div\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cp\u003eCivil servant: Librarian, engineer, doctor, nurse, psychologist, computer operator, data preparation control officer, programmer, technician, cook, coach, driver.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli\u003e\n\u003cp\u003eContracted personnel: Janitor and Office staff.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli\u003e\n\u003cp\u003eAcademician: Professor, Associate Professor, Assistant Professor, Research Assistant, Lecturer, Expert and Assistant Expert.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli\u003e\n\u003cp\u003eAdministrator (Academician): Rector, Vice Rectors, Dean, Deputy Deans, Heads of Departments, Institute Directors and Deputy Directors, Vocational School Directors and Deputy Directors, Faculty Representatives.\u003c/p\u003e\n\u003c/li\u003e\n\u003cli\u003e\n\u003cp\u003e\u0026nbsp;Manager (Administrative): Secretary General and the Secretary\u0026rsquo;s assistants, private secretariat, legal advisors, revolving fund directorate, department heads, faculty secretary, director, chief..\u003c/p\u003e\n\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eParticipants' sub-dimension means regarding their perception of agile leadership are presented in Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e3\u003c/span\u003e. It is observed that participants attach the most importance to results and team orientation in agile leadership, while they have a relatively lower perception of speed and change orientation. Employees' averages for VUCA components are as follows: The mean scores of the participants for the VUCA components are as follows: The mean resistance to change score is 30.97 and the standard deviation is 13.45, the mean inhibitory anxiety score is 19.94 and the standard deviation is 6.47, the mean anti-prospective anxiety score is 10.38, and the standard deviation is 2.93, mean cognitive flexibility score was 44.20 and standard deviation was 6.36, ambiguity tolerance score was 34.61 and standard deviation was 6.94. The average of the employees' perception of agile leadership is as follows: The mean score of the perception towards results orientation is 27.30 and the standard deviation is 8.06, the mean score of the perception towards team orientation is 27.14 and the standard deviation is 8.51, the mean score of the perception towards competence is 17.73 and the standard deviation is 4.79, the mean score of 17.33 and standard deviation of 4.82, the mean score of perception for speediness was found to be 10.89 and standard deviation of 3.04, the mean score of perception for change orientation was calculated to be 10.80 and standard deviation of 3.06 (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e3\u003c/span\u003e).\u003c/p\u003e\n\u003cp\u003eTable\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e3\u003c/span\u003e. The averages of the total scores of the employees for the perception of VUCA and agile leadership.\u003c/p\u003e\n\u003ctable width=\"604\"\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003e\u003cstrong\u003eScales\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd colspan=\"3\" width=\"118\"\u003e\n\u003cp\u003e\u003cstrong\u003en\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd colspan=\"3\" width=\"134\"\u003e\n\u003cp\u003e\u003cstrong\u003eMean\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd colspan=\"3\" width=\"114\"\u003e\n\u003cp\u003e\u003cstrong\u003eStandard deviation\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd rowspan=\"2\" width=\"28\"\u003e\n\u003cp\u003e\u003cstrong\u003eMin.\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd rowspan=\"2\" width=\"30\"\u003e\n\u003cp\u003e\u003cstrong\u003eMax.\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd rowspan=\"2\" width=\"44\"\u003e\n\u003cp\u003e\u003cstrong\u003et\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd rowspan=\"2\" width=\"46\"\u003e\n\u003cp\u003e\u003cstrong\u003ep\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003e\u003cstrong\u003eScales for VUCA components\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e\u003cstrong\u003eSingle\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e\u003cstrong\u003eMarried\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e\u003cstrong\u003eAll\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e\u003cstrong\u003eSingle\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e\u003cstrong\u003eMarried\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e\u003cstrong\u003eAll\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e\u003cstrong\u003eSingle\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e\u003cstrong\u003eMarried\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e\u003cstrong\u003eAll\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eResistance to change\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e31.10\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e30.64\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e30.82\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e13.99\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e13.13\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e13.44\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e11\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e73\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e0.216\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.829\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eInhibitory anxiety\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e18.82\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e20.59\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e19.90\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e6.64\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e6.28\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e6.46\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e7\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e35\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-1.758\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.081\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eProspective anxiety\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e9.55\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e10.87\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e10.36\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e3.06\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e2.74\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e2.93\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e3\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e15\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-2.890*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.005\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eCognitive flexibility\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e43.89\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e44.45\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e44.24\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e6.61\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e6.22\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e6.36\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e17\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e54\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-0.559\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.577\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eAmbiguity tolerance\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e34.75\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e34.61\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e34.66\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e6.55\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e7.21\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e6.94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e21\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e53\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e0.126\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.900\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003e\u003cstrong\u003eSub-dimensions of agile leadership\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eResult oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e25.61\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e28.40\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e27.30\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e7.58\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e8.36\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e8.06\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e8\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e40\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-2.266*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.025\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eTeam oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e25.17\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e28.35\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e27.14\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e7.61\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e9.10\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e8.51\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e8\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e40\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-2.444*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.016\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eCompetence\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e16.75\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e18.75\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e17.73\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e4.45\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e5.04\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e4.79\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e5\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-2.238\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.027\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eFlexibility\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e16.41\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e17.92\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e17.33\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e4.56\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e5.05\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e4.82\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e5\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-2.035*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.044\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eSpeediness\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e10.33\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e11.25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e10.89\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e2.77\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e3.23\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e3.04\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e3\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e15\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-1.951\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e0.053\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd width=\"91\"\u003e\n\u003cp\u003eChange oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"39\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"49\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"55\"\u003e\n\u003cp\u003e10.16\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e10.16\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e10.80\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"36\"\u003e\n\u003cp\u003e2.78\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"43\"\u003e\n\u003cp\u003e3.28\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"35\"\u003e\n\u003cp\u003e3.06\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"28\"\u003e\n\u003cp\u003e3\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"30\"\u003e\n\u003cp\u003e15\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"44\"\u003e\n\u003cp\u003e-2.278*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd width=\"46\"\u003e\n\u003cp\u003e-2.278*\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003c/div\u003e"},{"header":"4. Conclusions","content":"\u003cp\u003eTables\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e and \u003cspan class=\"InternalRef\"\u003e5\u003c/span\u003e present correlations between the sub-dimensions of agile leadership and VUCA components. Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e demonstrates that all sub-dimensions of agile leadership are complementary and emerge together. Considering Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e5\u003c/span\u003e, there is no significant correlation between the VUCA components and the sub-dimensions of agile leadership. The only significant correlation is between cognitive flexibility and speed. The results of the correlation analysis of the relationships between the VUCA components are as follows: Statistically significant and positive correlations were found between resistance to change and inhibitory anxiety (r\u0026thinsp;=\u0026thinsp;0.355) and prospective anxiety (r\u0026thinsp;=\u0026thinsp;0.338) scores. Statistically significant and negative correlations were found between cognitive flexibility (r=-0.231, p\u0026thinsp;=\u0026thinsp;0.002) and ambiguity tolerance (r=-0.445) scores. A statistically significant and positive relationship was found between inhibitory anxiety and prospective anxiety scores (r\u0026thinsp;=\u0026thinsp;0.531), and a statistically significant and negative relationship was found between ambiguity tolerance scores (r=-0.574). A statistically significant and negative correlation was found between prospective anxiety and ambiguity tolerance scores (r=-0.294). A statistically significant and positive correlation was found (r\u0026thinsp;=\u0026thinsp;0.323, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01) between ambiguity tolerance and cognitive flexibility scores (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e). The results of the correlation analysis of the relations between the sub-dimensions of agile leadership are as follows:\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003ctable id=\"Tab6\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eCorrelation analysis results between VUCA components and agile leadership sub-dimensions.\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eVUCA components\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e1\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e2\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e3\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e4\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e5\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1. Resistance to change\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2. Inhibitory anxiety\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.355**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3. Prospective anxiety\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.338**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.531**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4. Cognitive flexibility\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.231*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.148\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.082\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5. Ambiguity tolerance\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.445**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.574**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.294**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.323**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eSub-dimensions of agile leadership\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e5\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1. Result oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2. Team oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.907**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3. Competence\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.837**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.858**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4. Flexibility\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.785**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.836**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.873**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5. Speediness\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.815**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.826**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.877**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.834**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e-\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6. Change oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.749**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.795**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.875**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.799**\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.870**\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003ctable id=\"Tab7\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eCorrelation analysis results between VUCA components and agile leadership perception.