The Impact of Transformational Leadership on Culture, Satisfaction, Commitment, and Performance in Thai State Enterprises
Keywords:
transformational leadership, job satisfaction, organizational commitment, job performance, state enterpriseAbstract
The transformational leadership of executives significantly influences employee performance in state enterprises in Thailand through key intermediate variables. This study aims to examine the consistency of a causal model with empirical data and to investigate the influence of executives' transformational leadership on organizational culture, job satisfaction, organizational commitment, and employee performance in state enterprises in Thailand. Data were collected from 600 employees working in state enterprises in Thailand and analyzed using structural equation modeling (SEM) techniques. The results revealed that the statistical values of the model were consistent with the empirical data, with the following metrics: Chi-square value = 57.882, df = 48, p-value = 0.155, CMIN/DF value = 1.206, GFI value = 0.988, and RMSEA value = 0.019, all meeting the required criteria. The findings also indicate that transformational leadership has a stronger direct influence on job satisfaction than on organizational culture. Additionally, job satisfaction exerts a greater direct influence on job performance than organizational commitment. Furthermore, transformational leadership, organizational culture, job satisfaction, and organizational commitment collectively affect employee performance, explaining 45% of the variance in performance (R² = 0.45).
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