MULTICULTURAL LEADERSHIP MODEL ACCORDING TO SARANIYADHAMMA PRINCIPLES OF ADMINISTRATORS OF THE ARTS AND CULTURE NETWORK IN RAJABHAT UNIVERSITIES

Abstract

Background and Objectives: In managing diverse and complex organizations, as evident in the current situation, leaders integrated both science and art to adapt to evolving challenges. The application of Buddhist principles served as a key approach to leveraging social capital in management, aligning with the era of change. This research aimed to: 1) Study the past state of multicultural leadership of administrators in the cultural arts network at Rajabhat Universities; 2) Develop a model of multicultural leadership based on the Saraniyadhamma principles for administrators in the cultural arts network at Rajabhat Universities; 3) Test the model of multicultural leadership based on the Saraniyadhamma principles for administrators in the cultural arts network at Rajabhat Universities; and 4) Evaluate the model of multicultural leadership based on the Saraniyadhamma principles for administrators in the cultural arts network at Rajabhat Universities.
Methodology: This research was conducted as a research and development study incorporating quantitative and qualitative approaches. The quantitative study aimed to examine essential needs and was analyzed using basic statistical methods, including ranking the needs index. The qualitative study involved analyzing data from documents and fieldwork. The research tools included questionnaires, structured interviews, and focus group discussions. Data were collected through questionnaires and in-depth interviews. Statistical methods used for data analysis included percentages, mean, and standard deviation. Additionally, content analysis was performed, and the findings were presented in a descriptive format.
Main Results: The findings indicated that the overall level of multicultural leadership among administrators in the cultural arts network at Rajabhat University was moderate. The development of the model included key elements such as knowledge, understanding, awareness, organizational culture, and participation. The results from implementing the multicultural leadership model showed a content validity index for its components, the methods of applying the model in educational institutions, and the evaluation outcomes based on the Saraniyadhamma principles for administrators within the cultural arts network at Rajabhat University. The assessment of content validity, measured by the Content Validity Index (CVI), evaluated the model's components, implementation guidelines, and the effectiveness of the model's measurement and evaluation. Remarkably, the content validity index for the evaluation was 1.00, and the overall content validity index for the entire model was also 1.00.
Involvement to Buddhadhamma: This research was based on the concept of applied Buddhism. It used the principles of Saraniyadhamma as Buddhist innovation for modern organizational management, which was highly significant in fostering fair leadership and promoting coexistence in a diverse society. This was particularly relevant in the context of managing the cultural arts network at Rajabhat University. The Saraniyadhamma principles encouraged friendly actions in all aspects, including actions, speech, and thoughts, as well as sharing positive things and adhering to ethical practices.
Conclusions: This research aimed to develop a multicultural leadership model based on the principles of Saraniyadhamma for leaders in the cultural arts network at Rajabhat Universities, focusing on applying Buddhist teachings in managing diverse organizations. The findings revealed that leaders strongly desired to develop high-level multicultural leadership skills. The developed model was suitable and could be practically implemented. The principles of Saraniyadhamma promoted collaboration within organizations by emphasizing compassion, polite communication, and positive thinking, ultimately fostering good relationships.