Transactional leadership and transformational leadership of Bangkok administrators affecting organizational efficiency and organizational effectiveness with job satisfaction as the mediator variable
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2025
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2568
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eng
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189 leaves
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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Yuttakon Naksri (2025). Transactional leadership and transformational leadership of Bangkok administrators affecting organizational efficiency and organizational effectiveness with job satisfaction as the mediator variable. Retrieved from: https://repository.nida.ac.th/handle/123456789/7242.
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Transactional leadership and transformational leadership of Bangkok administrators affecting organizational efficiency and organizational effectiveness with job satisfaction as the mediator variable
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Abstract
Executives play a significant role in shaping organizations’ success. When organizations are coupled with leadership, those organizations tend to be more successful, progressive, and prosperous. This research was aimed at examining the effects of Bangkok Metropolitan (BMA) executives’ transactional leadership and transformational leadership on organizational efficiency and organizational effectiveness, investigating the effects of job satisfaction as a mediating variable, and developing a structural equation model to explain those effects on organizational efficiency and organizational effectiveness. Mixed-method research was adopted. For quantitative method research, a questionnaire was chosen as the research instrument to collect data from 406 executives of different agencies under the Bangkok Metropolitan Administration. For data analysis, statistical analysis and structural equation modelling were employed. In terms of qualitative method research, in-depth interviews along with semi-structured questions were utilized. 20 key informants, classified into 3 groups, included ordinary Bangkok civil servants of the BMA at executive levels, such as in administration, directors, senior general, general, and higher professionals.
The results of descriptive statistics revealed that the respondents agreed with the transactional leadership and transformational leadership of the Bangkok Metropolitan Administration executives, with organizational effectiveness, and job satisfaction at a high level. Meanwhile, organizational efficiency was found at a very high level of agreement among the respondents. Moreover, it was found that all 5 measurement models satisfied the cut-off points of construct validity and discriminant validity. The results of hypothesis testing indicated that transactional leadership had a positive direct effect on organizational efficiency, organizational effectiveness, and job satisfaction at statistical significance of the 0.01 level. Job satisfaction also had a positive direct effect on organizational efficiency and organizational effectiveness at the statistical significance of the 0.01 level. Transformational leadership had a positive direct effect on organizational efficiency and organizational effectiveness at the statistical significance of the 0.05 level. Transformational leadership had a positive direct effect on job satisfaction at the statistical significance of the 0.001 level. Transactional leadership had an indirect effect on organizational efficiency through job satisfaction at the statistical significance of the 0.01 level. Transactional leadership had an indirect effect on organizational effectiveness through job satisfaction at the statistical significance of the 0.01 level. Transformational leadership had an indirect effect on organizational efficiency at the statistical significance of the 0.05 level. Transformational leadership had an indirect effect on organizational effectiveness at the statistical significance of the 0.05 level. The results of qualitative method research showed that key informants viewed progress tracking as the most important attribute of transactional leadership, followed by planning. The key informants stated that idealized influence was the most important attribute of transformational leadership, followed by inspirational motivation. The customer was the most important attribute of organizational efficiency, accompanied by human relations. Colleagues were the most important attribute of job satisfaction, followed by supervision. The results of both quantitative and qualitative method research were found in the same direction. Theoretical contribution states that transactional leadership theory, transformational leadership theory, job satisfaction, organizational efficiency, and organizational effectiveness were proved to provide a better understanding of leadership characteristics that affect organizations. The implication for practice is that the Bangkok Metropolitan Administration and related government agencies should develop and promote transactional leadership and transformational leadership among the BMA executives in order to alleviate organizational performance, coupled with a work environment that facilitates employee satisfaction.
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Thesis (Ph.D. (Public Administration))--National Institute of Development Administration, 2025