\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eScales\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eResult oriented\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eTeam oriented\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eCompetence\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eFlexibility\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eSpeediness\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eChange oriented\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003er\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eP\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eR\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003er\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003er\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003er\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003er\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eResistance to change\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.064\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.399\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.058\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.443\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.012\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.875\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.013\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.864\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.038\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.619\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.003\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.970\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eInhibitory anxiety\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.033\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.660\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.039\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.604\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.050\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.515\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.087\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.251\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.094\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.216\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.041\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.588\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eProspective anxiety\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.061\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.424\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.064\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.402\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.016\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.839\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.060\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.432\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.046\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.550\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.026\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.737\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCognitive flexibility\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.113\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.136\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.129\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.088\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.091\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.232\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.139\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.066\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.165*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.029\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.118\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.119\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAmbiguity tolerance\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.079\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.299\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.066\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.387\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.054\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.482\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.051\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.502\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.069\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.362\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.087\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.254\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eStatistically significant and positive relationships were found between the perception of result orientation and other perceptions, respectively: Perception of team orientation (r\u0026thinsp;=\u0026thinsp;0.907), perception of competence (r\u0026thinsp;=\u0026thinsp;0.837), perception of flexibility (r\u0026thinsp;=\u0026thinsp;0.785), with the perception of swiftness (r\u0026thinsp;=\u0026thinsp;0.815) and the perception of change orientation (r\u0026thinsp;=\u0026thinsp;0.749). Statistically significant and positive relationships were found between the perception of team orientation and other perceptions, respectively: Perception towards competence (r\u0026thinsp;=\u0026thinsp;0.858), perception towards flexibility (r\u0026thinsp;=\u0026thinsp;0.836), perception towards speediness (r\u0026thinsp;=\u0026thinsp;0.826), and perception towards change orientation. (r\u0026thinsp;=\u0026thinsp;0.795). Statistically significant and positive relationships were found between the perception of competence and other perceptions, respectively: Perception of flexibility (r\u0026thinsp;=\u0026thinsp;0.873), perception of speediness (r\u0026thinsp;=\u0026thinsp;0.877), and perception of change orientation (r\u0026thinsp;=\u0026thinsp;0.875). Statistically significant and positive correlations were found between the perception of flexibility and the perception of speediness (r\u0026thinsp;=\u0026thinsp;0.834) and the perception of change orientation (r\u0026thinsp;=\u0026thinsp;0.799). A statistically significant and positive relationship was found between the perception of speed and the perception of change orientation (r\u0026thinsp;=\u0026thinsp;0.870) (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e). There was no statistically significant relationship between resistance to change, inhibitory and prospective anxiety, ambiguity tolerance scores and perceptions of results, team orientation, change orientation, competence, flexibility, and speediness (p\u0026thinsp;\u0026gt;\u0026thinsp;0.05). (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e5\u003c/span\u003e).\u003c/p\u003e\n\u003cp\u003eAn Independent Samples T Test was applied to determine whether employees' perceptions of VUCA components differ according to gender (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e6\u003c/span\u003e). There is no significant difference between men and women in terms of resistance to change, inhibitory anxiety, anticipatory anxiety, and cognitive flexibility. There is a significant difference in the tolerance for ambiguity variable. The mean score for men (mean\u0026thinsp;=\u0026thinsp;35.75) is higher than for women (mean\u0026thinsp;=\u0026thinsp;33.43). This result suggests that men are more able to tolerate uncertain and ambiguous situations than women. It can be said that female participants, in particular, have a higher perception of results-orientedness than men, while there are no significant gender differences in other dimensions.\u0026nbsp;\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003ctable id=\"Tab8\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 6\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eT-test results of employees' perceptions of VUCA components and agile leadership according to gender.\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eScales\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eMean\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eStandard deviation\u003c/p\u003e\n\u003c/th\u003e\n\u003cth rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003et\u003c/p\u003e\n\u003c/th\u003e\n\u003cth rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eScales for VUCA components\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eFemale\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eMale\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eFemale\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eMale\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eFemale\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eMale\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eResistance to change\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e32.92\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e29.29\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e13.18\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e13.51\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-1.790\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.075\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInhibitory anxiety\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e20.25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e19.68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.22\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.69\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.588\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.557\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eProspective anxiety\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.04\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.67\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.88\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.97\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1.397\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.164\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eCognitive flexibility\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e43.75\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e44.58\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.58\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.17\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.862\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.390\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eAmbiguity tolerance\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e33.29\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e35.75\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.40\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.22\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.366*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.019\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eSub-dimensions of agile leadership\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eResult oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e28.56\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e26,21\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.62\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8.31\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-1.941\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.054\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eTeam oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e28.44\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e26.02\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.66\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e9.07\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-1.891\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.060\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eCompetence\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e18.25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.27\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.47\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.02\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-1.356\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.177\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eFlexibility\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.71\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.00\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.58\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.03\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.978\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.330\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eSpeediness\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11.30\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.54\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.79\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.21\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-1.668\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.097\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eChange oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11.08\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.56\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.79\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.27\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-1.125\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.262\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eIt has been determined that the mean scores of ambiguity tolerance according to the gender of the employees show a statistically significant difference (p\u0026thinsp;\u0026lt;\u0026thinsp;0.05). Accordingly, it is seen that women's perceptions of result-orientedness are higher than men's (p\u0026thinsp;\u0026lt;\u0026thinsp;0.05). Women perceive their managers as more result-oriented leaders than men. The H7\u003csub\u003ee\u003c/sub\u003e hypothesis is supported by research findings. It is seen that men have a higher tolerance for ambiguity than women. It was determined that the mean scores of resistance to change, inhibitory and prospective anxiety and cognitive flexibility did not differ according to gender (p\u0026thinsp;\u0026gt;\u0026thinsp;0.05). Independent Sample T Test was applied to determine whether the employees' perception of agile leadership differs according to gender. According to the gender of the employees, it was determined that the perceptions of result orientation, team orientation, competence, speediness, flexibility and change orientation did not differ statistically (p\u0026thinsp;\u0026gt;\u0026thinsp;0.05). The H9\u003csub\u003ea\u003c/sub\u003e hypothesis is supported by research findings. It is seen that women's perceptions of result-orientedness are higher than men's. It was determined that the perception of team-oriented, change-oriented, competence, speediness, flexibility, and change orientation did not differ significantly according to gender (p\u0026thinsp;\u0026gt;\u0026thinsp;0.05). (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e6\u003c/span\u003e).\u003c/p\u003e\n\u003cp\u003eThe differences in participants' scores for the VUCA components by marital status (t-test) are presented in Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e7\u003c/span\u003e. This result indicates that married participants have higher future concerns than single participants. Regarding the differences in participants' perceptions of agile leadership by marital status, married individuals appear to have higher scores in agile leadership than single individuals. This can be interpreted as suggesting that married life can instill in individuals a greater sense of responsibility, cooperation, and the ability to adapt to change.