Four Different Leadership Styles Used by Big-Six Accountants Were Investigated

Four different leadership styles used by Big-Six accountants were investigated. As part of a designed study, 15 accountants were randomly selected from each of the four leadership style groups (a total of 60 accountants) . Each accountant was asked to rate the degree to which their subordinates performed substandard field work on a 10-point scale-called the "substandard work scale". The objective is to compare the mean substandard work scales of the four leadership styles.
The data on substandard work scales for all 60 observations were subjected to an analysis of variance.

ONE-WAY ANOVA FOR SUBSTAND BY STYLE $\begin{array} { l | c | r | c | c | c } { \text { SOURCE } } & \text { DF } & { \text { SS } } & \text { MS } & \text { F } & \text { P } \\\hline \text { BETWEEN } & 3 & 2728.17 & 909.390 & 5.210 & 0.003 \\\text { WITHIN } & 56 & 9774.63 & 174.547 & & \\\text { TOTAL } & 59 & 12,502.80 & & &\end{array}$


Interpret the results of the ANOVA $F$ -test shown on the printout for $\alpha = 0.05$ .

A) At $\alpha = .05$ , nothing can be said.
B) At $\alpha = .05$ , there is no evidence of interaction.
C) At $\alpha = .05$ , there is sufficient evidence of differences among the substandard work scale means for the four leadership styles.
D) At $\alpha = .05$ , there is insufficient evidence of differences among the substandard work scale means for the four leadership styles.