HOW TRANSFORMATIONAL LEADERSHIP AFFECT INNOVATIVE WORK BEHAVIOR, EMPLOYEE ENGAGEMENT, AND JOB PERFORMANCE OF FACULTY MEMBERS AT UNIVERSITIES IN BANGLADESH AND THAILAND: THE ROLE OF INNOVATIVE CLIMATE, PARTICIPATIVE DECISION MAKING, AND PSYCHOLOGICAL EMPOWERMENT

dc.contributorSUMAIA FARZANAen
dc.contributorSUMAIA FARZANAth
dc.contributor.advisorPeerayuth Charoensukmongkolen
dc.contributor.advisorพีรยุทธ เจริญสุขมงคลth
dc.contributor.otherNational Institute of Development Administration. International College,en
dc.date.accessioned2024-06-05T09:40:11Z
dc.date.available2024-06-05T09:40:11Z
dc.date.issued5/1/2024
dc.date.issuedBE548
dc.descriptionDoctor of Philosophy (Management) (Ph.D.(Management))en
dc.descriptionปรัชญาดุษฎีบัณฑิต (การจัดการ) (ปร.ด.(การจัดการ))th
dc.description.abstractFor universities to be efficient and stay competitive, they need quality faculty members who are knowledgeable and skilled in teaching, research, and academic activities. In order to have higher faculty performance, universities must foster a supportive work environment and involve them in decision-making, so the faculty members feel empowered and be innovative at work. Essentially, the ability of university faculty members to learn the necessary work behaviors will be greatly influenced by their immediate supervisors. Hence, departmental unit leaders must possess certain leadership traits in order to promote innovative work behavior, engagement and help them perform effectively. Given this, transformational leadership is the prominent leadership style that is highly efficient and constructive to deeply engage their followers and motivate them to go above and beyond their transactional obligations. Despite some evidence about the benefits of transformational leadership in the educational context, there is little study that compares the impact of transformational leadership across countries employing samples from various countries. The first objective of this study is to analyze the effect of departmental units’ transformational leadership on (1) Innovative Work Behavior, (2) Employee Engagement, and (3) Job Performance of their subordinates. The second objective is to examine whether these benefits of transformational leadership could be mediated by (i) Innovative climate and (ii) Participative Decision Making. In addition, the study compares whether transformational leadership’s benefits on innovative climate, participative decision making, and psychological empowerment could be the same for employees in Bangladesh and Thailand, which differ in the levels of power distance. Survey data were collected from 243 faculty members from Bangladesh and 214 faculty members from Thailand. The study used Partial Least Squares Structural Equation Modeling (PLS-SEM) to analyze the data. The results revealed that the departmental heads who exhibited transformational leadership were likely to foster a stronger innovative climate, encourage their members to participate more in decision making, and help their members develop higher psychological empowerment. The mediating effect findings also showed that innovative climates fostered by the departmental heads with transformational leadership tended to enhance the psychological empowerment of faculty members, making them demonstrate a higher level of innovative work behavior, better performance, and higher engagement. Furthermore, the moderating effect analysis showed that the impacts of transformational leadership on innovative climate and psychological empowerment were stronger for the faculty members of Thailand than for the faculty members of Bangladesh. The results offer new empirical evidence that expands the existing knowledge boundaries within transformational leadership literature. Furthermore, the findings of this study align with Sustainable Development Goal number 8 (SDG 8), which endeavors to promote productive employment, decent work, and economic development. Given that universities are the backbone of sustainable economic development, this research suggests that transformational leadership development should be considered as a policy to help the universities enhance competencies of their faculty members, who are the key driving force for achieving this goal.en
dc.description.abstract-th
dc.identifier.urihttps://repository.nida.ac.th/handle/662723737/6908
dc.language.isoen
dc.publisherNational Institute of Development Administration
dc.rightsNational Institute of Development Administration
dc.subjectTransformational leadership cross-cultural management innovative climate participative decision making psychological empowerment innovative work behavior engagement performance power distance orientationen
dc.subject.classificationBusinessen
dc.titleHOW TRANSFORMATIONAL LEADERSHIP AFFECT INNOVATIVE WORK BEHAVIOR, EMPLOYEE ENGAGEMENT, AND JOB PERFORMANCE OF FACULTY MEMBERS AT UNIVERSITIES IN BANGLADESH AND THAILAND: THE ROLE OF INNOVATIVE CLIMATE, PARTICIPATIVE DECISION MAKING, AND PSYCHOLOGICAL EMPOWERMENTen
dc.titleHOW TRANSFORMATIONAL LEADERSHIP AFFECT INNOVATIVE WORK BEHAVIOR, EMPLOYEE ENGAGEMENT, AND JOB PERFORMANCE OF FACULTY MEMBERS AT UNIVERSITIES IN BANGLADESH AND THAILAND: THE ROLE OF INNOVATIVE CLIMATE, PARTICIPATIVE DECISION MAKING, AND PSYCHOLOGICAL EMPOWERMENTth
dc.typeDissertationen
dc.typeดุษฎีนิพนธ์th
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