\u003c/p\u003e\n\u003cp\u003eIt was determined that the prospective anxiety score averages of the employees differed statistically significantly according to their marital status (p\u0026thinsp;\u0026lt;\u0026thinsp;0.05). The H8\u003csub\u003ec\u003c/sub\u003e hypothesis was supported by research findings. It is seen that the future anxiety of married people is higher than that of singles. It was determined that the mean scores of resistance to change, inhibitory anxiety, cognitive flexibility, and ambiguity tolerance did not differ significantly according to marital status (p\u0026thinsp;\u0026gt;\u0026thinsp;0.05). To determine whether the perception of the employees towards agile leadership differs according to marital status, the independent sample t-test was applied. According to the marital status of the employees, it was determined that the perceptions of result-oriented, team-oriented, change-oriented, and flexibility differ statistically significantly (p\u0026thinsp;\u0026lt;\u0026thinsp;0.05). H10\u003csub\u003ea,b,d,f\u003c/sub\u003e supported by research findings. It is seen that the perceptions of result-oriented, team-oriented, change-oriented, and flexibility of married people are higher than singles. It was determined that the perception of competence and speed did not differ significantly according to gender. (p\u0026thinsp;\u0026gt;\u0026thinsp;0.05) (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e7\u003c/span\u003e).\u003c/p\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003ctable id=\"Tab5\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 7\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eThe t-test results of the difference between the employees' perception of VUCA and agile leadership according to marital status.\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eScales\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"3\" align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"3\" align=\"left\"\u003e\n\u003cp\u003eMean\u003c/p\u003e\n\u003c/th\u003e\n\u003cth colspan=\"3\" align=\"left\"\u003e\n\u003cp\u003eStandard deviation\u003c/p\u003e\n\u003c/th\u003e\n\u003cth rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eMin.\u003c/p\u003e\n\u003c/th\u003e\n\u003cth rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003eMax.\u003c/p\u003e\n\u003c/th\u003e\n\u003cth rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003et\u003c/p\u003e\n\u003c/th\u003e\n\u003cth rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eScales for VUCA components\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eSingle\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eMarried\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eAll\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eSingle\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eMarried\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eAll\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eSingle\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eMarried\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eAll\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eResistance to change\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e31.02\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e30.89\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e30.82\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e13.99\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e13.15\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e13.44\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e73\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.098\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.922\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInhibitory anxiety\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e18.82\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e20.66\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e19.90\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.64\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.28\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.46\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e35\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1.846\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.067\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eProspective anxiety\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e9.55\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.90\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.36\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.06\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.74\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.93\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e15\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.025*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.003\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eCognitive flexibility\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e43.89\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e44.39\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e44.24\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.61\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.22\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.36\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e54\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.501\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.617\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eAmbiguity tolerance\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e34.75\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e34.53\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e34.66\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.55\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.21\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.94\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e21\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e53\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-0.201\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.841\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eSub-dimensions of agile leadership\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eResult oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e25.61\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e28.37\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e27.32\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.81\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8.07\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8.07\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e40\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.228*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.027\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eTeam oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e25.17\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e28.39\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e27.12\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8.25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8.47\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8.50\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e40\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.472*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.014\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eCompetence\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e16.75\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e18.35\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.73\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.41\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.93\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.79\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.183\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.030\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eFlexibility\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e16.41\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.91\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.33\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.56\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.80\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.77\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.026*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.044\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eSpeediness\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.33\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11.25\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.89\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.02\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.02\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.04\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e15\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1.951\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.053\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eChange oriented\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e68\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e175\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.16\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.16\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.80\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.89\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.11\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.06\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e15\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.241*\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.026\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003eThe results of the research revealed that there was no relationship between the VUCA components of the employees (resistance to change, inhibitory and prospective anxiety, tolerance of ambiguity) and their perceptions of the 6 sub-dimensions of agile leadership. On the other hand, only cognitive flexibility levels and perceptions of agile leadership's speediness dimension were determined to be correlated. First (H1\u003csub\u003ea,b,c,d,e\u003c/sub\u003e), second (H2\u003csub\u003ea,b,c,d,e\u003c/sub\u003e), third (H3\u003csub\u003ea,b,c,d,e\u003c/sub\u003e), fourth (H4\u003csub\u003ea,b,c,d,e\u003c/sub\u003e), fifth (H5\u003csub\u003ea,b,c,e\u003c/sub\u003e) and sixth (H6\u003csub\u003ea,b,c,d,e\u003c/sub\u003e) hypotheses were not supported by the research results (Among these, only the H5\u003csub\u003ed\u003c/sub\u003e was supported as an exception). Based on the results obtained, it is possible to say that employees with cognitive flexibility need agile leaders. In other words, employees in this category want to see their leader as fast, determined, and stable while analyzing the current situation and the future. In a complex situation, they expect their leader to be effective at the point of strategic decision-making. In general, when the perspective of the employees of the institution towards the leader is examined from the perspective of VUCA, it is determined that the employees see the leader as a leader who can make quick decisions and share this with her stakeholders. This has created the perception that the leader can quickly solve even the seemingly unsolvable events and approach the problems with creative solutions. On the other hand, situations such as change, uncertainty, and ambiguity do not affect the personnel to see their leaders as result-oriented, team-oriented, change-oriented, competent, fast, and flexible.\u003c/p\u003e\n\u003cp\u003eIndeed, fast leaders are needed in adapting to technology, identifying and meeting customers' needs and wants, and working on a production, communication, and team basis. Leaders who have the speed to learn about changes and teach their teams and use this knowledge in production/service are preferred [\u003cspan class=\"CitationRef\"\u003e110\u003c/span\u003e]. Therefore, in the context of the need for fast agile leaders in the university examined in the study, seeing their leaders in this orientation will provide an advantage to the institution in VUCA environments.\u003c/p\u003e\n\u003cp\u003eWithin the scope of the H7\u003csub\u003ea,b,c,e\u003c/sub\u003e hypothesis, the relationship of employees' perceptions of VUCA components according to gender did not show a significant difference. In the H7\u003csub\u003ed\u003c/sub\u003e hypothesis, the tolerance for ambiguity shows a significant difference in the male employee. In other words, in case of an increase in ambiguity, the tolerance of ambiguity of male employees increases more than females, and in case of a decrease, the tolerance of ambiguity decreases. In this context, it can be said that female employees are perhaps more stressed and skeptical in ambiguous environments. When the differences in the perceptions of agile leadership by gender are examined, no significant relationship has emerged in team orientation, change orientation, competence, flexibility, and speediness within the scope of the H9\u003csub\u003eb,c,d,e,f\u003c/sub\u003e hypothesis. In the H9\u003csub\u003ea\u003c/sub\u003e hypothesis, a significant relationship is observed for male employees in results orientation, which is one of the sub-dimensions of agile leadership. Men, more than women, perceive their managers as results-oriented leaders.\u003c/p\u003e\n\u003cp\u003eWithin the framework of H8\u003csub\u003ea,b,d,e\u003c/sub\u003e hypotheses, the relationship of employees' perceptions of VUCA components according to their marital status did not show a significant difference. In the H8\u003csub\u003ec\u003c/sub\u003e hypothesis, a significant relationship is observed in the perception of prospective anxieties of married employees. It is seen that the future anxiety of married employees is higher than that of single employees. It is seen that married employees perceive their managers as more result-oriented, team-oriented, change-oriented, and flexible leaders compared to singles. It can be said that single employees do not like surprises and they want to know and organize everything beforehand. When the difference in agile leadership perception according to marital status is examined within the scope of the H10\u003csub\u003ec,d\u003c/sub\u003e hypothesis, no significant relationship has emerged between competence and speed. In the H10\u003csub\u003ea,b,e,f\u003c/sub\u003e hypothesis, there is a significant relationship among married employees in terms of results orientation, team orientation, change orientation, and flexibility, which are sub-dimensions of agile leadership.\u003c/p\u003e"},{"header":"5. Discussion And Suggestions","content":"\u003cp\u003eIn this study, how VUCA is perceived in the university environment and how the agile leadership approach is reflected in academic and administrative leadership processes were examined. It has been revealed that cognitive flexibility is linked to the speed dimension in agile leadership and that there are areas that need to be improved in university administrators' adaptation to technology and change management. In this context, suggestions are presented for universities to improve their current leadership understanding and adapt to changing environmental conditions. The study's results and the suggestions presented by comparing previous studies are as follows.\u003c/p\u003e\n\u003cdiv id=\"Sec9\" class=\"Section2\"\u003e\n\u003ch2\u003e5.1. The Relationship Between Cognitive Flexibility and Agile Leadership\u003c/h2\u003e\n\u003cp\u003eIt was revealed that cognitive flexibility levels and perceptions towards the agility dimension of agile leadership are interrelated (Section \u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e). Cognitive flexibility is the ability of individuals to adapt to changing conditions and evaluate different perspectives. It is stated that this skill directly affects achieving success [\u003cspan class=\"CitationRef\"\u003e111\u003c/span\u003e]. G\u0026uuml;lbahar \u0026amp; \u0026Uuml;z\u0026uuml;m [\u003cspan class=\"CitationRef\"\u003e112\u003c/span\u003e] investigated the relationship between resilience and emergency \u0026amp; contingency adaptation. They found that flexibility helps managers and entrepreneurs to overcome difficulties in the face of emergency and unpredictable situations that may be encountered in unstable and uncertain situations created by the environment, to bounce back quickly from crises, to help managers and entrepreneurs to continue even in difficult conditions, and to contribute to entrepreneurial success.\u003c/p\u003e\n\u003cp\u003eSuggestion-1: Based on the results of this research, the following academic suggestions can be presented to examine the relationship between cognitive flexibility and agile leadership in depth in future studies: Training programs and workshops can be organized to increase the cognitive flexibility levels of the personnel working in universities. The effect of these programs on agile leadership characteristics can be examined through experimental research. The interaction between cognitive flexibility and leadership performance can be analyzed by designing special training for managers to develop agile leadership skills. The relationships between cognitive flexibility levels and agile leadership perceptions of personnel working in different academic disciplines can be investigated. In this way, recommendations specific to different fields can be presented. Universities can develop policies that support agile leadership and long-term studies can be conducted to examine the interaction of these policies with employees' cognitive flexibility. Large-scale studies can be conducted using mixed research methods (qualitative and quantitative) to more comprehensively understand the effect of the perception of agile leadership on the cognitive flexibility level. It is predicted that these suggestions can contribute to the academic literature and help the development of an agile and flexible management approach in universities.