Transformational Leadership of School Administrators Affecting the Learning Organization of Private Schools Under the Office of Private Education, Pattani Province

Abstract

Background and Aims: In an era of rapid globalization, educational institutions increasingly rely on transformational leadership, which plays a vital role in shaping schools as learning organizations that prioritize continuous professional growth and institutional development. The objectives of this research were to study: 1) the transformational leadership of school administrators under the Office of Private Education, Pattani Province, 2) the learning organization of private schools under the Office of Private Education, Pattani Province, 3) the relationship between the transformational leadership of school administrators and the learning organization of private schools under the Office of Private Education, Pattani Province, 4) the transformational leadership of school administrators affecting the learning organization of private schools under the Office of Private Education, Pattani Province, and 5) the key aspects of transformational leadership that significantly influenced the development of private schools as learning organizations under the Office of Private Education in Pattani Province.

Methodology: The sample comprised five private school administrators and 355 teachers currently employed at private schools under the Office of Private Education in Pattani Province. Research instruments included structured interviews and questionnaires regarding the transformational leadership of school administrators and its impact on the development of private schools as learning organizations. The questionnaire utilized a five-point Likert scale. Statistics for data analysis included frequency, percentages, means, standard deviations, Pearson’s Product-Moment Correlation Coefficient, and Multiple Regression Analysis.

Results: The results of the research were as follow 1) the teachers of private schools under the Office of Private Education, Pattani Province, perceived the overall transformational leadership of school administrators to be at a high level, 2) the teachers perceived the private schools under the Office of Private Education, Pattani Province, as learning organizations at a high level, 3) there was a high positive correlation between transformational leadership and the development of private schools as learning organizations at the .01 level of statistical significance (r = .816**), 4) multiple Regression Analysis revealed that transformational leadership significantly predicted the development of schools as learning organizations (R = .820, R² = .673) at the .01 level of statistical significance, and 5) the key aspects of transformational leadership that significantly influenced the development of private schools as learning organizations were: idealized influence, intellectual stimulation, and individualized consideration. These aspects can guide the development of leadership in private schools under the Office of Private Education in Pattani Province.

Conclusion: The study found that teachers perceived high levels of transformational leadership and learning-organization characteristics in private schools under the Office of Private Education in Pattani Province. A strong positive correlation was observed between transformational leadership and learning organization development (r = .816, p < .01). Regression analysis confirmed that transformational leadership significantly predicted organizational learning (R² = .673, p < .01). The most influential dimensions were idealized influence, intellectual stimulation, and individualized consideration. These findings highlight the need to strengthen these leadership qualities to support sustainable school development.