THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP IN INTEGRATED MANAGEMENT ON ORGANIZATIONAL COMMITMENT: THE MEDIATING ROLES OF QUALITY OF WORK LIFE AND ORGANIZATIONAL CULTURE AMONG PERSONNEL AT RAJABHAT UNIVERSITIES IN CENTRAL REGION OF THAILAND
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Abstract
This research aimed to examine the influence of transformational leadership in integrated management on organizational commitment, with quality of work life (QWL) and organizational culture functioning as mediating variables in Rajabhat universities located in the central region of Thailand. A quantitative survey research design was employed. Data were collected from 382 academic and academic support personnel using stratified random sampling. The research instrument consisted of a five-point Likert scale questionnaire that demonstrated satisfactory content validity and high reliability across all constructs. Data were analyzed using descriptive statistics, Pearson’s correlation coefficients, multiple regression analysis, and mediation analysis employing Bootstrapping techniques through Hayes’ PROCESS Macro.
The findings revealed that transformational leadership, quality of work life, organizational culture, and organizational commitment were all perceived at high levels, which organizational commitment obtained the highest mean score. Correlation analysis further indicated that all variables were positively associated with organizational commitment at a statistically significant level. The results of the multiple regression analysis showed that quality of work life exerted the strongest influence on organizational commitment (β = .500, p < .001), followed by organizational culture
(β = .312, p < .001). In contrast, transformational leadership did not directly influence organizational commitment; instead, it exerted an indirect effect through quality of work life and organizational culture. Furthermore, the proposed model explained 68.40% of the variance in organizational commitment (R² = .684).
The study indicated that leadership serves as an organizational context-setting mechanism that shapes employees’ perceptions of work environments and organizational values, thereby influencing organizational commitment through structural and cultural dimensions rather than through direct influence alone. The findings further suggested that quality of work life and organizational culture function as critical mediating factors linking leadership practices to employees’ long-term commitment toward the organization. These findings contribute to the integration of leadership ...
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