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec10\" class=\"Section2\"\u003e\n\u003ch2\u003e5.2. Ambiguity \u0026amp; the Environment it Creates in the Workplace\u003c/h2\u003e\n\u003cp\u003eWhere there is change, uncertainty, complexity, and ambiguity, employees tend to feel overwhelmed, anxious and withdrawn. Where there are VUCA components, there will also be pressures of unpredictability [\u003cspan class=\"CitationRef\"\u003e25\u003c/span\u003e, \u003cspan class=\"CitationRef\"\u003e113\u003c/span\u003e]. Ambiguity increases doubt, causes stress, slows decision-making, and often results in missed opportunities. One of the most important individual, organizational, and social problems of our time is stress. According to the research, the most common type of stress is occupational and work-related stress [\u003cspan class=\"CitationRef\"\u003e114\u003c/span\u003e]. Work-related anxiety and burnout cause harmful physical and psychological diseases [\u003cspan class=\"CitationRef\"\u003e115\u003c/span\u003e, \u003cspan class=\"CitationRef\"\u003e116\u003c/span\u003e]. The stress of leaders affects their behaviors, and leadership behaviors can increase stress in employees [\u003cspan class=\"CitationRef\"\u003e117\u003c/span\u003e]. This will result in a decrease in the working performance of the employees [\u003cspan class=\"CitationRef\"\u003e25\u003c/span\u003e]. In contrast, leaders can be a stress generator for their employees [\u003cspan class=\"CitationRef\"\u003e66\u003c/span\u003e]. To reduce the work-related stress of managers, it is necessary to increase the level of managers having new leadership skills. It has been observed that these skills acquired by leaders negatively affect the stress they experience [\u003cspan class=\"CitationRef\"\u003e114\u003c/span\u003e]. In particular, the increase in employee engagement reduces stress [\u003cspan class=\"CitationRef\"\u003e118\u003c/span\u003e]. Management's use of controls that align employee interests with those of the organization and allow employee autonomy to foster creativity benefits the development of successful innovation in the organization [\u003cspan class=\"CitationRef\"\u003e119\u003c/span\u003e]. However, organization employees can often remain silent in the face of management practices [\u003cspan class=\"CitationRef\"\u003e120\u003c/span\u003e, \u003cspan class=\"CitationRef\"\u003e121\u003c/span\u003e]. The ability of employees to freely share their ideas with their managers will be advantageous to organizations in the VUCA environment.\u003c/p\u003e\n\u003cp\u003eIn the case of an ambiguous environment, ambiguity tolerance increases more predominantly in male employees compared to female employees, while ambiguity tolerance decreases in the case of a less ambiguous environment (Section \u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e). Some research results investigating the differences between men and women have revealed that men tend to take more risks in the face of uncertainty and therefore may show higher tolerance in dealing with ambiguity [\u003cspan class=\"CitationRef\"\u003e122\u003c/span\u003e]. However, there are also research results suggesting that women may exhibit more strategic and flexible approaches to dealing with uncertainty than men [\u003cspan class=\"CitationRef\"\u003e123\u003c/span\u003e]. Some studies investigated the difference in tolerance for uncertainty and ambiguity according to gender in university students [\u003cspan class=\"CitationRef\"\u003e124\u003c/span\u003e, \u003cspan class=\"CitationRef\"\u003e125\u003c/span\u003e]. The results of these studies also show that the tolerance of male students is higher. \u0026Ouml;z [\u003cspan class=\"CitationRef\"\u003e126\u003c/span\u003e], on the other hand, found that gender did not affect tolerance level.\u003c/p\u003e\n\u003cp\u003eSuggestion-2: Based on this finding, the following academic suggestions can be offered to examine in depth how ambiguity tolerance varies across genders in future studies: Large-scale comparative studies can be conducted to examine how gender differences in ambiguity tolerance vary across sectoral, organizational, and cultural contexts. Training and development programs on uncertainty management, coping with stress, and decision-making strategies can be developed to increase the ambiguity tolerance of male and female employees. Managerial approaches that improve employees' capacity to cope with ambiguity can be examined. Interdisciplinary studies can be conducted from the perspectives of psychology, sociology, and management sciences to determine the factors that are effective in the increase and decrease of ambiguity tolerance. These suggestions may guide new research in the academic field. Similarly, Bir [\u003cspan class=\"CitationRef\"\u003e127\u003c/span\u003e] found that male employees' perception of agile leadership skills was higher than female employees.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec11\" class=\"Section2\"\u003e\n\u003ch2\u003e5.3. Perception of Managers as Result-Oriented Leaders According to Gender Differences\u003c/h2\u003e\n\u003cp\u003eMore men than women perceive their managers as result-oriented leaders. This finding (Section \u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e) is similar to the results of studies suggesting that leadership perceptions may differ by gender in the context of gender roles and workplace expectations [\u003cspan class=\"CitationRef\"\u003e128\u003c/span\u003e].\u003c/p\u003e\n\u003cp\u003eSuggestion-3: More comprehensive research can be conducted on how male and female employees perceive their managers. Similarities and differences in leadership perceptions of male and female employees in different sectors and organizations can be analyzed. To determine the psychological, sociocultural, and organizational factors behind men's perception of their managers as more result-oriented leaders, future studies can investigate the impact of social roles and the role of gender norms in leadership perceptions.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec12\" class=\"Section2\"\u003e\n\u003ch2\u003e5.4. Prospective Anxiety of Married and Single Employees\u003c/h2\u003e\n\u003cp\u003eEmployees' acceptance of change among VUCA components without resistance and seeing the change as positive for their organizations will enable the corporate manager to conduct innovation and transformation more flexibly. This will help create a harmonious, peaceful, and cohesive working environment. The fact that change is not seen as a worrying situation, even that it is thought to bring benefits to the institution and its employees, shows that a conservative working style is not applied in the working environment and the institution is open to innovation. However, with the change, it is seen that the sub-dimensions of uncertainty, prospective and obstructive anxiety, also decrease. On the other hand, it is seen that the concerns of complexity and ambiguity increase with the change. At this point, it would not be wrong to say that employees adopt concrete decisions more clearly. Since change eliminates uncertainty, it reduces anxiety. In this way, there is no psychological anxiety and a decrease in work performance. It is seen that married employees have higher levels of prospective anxiety compared to single employees (Section \u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e). Erbay [\u003cspan class=\"CitationRef\"\u003e129\u003c/span\u003e] revealed that the anxiety levels of married women are higher than unmarried women. In another study, married women were found to have lower anxiety levels [\u003cspan class=\"CitationRef\"\u003e130\u003c/span\u003e].\u003c/p\u003e\n\u003cp\u003eSuggestion-4: To determine the source of future concerns of married employees, their relationship with financial and family responsibilities, career expectations, and work-life balance variables can be investigated. Studies can be conducted to determine the stress factors on the work-life balance of married employees. The effects of workload and flexible working hours on anxiety can be investigated. Psychological support programs, stress management training, and applications on the applicability of flexible working models can be developed for married employees in the workplace.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec13\" class=\"Section2\"\u003e\n\u003ch2\u003e5.5. Leadership Perceptions of Married and Single Employees\u003c/h2\u003e\n\u003cp\u003eCompared to single employees, married employees perceive their managers as more result-oriented, team-oriented, change-oriented, and flexible leaders. (Demir and Elci, 2023) [\u003cspan class=\"CitationRef\"\u003e131\u003c/span\u003e] found that married employees are more inclined to exhibit ethical leadership behaviors than single employees. Uğur [\u003cspan class=\"CitationRef\"\u003e132\u003c/span\u003e] found significant results in favor of married employees in visionary, democratic, and empowering leadership styles.\u003c/p\u003e\n\u003cp\u003eSuggestion-5: Large-scale quantitative and qualitative studies can be conducted to determine the reasons for the differences in leadership perceptions of married and single employees. Psychological and motivational factors underlying the fact that married employees perceive their managers as more result-oriented, team-oriented, change-oriented, and flexible leaders can be determined. The effects of work experience, job security, and career expectations on leadership perceptions can be investigated.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec14\" class=\"Section2\"\u003e\n\u003ch2\u003e5.6. Relationship Between Leaders and Employees \u0026amp; Collaboration \u0026amp; Organizational\u003c/h2\u003e\n\u003cp\u003eTop managers recognize that the health and prosperity of their employees is of prime importance [\u003cspan class=\"CitationRef\"\u003e115\u003c/span\u003e]. At this point, leaders are expected to have emotional intelligence as well [\u003cspan class=\"CitationRef\"\u003e133\u003c/span\u003e\u0026ndash;\u003cspan class=\"CitationRef\"\u003e137\u003c/span\u003e]. Leadership is an important determinant of organizational creativity and innovation of employees/teams. Leadership has a role that can increase or hinder creativity and innovation in workplaces [\u003cspan class=\"CitationRef\"\u003e138\u003c/span\u003e\u0026ndash;\u003cspan class=\"CitationRef\"\u003e141\u003c/span\u003e]. Emotional commitment, which is one of the sub-types of organizational commitment, is the type of commitment that will maximize the benefit of the organization from its employees [\u003cspan class=\"CitationRef\"\u003e142\u003c/span\u003e, \u003cspan class=\"CitationRef\"\u003e143\u003c/span\u003e]. Businesses that have gained expertise in different disciplines, can adapt to different interdisciplinary approaches, work simultaneously in different project teams, and retain agile and talented employees with the necessary technical skills and equipment will gain a competitive advantage and ensure their sustainability. Achieving this success will be possible with forward-thinking leaders who can successfully manage the transformation process [\u003cspan class=\"CitationRef\"\u003e144\u003c/span\u003e].\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSuggestion-6\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eAccording to the results of the research, it was revealed that the awareness of the administrative staff about VUCA and agile leadership is less than the academic staff. This situation caused the administrative staff to approach this study with a negative perspective at the beginning. Considering this situation, first of all, studies can be conducted to know what VUCA and agile leadership are and to increase awareness of these issues. Administrative managers should research and improve their knowledge of VUCA, and increase their employees' awareness of this issue. This study has created a meaningful awareness of VUCA and agile leadership issues, especially among administrative personnel. In-house seminars and training on this subject will further increase awareness of VUCA.\u003c/p\u003e\n\u003cp\u003eThe employees of the institution see their leader as an innovative person who prioritizes the success of the institution, supports the personnel with his behaviors rather than words, has goals, supports teamwork as well as supports the creativity of the personnel, and gives importance to feedback. At this point, it will be the right direction to support and encourage the lower-level leaders with training and encourage them to use technology and adapt to technology with a focus on change. Managers, especially male and single personnel, should provide opportunities for self-development. The leaders should know in which task they will get the most efficiency from their staff, and they should give importance to rewarding their staff. In this way, while managers renew themselves, their personnel will be able to evaluate their managers more consciously. Thus, more efficient working environments will be created between administrative personnel and administrative/academic managers. In addition, robust and efficient functioning will be ensured in the dynamics within the institution.\u003c/p\u003e\n\u003cp\u003eUniversities can achieve the quality of modern education only with academicians who do their job consciously and fondly, and with well-educated administrative staff. At this point, top managers should follow the science agenda and current issues closely, and find a way to regularly transmit these to their employees. This can be achieved with an agile perspective and agile management. In-service training should be organized periodically. In this way, both managers and employees can see their deficiencies and provide opportunities for them to improve themselves. Technological infrastructure should be emphasized within the university and the employees should be given the ability to use technology.\u003c/p\u003e\n\u003cp\u003eDue to the COVID-19 pandemic, which affected the whole world in 2019, the education sector was adversely affected, as it was in every sector. This situation has brought about various applications in the education process. Universities have started various practices in their educational processes. At this point of change, institutions need to be ready for this with their technological infrastructure to adapt to online/distance education. As a prominent example of VUCA, the COVID-19 process necessitated rapid and effective adaptation of academic and administrative staff. Universities need to meet the expectations of their students, adapt quickly to technological developments, and constantly follow innovations to become institutions that provide quality education worldwide. At this point, the top managers, the Rector, the Dean, Heads of Departments, Institute Directors, and their assistants should work in cooperation with each other.\u003c/p\u003e\n\u003cp\u003eUniversity administrators and leaders are critically important to those working in the VUCA environment. University administrators and leaders should adopt a simple way of working as a principle. In this direction, they should read the data analysis well and evaluate the connections of the analyzes with each other. Among these, it should ensure that the most important for their organization emerge and ensure that all employees focus on it. While doing all this, they must be determined. Managers should have a flexible management style against inventions and developments around the world. If the administrations can provide this, they will not only prevent their institutions in the VUCA environment from being damaged but also strengthen their institutions by turning the changes into an opportunity compared to other institutions.\u003c/p\u003e\n\u003cp\u003eUniversity administrators need to systematically examine and measure leadership agility to make a competitive advantage. Leadership and organizational behavior development guides, coaching, and interactive workshops will be beneficial. In the VUCA environment, it would be useful for universities to conduct short-term and long-term trend scans. In this way, university administrators and leaders will be able to find the weaknesses of their institutions, identify destructive situations, and create opportunities for them to take action by adapting to the possible situation. Universities should be open to experimentation and learning. It should always plan more than one solution for different conditions. However, problems in the VUCA environment can be solved by testing and trying these solutions.