Abstract:
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The objectives of this study are (1) to study the level of transformational leadership; (2) examine the influence of leader self-efficacy, emotional intelligence and sense of humor on transformational leadership in organizational management; (3) to study the attributes of top team executives in the criterion of leader self-efficacy, emotional intelligence and sense of humor on transformational leadership of the executives in PTT Public Company Limited, Metropolitan Electricity Authority and Metropolitan Waterworks Authority. Research Methodology was divided into 3 steps: (1) review the literature and relevant theories to applied in the conceptual research with mainly transformational leadership theory, the concept of leader-self-efficacy, emotional intelligence inventory and humor theory; (2) quantitative study which tests the generalization of the model by existing executives survey, is measured using empirical data gathered from 385 executives. The questionnaires were constructed and distributed to existing executives during May to June, 2012. The responses were 385 persons. Descriptive statistics analysis is used to general information, levels of transformational leadership, leader self-efficacy, emotional intelligence and sense of humor. Multivariate was used to analyze the complicated data about the influence of leader self-efficacy, emotional intelligence and sense of humor on transformational leadership. The study found that leader selfefficacy, emotional intelligence and sense of humor influences on transformational leadership significantly and among of them, leader self-efficacy influences on transformational leadership at most (R change = .470). The results indicate that the intellectual stimulation in transformational leadership of the executives is the most impact in each State Enterprise. PTT and MEA executives implemented leader self-efficacy in the most R2 change of each (R2 change = .621 and .599 orderly), especially the leader efficacy in the leader selfefficacy, while emotional intelligence influence on MWA executives in the most R2 change (R2 change = .619), especially the social awareness in emotional intelligence. The attitude toward sense of humor influence on transformational leadership of each State Enterprise mostly for all aspects. The results support that sense of humor enhances leader self-efficacy and emotional intelligence for coordinating in working. Gender and total years of employment influence on transformational leadership of all executives significantly in level .05 but they have no impact to intellectual stimulation of each State Enterprise in the selected model; and (3) qualitative study divided into 2 parts; Part I : firstly by analyzing secondary data; Part II : In-depth interviews were conducted to CEOs and top team Executives total 17 persons. The results show that intellectual stimulation, leader-efficacy, social awareness and attitude toward humor influence on transformational leadershipof three state enterprises significantly at the most level. Sympathy of executives to people is very important asset to ensure the issue of corporate governance. A key of good coordination is that executives have good attitude toward humor to adapt in conversations and create good atmosphere. For each case study, in this research has found and recommended that HR strategy of State Enterprises should develop itself based on soft-skilled research in own organization to design own HR strategies and HR practices for value-added and effective results. Moreover, executives should disclose and sacrifice with sharing their deep knowledge and transfer technique procedures to the next generation for the benefits of organizational in the future. PTT, MEA and MWA executives can develop the other aspects of transformational leadership in balance rather than intellectual motivation. Finally, the research is recommended to consider a longitudinal analysis about leadership changes, find what the factors of successful executives that should retain, compare the difference between transformational and transactional leadership for empirical evidence in Thai research. Additionally, more relevant the viewpoints of stakeholders to evaluate organizational management and identify more factors to organizational design and develop idealized leaders.
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