Transformational leadership and employee performance in Bangkok Metropolitan Administration: The mediating role of job satisfaction

Abstract

PURPOSES: To analyze the direct and indirect effects through job satisfaction as a mediator variable of transformational leadership on employee performance. METHODS: This research employed a survey research design, collecting data from a sample of 400 personnel working in Bangkok District Offices. A multi-stage sampling technique was utilized. The research instrument was questionnaire, which demonstrated internal consistency with high Cronbach’s alpha coefficient (0.942). Data analysis was performed using Structural Equation Modeling (SEM). RESULTS: Transformational leadership exerted an influence directly, and indirectly and partially through job satisfaction on employee performance. THEORY/POLICY IMPLICATIONS: While traditional wisdom has predominantly emphasized the significant influence of transformational leadership on employee performance in driving organization goals, this research revealed that job satisfaction was a more potent predictor of high-level performance. Accordingly, organizations should emphasize suitable work conditions and policies. When employees are assigned workloads that align with their needs and receive adequate as well as equitable compensation, they inevitably fosters job satisfaction, which in turn enhance efficient and effective performance. Furthermore, to achieve excellence in employee performance, it is imperative to develop transformational leadership coupled with job satisfaction for sustainable organizational growth and holistic development.