\u003c/p\u003e\n\u003cp\u003eDuring the COVID-19 epidemic, disruptions in the public/private education plans of universities around the world and a decrease in the quality of education and training activities may fail to achieve the desired success targets in academic success. In addition, the COVID-19 environment has caused disruptions in many other activities at universities. One of the examples that can be given to these is the revolving fund activities. For example, the decrease in the orders of the enterprises, the problems in the supply of raw materials, and the closure of some of them or to the point of closing due to economic conditions have led to a weakening in the demand for the laboratories of the universities. As a result of the decreasing demands of academic staff and technicians in universities, there has been a decrease in the provision of data from time to time. As a result of not being able to buy new devices needed by university departments and not operating expensive laboratory devices adequately, problems such as reductions in revolving fund contributions of universities and the inability to perform routine maintenance of expensive devices may be encountered. In VUCA environments, leaders and top managers in universities may be unable to cope with such economic problems. Top managers in VUCA environments should be prepared by developing strategies suitable for these environments, considering that the financial budgets of their universities may face many negative conditions in the income and expenditure balance. In this case, top managers in VUCA environments should be prepared by developing strategies suitable for these environments, considering that the financial budgets of their universities may encounter many negative conditions in the income and expenditure balance. Top managers should have the foresight and vision to deal with problems. Otherwise, the results of the decline in the quality of education and training activities and the failure to achieve the desired success aims in academic success may occur.\u003c/p\u003e\n\u003cp\u003eIn the VUCA environment, it will be beneficial for university top managers and leaders to develop themselves and work together. In this way, it can contribute to the creation of more project studies that support and develop the industry within the university, thus to the achievement of more national/international academic studies, and obtaining patents on these subjects. This will increase the success rankings\u003csup\u003e1\u003c/sup\u003e of universities or departments in universities worldwide. In this context, the application of the VUCA analysis applied in this study in the industry sector may bring success\u003csup\u003e2\u003c/sup\u003e. First of all, it can be determined to which branches of the industry a similar analysis can be applied. Then, analyses specific to VUCA environments emerging in these branches to be determined can be performed. These studies will help the leaders, who are faced with uncertainties in the VUCA environment in the sub-sectors of the industry and especially those struggling with economic problems, to identify the shortcomings of their personnel and top managers in the VUCA environment, their ability to turn to a common purpose under complex conditions and rapid change in the VUCA environment\u003csup\u003e3\u003c/sup\u003e. In the future, studies on VUCA and agile leadership, specific to universities, in different periods will also contribute to this field. In addition, repeating the research with employees in private and public enterprises in different samples will provide a different perspective on the literature.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec15\" class=\"Section2\"\u003e\n\u003ch2\u003e5.7. Recommendations for Employees, Leaders \u0026amp; Institutions\u003c/h2\u003e\n\u003cdiv id=\"Sec16\" class=\"Section3\"\u003e\n\u003ch2\u003e5.7.1. Recommendations for employees\u003c/h2\u003e\n\u003cp\u003e1) Cognitive flexibility and rapid decision-making: To increase their cognitive flexibility, employees can participate in training and workshops to develop problem-solving, creative thinking, and alternative scenario planning skills. 2) Openness to change and adaptability: To avoid resistance to change in the VUCA environment, employees should actively participate in change processes, be open to new practices, and adopt a flexible work approach. 3) Adaptability to technology: Their ability to use technology effectively should be enhanced; online training, digital tools, and software applications are recommended for self-improvement. 4) Teamwork and communication: To support agile leadership, employees should strengthen communication, collaboration, and information sharing within the team. This will support the leader's rapid decision-making process. 5) Stress and uncertainty management: Time management and personal prioritization techniques can be implemented to reduce stress levels in the face of ambiguity and uncertainty. 6) Feedback and continuous learning: Employees should actively utilize the feedback they receive from their managers and contribute to agile leadership by continuously monitoring their personal and professional development.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec17\" class=\"Section3\"\u003e\n\u003ch2\u003e5.7.2. Recommendations for leaders and institutions\u003c/h2\u003e\n\u003cp\u003e1) Technology adoption and digital competencies: Because employees perceive their managers as inadequate in their use of technology, managers should be supported with in-service training on digital skills and technology adoption. 2) VUCA and agile leadership awareness: It has been determined that staff's understanding of VUCA and agile leadership concepts is low. Therefore, awareness should be raised through in-house conferences, seminars, and training programs. 3) Flexibility and adaptability in the work environment: An organizational culture that is not resistant to change and is open to innovation should be established. In this context, programs focused on improving leaders' cognitive flexibility and quick decision-making skills can be developed. 4) Managing demographic differences: Differences such as men's higher tolerance for ambiguity, women's perception of their leaders as more results-oriented, and married employees' higher anxiety compared to single employees necessitate the development of leadership approaches tailored to the individual needs of employees. 5) Organizational culture: An organizational culture that allows employees to adapt to change without resistance and supports innovative ideas should be established. 6) Agile leadership practices: To ensure institutional agility is embedded in universities, it is recommended that agility be measured, leadership and organizational behavior development guides be developed, and coaching, mentoring, and workshops be conducted. 7) Pandemic experience and preparation for future crises: The COVID-19 pandemic has tested universities' ability to adapt quickly. To make institutions more resilient in similar crises, crisis management scenarios should be developed, and agile reflexes should be developed through regular exercises.\u003c/p\u003e\n\u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec18\" class=\"Section2\"\u003e\n\u003ch2\u003e5.8. Connection between Study Aims and Results\u003c/h2\u003e\n\u003cp\u003eThe main purpose of the research is to examine how academic and administrative staff in a university sample perceive VUCA components and how this perception is reflected in the perceptions of managers regarding agile leadership skills.\u003c/p\u003e\n\u003cp\u003e\u0026bull; Aim-1: To determine the relationship between VUCA perceptions and agile leadership perceptions.\u003c/p\u003e\n\u003cp\u003eThe findings indicated that there was no significant relationship between agile leadership and VUCA dimensions such as employee resistance to change, tolerance for ambiguity, and anticipatory anxiety. This resulted in all targeted hypotheses (H1\u0026ndash;H6) not being supported, with only a significant relationship being found between cognitive flexibility and the agility dimension of agile leadership. Therefore, it was concluded that VUCA perceptions have a limited impact on perceptions of agile leadership.\u003c/p\u003e\n\u003cp\u003e\u0026bull; Aim-2: To examine the differences in terms of demographic characteristics of employees (gender, marital status, academic/administrative).\u003c/p\u003e\n\u003cp\u003eFindings indicated that male employees have a higher tolerance for ambiguity than female employees, married employees have more anticipatory anxiety, and academic staff are more aware of VUCA and agile leadership than administrative staff. Thus, demographic factors are understood as a determining factor in employee perceptions.\u003c/p\u003e\n\u003cp\u003e\u0026bull; Aim-3: To reveal how employees' perceptions of agile leadership are reflected in managerial practices.\u003c/p\u003e\n\u003cp\u003eEmployees found their managers innovative, supportive, and team-oriented. However, they also found their managers inadequate in adapting to technology. This result demonstrates the strengths and weaknesses of agile leadership in practice and supports the intended outcome.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec19\" class=\"Section2\"\u003e\n\u003ch2\u003e5.9. Theoretical contributions and practical implications\u003c/h2\u003e\n\u003cp\u003eFindings obtained in line with the research objectives revealed that the speed and flexibility dimensions of agile leadership are particularly prominent in the university context, and that employees have different expectations regarding technology adoption, adaptability to change, and leadership styles. Thus, the study offers theoretical and practical contributions that emphasize the need to develop agile leadership practices in universities.\u003c/p\u003e\n\u003cdiv id=\"Sec20\" class=\"Section3\"\u003e\n\u003ch2\u003e5.9.1. Theoretical contributions and practical implications\u003c/h2\u003e\n\u003cp\u003eThis study provides a theoretical contribution that fills a gap in the literature by identifying the impact of the VUCA concept on agile leadership perceptions at a university. This study, unlike any other in the literature, analyzes a novel phenomenon. Unlike other studies, this study utilizes a purposive sampling method to examine the concepts of VUCA and agile leadership together within a university sample, and examines a business concept from a managerial perspective from a university perspective, making this research unique.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec21\" class=\"Section3\"\u003e\n\u003ch2\u003e5.9.2. Practical implications\u003c/h2\u003e\n\u003cp\u003eThis research will help increase the efficiency of staff and universities in the public sector and academia, using an agile leadership perspective in the VUCA environment, and ensure that staff work in harmony with leaders. It will also raise awareness in the institution. The practical implications of this paper are the benefits the research provides to practice or the professional field. Recommendations applicable to education, management, and industry were developed, and concrete suggestions were made to guide practitioners, researchers, and managers in addressing these issues. Based on the findings, university administrators should systematically examine agility. Furthermore, by facilitating leadership and organizational behavior development guides, coaching, and interactive workshops, useful results can emerge for short/long-term trends research at universities in the VUCA environment.\u003c/p\u003e\n\u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec22\" class=\"Section2\"\u003e\n\u003ch2\u003e5.10. Limitations and Future Studies\u003c/h2\u003e\n\u003cdiv id=\"Sec23\" class=\"Section3\"\u003e\n\u003ch2\u003e5.10.1. Limitations\u003c/h2\u003e\n\u003cp\u003eThis study is limited to a single university sample. It cannot be generalized to different institutions and sectors. Furthermore, the study has a time limit. Because longitudinal data were not collected (over time), the long-term effects of the changes could not be assessed. The lack of awareness among administrative staff about the concepts can be considered a perception-based limitation of the findings. Research conducted at different times may yield different results.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec24\" class=\"Section3\"\u003e\n\u003ch2\u003e5.10.2. Future studies\u003c/h2\u003e\n\u003cp\u003e1) Longitudinal Studies: Long-term longitudinal studies should be conducted to see how the relationship between VUCA and agile leadership changes over time. 2) Different samples: Since the study is limited to only one university sample, research should be repeated in different types of universities (public, foundation, international) and different sectors. 3) Comparative research: Comparing the VUCA perceptions and agile leadership practices of universities and private sector institutions will contribute to the literature. 4) Pandemic and crisis experiences: Although the effects of COVID-19 on university management have been examined, VUCA and agile leadership relationships should be analyzed in other crisis processes that may occur in the future (such as economic crisis, natural disaster, political uncertainty). 5) Cultural factors: The effects of cultural differences on VUCA perception and agile leadership can be investigated in universities in different regions.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAnnex-1: Investigation of Structural Validity of Agile Leadership Scale via CFA \u0026amp; EFA\u003c/strong\u003e\u003c/p\u003e\n\u003c/div\u003e\n\u003c/div\u003e\n\u003ch3\u003e1. Investigation of the Structural Validity of the Resistance to Change Scale with EFA\u003c/h3\u003e\n\u003cp\u003eThe scale developed by Oreg [\u003cspan class=\"CitationRef\"\u003e105\u003c/span\u003e] was applied as a preliminary study on a sample of 73 people. The Turkish validity and reliability of this scale were determined by [\u003cspan class=\"CitationRef\"\u003e104\u003c/span\u003e]. Item analysis was applied to this scale and the total test correlations of all items were examined. Item-total correlation reveals the relationship between each item in the scale and the total score. The high correlation of the total test scores of each item indicates the consistency of that measurement tool. The minimum value required for the item-total test correlation to be sufficient is specified as 0.30 [\u003cspan class=\"CitationRef\"\u003e149\u003c/span\u003e]. In the Kline [\u003cspan class=\"CitationRef\"\u003e149\u003c/span\u003e] hypotheses, RTC\u003csub\u003e3\u003c/sub\u003e, RTC\u003csub\u003e10\u003c/sub\u003e, RTC\u003csub\u003e14\u003c/sub\u003e, and RTC\u003csub\u003e15\u003c/sub\u003e inverse-coded items were excluded from the scale because their total correlation values were below 0.30. As a result of the repeated analysis, the internal consistency of this scale was calculated as 0.934. According to Kline [\u003cspan class=\"CitationRef\"\u003e150\u003c/span\u003e], the reliability coefficient should be higher than 0.70.\u003c/p\u003e\n\u003cp\u003eThe KMO sample adequacy value was found to be 0.911, and the Barlett sphericity test was found to be significant as a result of the EFA applied to test the structural validity of the scale on a research sample consisting of 175 people (\u0026chi;2(55)\u0026thinsp;=\u0026thinsp;1458.457, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001). The fact that the KMO value is \u0026gt;\u0026thinsp;0.60 and the Bartlett test is p\u0026thinsp;\u0026lt;\u0026thinsp;0.05 indicates that factor analysis can be applied to the sample data [\u003cspan class=\"CitationRef\"\u003e151\u003c/span\u003e, \u003cspan class=\"CitationRef\"\u003e152\u003c/span\u003e]. It is understood that the data obtained according to the KMO and Bartlett test results are suitable for factor analysis. After determining that the data related to the scales were suitable for EFA analysis, the Maximum Likelihood Method was used for factor extraction. As a result of the analysis, the scale showed a single-factor structure in its Turkish form [\u003cspan class=\"CitationRef\"\u003e104\u003c/span\u003e]. It was determined that the factor loads of the items ranged between 0.857 (highest) \u0026minus;\u0026thinsp;0.510 (lowest). The rate of variance explaining the overall scale was found to be 58.426 (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e8\u003c/span\u003e, No.1). Pallant [\u003cspan class=\"CitationRef\"\u003e152\u003c/span\u003e] stated that the factor load limit value that an item should have is 0.30. Streiner [\u003cspan class=\"CitationRef\"\u003e154\u003c/span\u003e] also stated that the total variance explained in EFA should be at least 30% in one-dimensional scales, in terms of behavioral sciences.