EMPOWERING LEADERSHIP LEARNING ORGANIZATIONAL WITH THE PERFORMANCE OF OFFICIALS UNDER BANGKOK
Keywords:
Empowering;, Leadership, Learning Organizational, Performance.Abstract
This research article aims to examine the influence of empowering leadership and learning organization on the performance of civil servants in the district offices of Bangkok Metropolitan Administration. The population consisted of personnel from the district offices in Bangkok. A multi-stage sampling technique was used, resulting in a total sample size of 450 individuals. Descriptive statistics were used to analyse basic data, and inferential statistics were applied to test the hypotheses using structural equation modeling (SEM).
The research findings revealed that empowering leadership and learning organization significantly influenced the performance of civil servants in the Bangkok district offices at the 0.05 level of significance. Additionally, it was found that the integration of empowering leadership and learning organization significantly enhanced the predictive power of civil servant performance at the 0.05 level (R² = 0.530).
References
Charatpornthanya, K. (2021). The relationship between empowering leadership and career adaptability with work engagement as a mediating variable [Master’s thesis, Chulalongkorn University]. [In Thai].
Kanchanaporn, T. (2023). The impact of learning organization on performance in provincial administrative organizations [Doctoral dissertation, Krirk University]. [In Thai].
Sihakhun, P. (2022). The leadership of school administrators affecting the effectiveness of teacher performance under the Sakon Nakhon Primary Educational Service Area Office 1 [Master’s thesis, Sakon Nakhon Rajabhat University]. [In Thai].
Suklim, P. (2021). The relationship between learning organization and team performance effectiveness of Government Savings Bank Headquarters staff [Master’s thesis, Srinakharinwirot University]. [In Thai].
Rattanadilok Na Phuket, P. (2009). Lecture notes on organization and social management. Bangkok: Think Beyond Books. [In Thai].
Muenjak, L. (1995). Training for performance improvement. Civil Service Development Newsletter, 4(38). [In Thai].
Chantanet, W., Mongkolpitaksuk, U., & Ketchan, A. (2021). Social and organizational culture capital and the effectiveness of local administrative organizations. Journal of Graduate Studies, Valaya Alongkorn Rajabhat University under the Royal Patronage, 15(2), 169–181. [In Thai].
Mongkolpitaksuk, U. (2017). Organizational culture and the effectiveness of local administrative organizations. Research report. Bangkok: Krirk University. [In Thai].
Ahearne, M., Mathieu, J., & Rapp, A. (2005). To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance. Journal of Applied Psychology, 90(5), 945-955
Amundsen, S., & Martinsen, O.L. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. The Leadership Quarterly, 25(3), 487-511.
Amundsen, S., & Martinsen, Ø. L. (2014). Self-other agreement in empowering leadership Relationships with leader effectiveness and subordinates’ job satisfaction and Turnover intention. The Leadership Quarterly, 25(4), 784-800.
Amundsen, S., & Martinsen, Ø. L. (2015) Linking empowering leadership job satisfaction, Work effort, and creativity: The role self-leadership and psychological empowerment. Journal of Leadership & Organizational Studies, 22(3), 304-323.
Arnold, J. A., Arad, S., Rhoades, J. A., & Dresqow, F. (2000). The empowering Leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal. Of Organization Behavior, 21(3), 249-269.
Avolio, B. J. (2004). Examining the Full Range Model of Leadership: Looking Back to Transform Forward. In D. V. Day, S. J. Zaccaro, & S. M. Halpin (Eds.), Series in Applied psychology. Leader development for transforming organizations: Growing ieaders for tomorrow (p. 71-98). Lawrence Erlbaum Associates Publishers.
Auh, S., Menque, Bl, & Jung, Y. S. (2014). Unpacking the relationship between Empowering leadership and service-oriented citizenship behaviours: A multilevel approach. Journal of the Academy of Marketing Science, 42(5), 558–579.
Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328.
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.
Benini, A. (2009) Is Empowerment Efficient? Aldo Benini and RDRS Bangladesh.
Bobbio, A., Bellan, M., & Manganelli, A.M. (2012). Empowering leadership, perceived
Organisational support, trust, and job burnout for nurses: A study in an Italian general hospital. Health Care Management Review, 37(1), 77–87.
Brower, H. H., Schoorman, F. D. & Tan, H. H. 2000. A model of relational leadership: The integration of trust and leader-member exchange. Leadership Quarterly, 11: 227-250
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Journal of MCU Buddhapanya Review
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