\u003c/p\u003e\n\u003cp\u003eIt is seen that the chi-square value showing the general fit of the model is (\u0026chi;2) 244.214, and the degree of freedom is significant at the (df)\u0026thinsp;=\u0026thinsp;44, p\u0026thinsp;=\u0026thinsp;0.001 level and \u0026chi;2/df\u0026thinsp;=\u0026thinsp;5.55 (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e8\u003c/span\u003e). Although the \u0026chi;2 test is expected to be meaningless, \u0026chi;2 is usually significant in practice, since it is a value that is highly affected by the number of samples. In this case, to evaluate the goodness of fit of the general model, it is accepted that the ratio of \u0026chi;2 value to (df) degrees of freedom (\u0026chi;2/df) is taken into consideration and will give more accurate results. Therefore, a significant p-value is tolerated in many studies [\u003cspan class=\"CitationRef\"\u003e155\u003c/span\u003e\u0026ndash;\u003cspan class=\"CitationRef\"\u003e158\u003c/span\u003e]. It is seen that the \u0026chi;2/df ratio is at an acceptable threshold value. This value shows that the model is acceptable.\u003c/p\u003e\n\u003cp\u003eTable\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e8\u003c/span\u003e. EFA results in resistance to change, intolerance, cognitive flexibility, and tolerance for ambiguity scale.\u003c/p\u003e\n\u003ch3\u003e2. Confirmation of the Structure of the Resistance to Change Scale with CFA\u003c/h3\u003e\n\u003cp\u003eCFA was used to test the confirmation of the single-factor structure obtained as a result of EFA. Let's examine the GFI values obtained as a result of Single Factor CFA applied to the Resistance to Change Scale. CFI, NFI, TLI and IFI values from the comparative GFI showed an acceptable fit. However, it was determined that the RMSEA value, the \u0026chi;2/df value indicating the general fit of the model, and the absolute fit indices (GFI, AGFI) were not within the acceptable limit values. It has been determined that the \u0026chi;2/df value, which shows the general fit of the model, is quite close to the acceptable level. To correct these fit indices, the model was improved. During the improvement, the modification indices (MI) values formed covariance in the presence of high errors. Afterward, it showed a perfect fit for \u0026chi;2/df value in the renewed fit index calculations. In addition, accepted values were obtained for RMSEA, GFI, and AGFI fit indices. Accordingly, it is seen in Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e that the TLI value and SRMR value also show a perfect fit. These findings show that the single-factor model is compatible with the data and is acceptable. As a result of the single-factor CFA model, it was determined that 11 items were related to the scale structure. It is seen that the factor loads of the items vary between 0.518 and 0.844 and all correlation relations are significant (p\u0026thinsp;\u0026lt;\u0026thinsp;0.001). The structural model of the Resistance to Change Scale, whose single-factor structure on the sample was confirmed with 11 items, is presented in Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e(a).\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003ctable id=\"Tab9\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 9\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eCFA Fit Indices of the Single Factor Model of the Resistance to Change Scale [\u003cspan class=\"CitationRef\"\u003e159\u003c/span\u003e\u0026ndash;\u003cspan class=\"CitationRef\"\u003e161\u003c/span\u003e].\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth rowspan=\"3\" align=\"left\"\u003e\n\u003cp\u003eEvaluated models\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eGoodness of fit index\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e\u0026chi;2/df\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eGFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eAGFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eCFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eRMSEA\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eNFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eTLI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eIFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eSRMR\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCriteria of goodness of perfect fit\u003c/strong\u003e\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0\u0026thinsp;\u0026le;\u0026thinsp;\u0026chi;2/df\u0026thinsp;\u0026le;\u0026thinsp;3\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.90\u0026thinsp;\u0026le;\u0026thinsp;GFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.90\u0026thinsp;\u0026le;\u0026thinsp;AGFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.95\u0026thinsp;\u0026le;\u0026thinsp;CFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.0\u0026thinsp;\u0026le;\u0026thinsp;RMSEA\u0026thinsp;\u0026le;\u0026thinsp;0.05\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.95\u0026thinsp;\u0026le;\u0026thinsp;NFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.90\u0026thinsp;\u0026le;\u0026thinsp;TLI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.95\u0026thinsp;\u0026le;\u0026thinsp;IFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0\u0026thinsp;\u0026le;\u0026thinsp;SRMR\u0026thinsp;\u0026le;\u0026thinsp;0.05\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAcceptable goodness of fit criteria\u003c/strong\u003e\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e3\u0026thinsp;\u0026le;\u0026thinsp;\u0026chi;2/df\u0026thinsp;\u0026le;\u0026thinsp;5\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.80\u0026thinsp;\u0026le;\u0026thinsp;GFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.80\u0026thinsp;\u0026le;\u0026thinsp;AGFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.85\u0026thinsp;\u0026le;\u0026thinsp;CFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.06\u0026thinsp;\u0026le;\u0026thinsp;RMSEA\u0026thinsp;\u0026le;\u0026thinsp;0.10\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.80\u0026thinsp;\u0026le;\u0026thinsp;NFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.80\u0026thinsp;\u0026le;\u0026thinsp;TLI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.85\u0026thinsp;\u0026le;\u0026thinsp;IFI\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003e0.05\u0026thinsp;\u0026le;\u0026thinsp;SRMR\u0026thinsp;\u0026le;\u0026thinsp;0.10\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.I\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eBefore modification\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.720\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.785\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.677\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.856\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.165\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.832\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.820\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.857\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.058\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003ePost modification\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.993\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.894\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.825\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.947\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.105\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.922\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.927\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.947\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.042\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.II\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eStructural model measurements\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1.765\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.934\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.893\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.962\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.066\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.918\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.950\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.963\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.050\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.III\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eStructural model measurements\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.758\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.912\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.854\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.923\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.101\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.886\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.897\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.924\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.051\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"2\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.IV\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eBefore modification\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.146\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.873\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.810\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.802\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.111\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.739\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.752\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.806\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.080\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003ePost modification\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2.231\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.911\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.860\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.891\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.084\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.824\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.858\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.894\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.063\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003ctfoot\u003e\n\u003ctr\u003e\n\u003ctd colspan=\"11\"\u003e\u003cstrong\u003eNo.I\u003c/strong\u003e: DFA Fit Indices for the Single Factor Model of the Resistance to Change Scale (\u0026chi;2: 116.933; df:40; p:0.000); \u003cstrong\u003eNo.II\u003c/strong\u003e: CFA Fit Indices for the Multi-Factor Model of the Intolerance of Uncertainty Scale (\u0026chi;2: 56.755; df:34; p:0.000); \u003cstrong\u003eNo.III\u003c/strong\u003e: DFA Fit Indices for the Single-Factor Model of the Cognitive Flexibility Scale (\u0026chi;2: 74.462; df:27; p:0.000); \u003cstrong\u003eNo.IV\u003c/strong\u003e: DFA Fit Indices for the Single-Factor Model of the Ambiguity Tolerance Scale (\u0026chi;2: 93.682; df:42; p:0.000).\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tfoot\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003ctable id=\"Tab10\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 10\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eModel results on resistance to change, intolerance of uncertainty, cognitive flexibility, tolerance of ambiguity, and single/multi-factor CFA of agile leadership scale.\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eModels\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eFactors\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eSymbols\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eParameter\u003c/p\u003e\n\u003cp\u003eEstimates\u003c/p\u003e\n\u003cp\u003e(Factor\u003c/p\u003e\n\u003cp\u003eloads)\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eStandard deviation\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003et\u003c/p\u003e\n\u003cp\u003eValues\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003cp\u003eValues\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"11\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.I\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd rowspan=\"11\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e: \u003cstrong\u003eResistance to change\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.705\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.751\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.069\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e14.738\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.792\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.101\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e9.963\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.655\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.119\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e8.249\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e6\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.807\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.098\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.121\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e7\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.844\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.097\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.585\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e8\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.817\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.093\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.274\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e9\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.518\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.118\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.569\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e11\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.774\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.105\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e9.748\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e12\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.799\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.104\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.049\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRTC\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e13\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.808\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.109\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e10.162\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"10\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.II\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd rowspan=\"7\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e: \u003cstrong\u003eInhibitory anxiety\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.577\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e6\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.432\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.150\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.913\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e8\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.786\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.195\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.571\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e9\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.707\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.181\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.097\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e10\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.715\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.186\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.150\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e11\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.747\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.181\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.344\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e12\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.797\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.203\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.629\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"3\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e: \u003cstrong\u003eProspective anxiety\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.507\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e5\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.707\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.221\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.094\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eIOU\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e7\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.892\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.249\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.322\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"9\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.III\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd rowspan=\"9\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e: \u003cstrong\u003eCognitive Flexibility\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.519\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.657\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.216\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.181\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e6\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.752\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.257\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.636\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e7\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.790\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.239\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.793\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e8\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.776\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.247\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.735\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e9\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.409\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.261\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.498\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e10\u003c/strong\u003e\u003c/sub\u003e\u003cstrong\u003e(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.374\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.278\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.148\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e11\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.689\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.244\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.341\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e12\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.789\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.248\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.790\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd rowspan=\"11\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.IV\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd rowspan=\"11\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eF\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e: \u003cstrong\u003eAmbiguity tolerance\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.628\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e\u003cstrong\u003e(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.308\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.119\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.602\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/sub\u003e\u003cstrong\u003e(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.679\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.157\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.122\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/sub\u003e\u003cstrong\u003e(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.458\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.127\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.176\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e5\u003c/strong\u003e\u003c/sub\u003e\u003cstrong\u003e(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.432\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.141\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.918\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e6\u003c/strong\u003e\u003c/sub\u003e\u003cstrong\u003e(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.723\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.155\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.439\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e7\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.367\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.111\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4.240\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e8\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.454\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.134\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.134\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e10\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.303\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.122\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e3.548\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e11\u003c/strong\u003e\u003c/sub\u003e\u003cstrong\u003e(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.629\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.150\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e6.723\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eAT\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e12\u003c/strong\u003e\u003c/sub\u003e\u003cstrong\u003e(R)\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.708\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.157\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e7.335\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd colspan=\"2\" rowspan=\"32\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eNo.V\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.845\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.839\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.071\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e14.313\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.845\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.072\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e14.504\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.424\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.078\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.842\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e5\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.914\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.064\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e16.759\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e6\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.946\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.062\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.979\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e7\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.856\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.067\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e14.830\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eRO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e8\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.861\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.068\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e14.982\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.904\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.819\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.055\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e15.363\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.840\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.051\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e16.215\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.876\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.051\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.861\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e5\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.848\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.052\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e16.556\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e6\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.852\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.051\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e16.730\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e7\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.899\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.051\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e19.063\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eTO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e8\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.874\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.049\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e17.771\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCOM\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.799\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCOM\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.780\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.078\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11.838\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCOM\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.744\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.081\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11.107\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCOM\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.883\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.082\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e14.121\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCOM\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e5\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.860\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.082\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e13.573\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eFL\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.948\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eFL\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.934\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.041\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e24.680\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eFL\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.802\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.059\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e15.711\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eFL\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.584\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.072\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e9.019\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eFL\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e5\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.721\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.065\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e12.653\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eSP\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.846\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eSP\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.896\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.068\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e15.919\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eSP\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.891\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.073\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e15.760\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.887\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e-\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e2\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.844\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.063\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e15.493\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eCO\u003c/strong\u003e\u003csub\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/sub\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.869\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e0.065\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e16.456\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e***\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003ctfoot\u003e\n\u003ctr\u003e\n\u003ctd colspan=\"7\"\u003e\u003cstrong\u003eNo.I\u003c/strong\u003e: Model results on the single-factor CFA of the resistance to change scale; \u003cstrong\u003eNo.2\u003c/strong\u003e: Model results on the multifactor CFA of the intolerance of uncertainty scale; \u003cstrong\u003eNo.III\u003c/strong\u003e: Model results on the single-factor CFA of the cognitive flexibility scale; \u003cstrong\u003eNo.IV\u003c/strong\u003e: Model results on the single-factor CFA of the ambiguity tolerance scale; \u003cstrong\u003eNo.V\u003c/strong\u003e: Model results on the Multi-Factor CFA of the Agile Leadership Scale, \u003cstrong\u003eRO\u003c/strong\u003e: Result oriented, \u003cstrong\u003eTO\u003c/strong\u003e: Team Oriented, \u003cstrong\u003eCOM\u003c/strong\u003e: Competence, \u003cstrong\u003eFL\u003c/strong\u003e: Flexibility, \u003cstrong\u003eSP\u003c/strong\u003e: Speediness, \u003cstrong\u003eCO\u003c/strong\u003e: Change Oriented; \u0026chi;2/df: 2.735; p:0.000; CFI: 0.883; NFI: 0.829; TLI: 0.884; RMSEA: 0.100; SRMR: 0.046.\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tfoot\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003ch3\u003e3. Investigation of Structural Validity of the Intolerance of Uncertainty Scale with EFA\u003c/h3\u003e\n\u003cp\u003eThe Turkish validity and reliability of the scale, which was developed by Carleton et al. [\u003cspan class=\"CitationRef\"\u003e106\u003c/span\u003e] and applied as a preliminary study on a sample of 73 people, was carried out by [\u003cspan class=\"CitationRef\"\u003e104\u003c/span\u003e]. Item analysis was applied to this scale and the total test correlations of all items were examined. As a result of the analysis, it was determined that there was no item below 30. The internal consistency of the scale was calculated as 0.889. The KMO sample adequacy value was found to be 0.904, and the Barlett sphericity test was found to be significant (\u0026chi;2(66)\u0026thinsp;=\u0026thinsp;894.215 p\u0026thinsp;\u0026lt;\u0026thinsp;0.001) as a result of the EFA applied to test the construct validity of the scale on a research sample consisting of 175 people. KMO and Bartlett test results show that the obtained data are suitable for EFA. After it was determined that the data related to the scales were suitable for EFA, the Maximum Likelihood Method was used for factor extraction. It is seen that the \u0026chi;2 value, which shows the general fit of the model, is significant at the level of 69.189, df\u0026thinsp;=\u0026thinsp;43, p\u0026thinsp;=\u0026thinsp;0.009, and \u0026chi;2/df\u0026thinsp;=\u0026thinsp;1.58. The \u0026chi;2/df value indicates a good fit of the model.\u003c/p\u003e\n\u003cp\u003eAs a result of the analysis, it was determined that this scale [\u003cspan class=\"CitationRef\"\u003e106\u003c/span\u003e] showed a two-factor structure in its Turkish version [\u003cspan class=\"CitationRef\"\u003e104\u003c/span\u003e]. Then, Varimax was chosen as the rotation method, as was done in the study in which the scale was developed and in its Turkish form. It was determined that the factor loads of the items ranged from 0.783 (highest) to 0.360 (lowest). On the other hand, CF\u003csub\u003e4\u003c/sub\u003e and CF\u003csub\u003e2\u003c/sub\u003e items were excluded from the scale due to their accumulation in more than one factor, resulting in the overlap. As a result of repeated analysis, the KMO value was calculated as 0.889. Barlett test of sphericity was found to be significant (\u0026chi;2(45)\u0026thinsp;=\u0026thinsp;713.496, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001). There was no factor load below 0.30 and no overlapping item. The rate of variance explaining the overall scale was found to be 50.170%. Streiner [\u003cspan class=\"CitationRef\"\u003e154\u003c/span\u003e] stated that the total variance of all factors in EFA should be at least 50% in multidimensional scales. The original contribution of the explained variance of a factor should be at least 5% [\u003cspan class=\"CitationRef\"\u003e162\u003c/span\u003e]. The \u0026chi;2 value, which indicates the general fit of the model, was found to be insignificant at the level of 32.576, df\u0026thinsp;=\u0026thinsp;26 and p\u0026thinsp;=\u0026thinsp;0.175 (\u0026chi;2/df\u0026thinsp;=\u0026thinsp;1.36) (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e8\u003c/span\u003e, No.II).\u003c/p\u003e\n\u003ch3\u003e4. Confirmation of the Structure of the Intolerance of Uncertainty Scale with CFA\u003c/h3\u003e\n\u003cp\u003eLet's examine the GFI values obtained as a result of Multi-Factor CFA applied to the Intolerance of Uncertainty Scale. The \u0026chi;2/df value indicating the general fit of the model, the GFI value from the absolute fit indices and the CFI, TLI, IFI values from the comparative goodness of fit indices showed perfect fit (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e9\u003c/span\u003e, No.II). These findings show that the single-factor model is compatible with the data and is acceptable. As a result of the multi-factor CFA model, it was determined that 10 items and two factors were related to the scale structure. It was observed that the factor loads of the items varied between 0.432 and 0.892 and all correlation relations were significant (p\u0026thinsp;\u0026lt;\u0026thinsp;0.001) (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e9\u003c/span\u003e, No.II). The structural model of the \"Intolerance of Uncertainty Scale\", whose two-factor structure on the sample was confirmed with 10 items, is presented in Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e(b).\u003c/p\u003e\n\u003ch3\u003e5. Examination of the Structural Validity of the Cognitive Flexibility Scale with EFA\u003c/h3\u003e\n\u003cp\u003eThe Turkish validity and reliability of the scale developed by Martin \u0026amp; Rubin [\u003cspan class=\"CitationRef\"\u003e107\u003c/span\u003e] and applied as a preliminary study on a sample of 73 people was carried out by [\u003cspan class=\"CitationRef\"\u003e104\u003c/span\u003e]. Item analysis was applied to this scale. As a result of the analysis, the reverse-coded items CF\u003csub\u003e2\u003c/sub\u003e, CF\u003csub\u003e3\u003c/sub\u003e, and CF\u003csub\u003e5\u003c/sub\u003e were excluded from the scale, since the total correlation values were below 0.30. In the repeated analysis, the internal consistency of the scale was calculated as 0.842. As a result of the EFA applied to test the construct validity of the scale on a research sample consisting of 175 people, the KMO sample adequacy value was found to be 0.871, the Barlett sphericity test was significant (\u0026chi;2(36)\u0026thinsp;=\u0026thinsp;636.008, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001). KMO and Bartlett test results demonstrate that the obtained data are suitable for EFA. After it was determined that the data related to the scales were suitable for EFA, the scale design was developed by using the Maximum Likelihood Method in the study. In its Turkish form [\u003cspan class=\"CitationRef\"\u003e104\u003c/span\u003e], it was evaluated by limiting one factor. As a result of the analysis, it was revealed that the EFA loads of the items ranged from 0.790 (highest) to 0.370 (lowest). The rate of variance explaining the overall scale was determined as 43.288%. It is seen that it is significant at the level of \u0026chi;2\u0026thinsp;=\u0026thinsp;72.536, df\u0026thinsp;=\u0026thinsp;27, p\u0026thinsp;=\u0026thinsp;0.001, which shows the general fit of the model (\u0026chi;2/df\u0026thinsp;=\u0026thinsp;2.68). The value of \u0026chi;2/df reveals that the model has a good fit (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e9\u003c/span\u003e, No.III).\u003c/p\u003e\n\u003ch3\u003e6. Confirmation of the Structure of the Cognitive Flexibility Scale with CFA\u003c/h3\u003e\n\u003cp\u003eLet's examine the goodness of fit values obtained as a result of Single Factor CFA applied to the Cognitive Flexibility Scale. The \u0026chi;2/df value indicating the general fit of the model, the GFI value from absolute fit indices, and the SRMR value showed perfect fit. Comparative goodness of fit indices also showed acceptable fit (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e9\u003c/span\u003e, No.III). These findings demonstrate that the single-factor model is compatible with the data and is acceptable. As a result of the single factor CFA model, it was determined that 9 items were related to the scale structure. The factor loads of the items vary between 0.370 and 0.790. All correlation relationships are significant (p\u0026thinsp;\u0026lt;\u0026thinsp;0.001). The structural model of the Cognitive Flexibility Scale, whose single factor structure on the sample was confirmed with 11 items, is presented in Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e(c).\u003c/p\u003e\n\u003ch3\u003e7. Investigation of Structural Validity of Ambiguity Tolerance Scale with EFA\u003c/h3\u003e\n\u003cp\u003eThe Turkish validity and reliability of the scale, which was developed by McLain [\u003cspan class=\"CitationRef\"\u003e108\u003c/span\u003e] and applied as a preliminary study on a sample of 73 people, was conducted by Ko\u0026ccedil; et al. [\u003cspan class=\"CitationRef\"\u003e104\u003c/span\u003e]. In this study, item analysis was applied. As a result of the analysis, the reverse coded item AT\u003csub\u003e9\u003c/sub\u003e and item AT\u003csub\u003e13\u003c/sub\u003e were excluded from the scale, since the total correlation values were below 0.30. In this way, as a result of repeated analysis, the internal consistency of the scale was calculated as 0.812. In this study consisting of 175 people, the KMO sample adequacy value was found to be 0.806, and the Barlett sphericity test was found to be significant (\u0026chi;2(55)\u0026thinsp;=\u0026thinsp;517.076, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001) as a result of the EFA applied to test the structural validity of the scale on the research sample. KMO and Bartlett test results demonstrate that the obtained data are suitable for EFA. After it was determined that the data related to the scales were suitable for EFA, the scale design was developed by choosing the Maximum Likelihood Method. In this study, the Turkish version of this method [\u003cspan class=\"CitationRef\"\u003e104\u003c/span\u003e] was evaluated by limiting one factor. As a result of the analysis, the factor loads of the items ranged from 0.717 (highest) to 0.307 (lowest). The rate of variance explaining the overall scale was determined as 29.534%. \u0026chi;2\u0026thinsp;=\u0026thinsp;134.303, df\u0026thinsp;=\u0026thinsp;44, which shows the general fit of the model, are significant at the p\u0026thinsp;=\u0026thinsp;0.001 level (\u0026chi;2/df\u0026thinsp;=\u0026thinsp;3.05). The value of \u0026chi;2/df reveals that the model has a good fit (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e8\u003c/span\u003e, No.IV).\u003c/p\u003e\n\u003ch3\u003e8. Verification of the Structure of the Ambiguity Tolerance Scale with CFA\u003c/h3\u003e\n\u003cp\u003eLet's examine the GFI values obtained as a result of Single Factor CFA (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e10\u003c/span\u003e, No.IV) applied to the Ambiguity Tolerance Scale. \u0026chi;2/df value showing the general fit of the model, absolute fit indices (GFI, AGFI), Standardized root mean square residual (SRMR), and CFI and IFI values from comparative goodness-of-fit indices show acceptable fit. However, it has been determined that the RMSEA value is not within the acceptable limit values. To correct this fit index, the model was improved. During the improvement, the modification indices (MI) values formed covariance in the presence of high errors. In the later, renewed fit index calculations, \u0026chi;2/df and GFI values, which provided the accepted values for the RMSEA index, also showed a perfect fit (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e9\u003c/span\u003e, No.IV). These findings demonstrate that the single-factor model is compatible with the data and is acceptable. As a result of the single-factor CFA model, it was determined that 11 items were related to the scale structure. The factor loads of the items varied between 0.303\u0026ndash;0.723. All correlation relationships are significant (p\u0026thinsp;\u0026lt;\u0026thinsp;0.001). The structural model of the Cognitive Flexibility Scale, whose single factor structure on the sample was confirmed with 11 items, is presented in Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e(d).\u003c/p\u003e\n\u003ch3\u003e9. Examination of the Structural Validity of the Agile Leadership Scale with CFA\u003c/h3\u003e\n\u003cp\u003eTo verify the six-factor structure of the Agile Leadership Scale in the research sample, Multi-Factor CFA was conducted. As a result of CFA, it was determined that 32 items and six factors were related to the scale structure. The factor loads of the items varied between 0.584 and 0.948. All correlation relationships are significant (p\u0026thinsp;\u0026lt;\u0026thinsp;0.001). The values for the fit of the model are also at an acceptable level (Table\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e10\u003c/span\u003e, No.V). The Cronbach Alpha values for the scale were calculated as follows: Result-oriented dimension 0.942, team-oriented dimension 0.960, competence dimension 0.907, flexibility dimension 0.900, speediness dimension 0.909, change-oriented dimension 0.901. The structural model of the multi-factor CFA of the \"Agile Leadership Scale\", whose six-factor structure was confirmed with 32 items, is presented in Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e3\u003c/span\u003e.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e"},{"header":"Abbreviations","content":"\u003cp\u003eAGFI: Adjusted goodness of fit indices,CFA:\u0026nbsp;Confirmatory Factor Analysis, CFI: Comparative Fit Index, EFA:\u0026nbsp;Explanatory Factor Analysis, GFI: Goodness of fit indices, IFI: Incremental Fit Index,KMO: Kaiser-Meyer-Olkin, NFI: Normed Fit Index, RMSEA: Root Mean Square Error of Approximation, SRMR: Standardized root mean square residual, TLI: Tucker–Lewis index.\u003c/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003e1.\u0026nbsp;\u003c/strong\u003eThe author declares that he has no known competing financial interests or personal relationships that could have appeared to influence the study reported in this paper.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e2. Ethics statement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e•\u0026nbsp;\u003c/strong\u003e\u003cstrong\u003eEthical approval number of our study:\u0026nbsp;\u003c/strong\u003eE-81570533-044-2100004905\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e•\u0026nbsp;\u003c/strong\u003e\u003cstrong\u003eFull name of the ethics committee that approved our experiments/Survey questionnaire:\u0026nbsp;\u003c/strong\u003eAdana Alparslan Türkeş Science and Technology University / Scientific Research and Publication Ethics Committee (BAYEK) (BAYEK Decision letter dated 07/07/2021 was added below).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e•\u003c/strong\u003e \u003cstrong\u003eInstitutional email address for the approving ethics committee:\u003c/strong\u003e\u0026lt;[email protected]\u0026gt;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e•\u0026nbsp;\u003c/strong\u003e\u003cstrong\u003eThe data collection dates:\u003c/strong\u003e09/07/2021-23/07/2021\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e• Consent form confirming that the study complies with all regulations and informed consent was obtained:\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e16/06/2021 Thesis Ethics Committee Approval Minute Form\u003c/p\u003e\n\u003cp\u003eInformed Consent Form\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Availability Statement\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eData will be made available on request. For requesting data, please write to the corresponding author.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eF\u003c/strong\u003e\u003cstrong\u003eunding\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNo budget was used for this article.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthorship Contribution Statement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eWriting – review \u0026amp; editing: T.D.Y, B,Y., Writing – original draft: B.Y., Y.B., Methodology: T.D.Y, B,Y., Y.B., M.K., Data curation: B,Y., Y.B., M.K., Formal analysis: Y.B., M.K., Software: Y.B., Conceptualization: T.D.Y., Supervision: T.D.Y, Y.B., M.K., Project Administration: T.D.Y, M.K.\u0026nbsp;\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eBarman, A. Paradigms of wisdom economy for manufacturing in a post-pandemic World. Chapter 7 in \u003cem\u003eGreen Production Engineering and Management\u003c/em\u003e. \u003cem\u003eWoodhead Publishing Reviews: Mech. Eng. 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(2015).\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"},{"header":"Footnotes","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003e For these categories, see [\u003cspan citationid=\"CR145\" class=\"CitationRef\"\u003e145\u003c/span\u003e, \u003cspan citationid=\"CR146\" class=\"CitationRef\"\u003e146\u003c/span\u003e].\u003c/span\u003e\u003c/li\u003e\u003cli\u003e\u003cspan\u003e Indeed, the Industry 4.0 trend is a contributing factor to the VUCA environment. Industry 4.0, together with VUCA-RR (Volatile, Uncertain, Complex, Ambiguous, Radicality, and Rapidity), poses change management challenges for organizations. By implementing agile management, an organization can be in a better position to manage the change challenges posed by Industry 4.0. Industry 4.0 will complement agile management tools and techniques, making any organization better equipped [147]. In the future, a new revolution in both industry and society is expected with Industry 5.0. Industry 5 interacts with powerful computing power to solve complex problems in the VUCA-RR world more efficiently and with less human intervention [148]. Therefore, future studies on the VUCA-RR world during the development of Industry 5 will provide benefits in the continuation of our article.\u003c/span\u003e\u003c/li\u003e\u003cli\u003e\u003cspan\u003e The dynamic development of Industry 4.0 technologies points to far-reaching changes that require trust-based collaboration for effective implementation [153]. In this environment, organizations need to be agile [54].\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Agile approach, Agile management, Agility, Leadership behavior, Organizational agility, VUCA components","lastPublishedDoi":"10.21203/rs.3.rs-8417565/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8417565/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eWhether an organization can adapt to the challenges and opportunities it will face in the future depends on the agility of leaders. The behavior of leaders, top managers and staff can be examined in terms of VUCA components. Among the components of VUCA (variability, uncertainty, complexity, ambiguity), the emergence of intolerance of ambiguity, poor cognitive flexibility, and low tolerance for ambiguity result in varying degrees of weakening of agile leadership in a VUCA environment among leaders, senior managers, and staff. In terms of examining agile leadership in VUCA environments, we can think of universities as businesses. In this study, the relationships between the perceptions of the academic/administrative staff towards the VUCA components and the perceptions of the managers on the agile leadership skills were examined. Based on these relationships, the aim was to determine university staff's perspective on agile leadership in the VUCA environment and to develop strategies that will enable university leaders to become more agile. In this context, data obtained through an online survey were analyzed using SPSS 25.0 and AMOS 21.0 statistical packages. Purposive sampling was used as the method. It was also determined whether the perceptions of VUCA components and agile leadership skills differ according to the gender and marital status of the employees. As a result of the research, it was determined that the staffs' mean scores of resistance to change were low, while the mean scores of cognitive flexibility, tolerance of ambiguity, prospective/inhibitory anxiety were high. It has been revealed that the average score of the employees' perceptions of their managers' result-orientedness, competence and speediness is higher. A positive and statistically significant relationship was found between cognitive flexibility scores and perception of speediness. In this context, if the cognitive flexibility of the employees increases, their perceptions of the speed of their managers will also tend to increase.\u003c/p\u003e","manuscriptTitle":"The Perception of Agile Leadership of Employees in VUCA World: Research at a State University","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-01-09 01:29:26","doi":"10.21203/rs.3.rs-8417565/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"ba3ea9d6-7013-4b8e-be1d-23f60c51b3a9","owner":[],"postedDate":"January 9th, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":60757940,"name":"Health sciences/Health care"},{"id":60757941,"name":"Biological sciences/Psychology"},{"id":60757942,"name":"Social science/Psychology"}],"tags":[],"updatedAt":"2026-01-29T06:25:24+00:00","versionOfRecord":[],"versionCreatedAt":"2026-01-09 01:29:26","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8417565","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8417565","identity":"rs-8417565","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}