Browsing by Subject "Transactional"
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ItemThe relationship between divison heads' leadership styles and teacher satisfaction at Siam Commercial College of TechnologyThis study aimed to bridge the gap between the minimal literatures in regards leadership styles and job satisfaction. To guide this study, the following two research questions were formulated: (1) what is the relationship between division heads’ leadership style and teacher satisfaction at Siam Commercial College of Technology? (2) what are the influence of each component of division heads’ leadership on teacher job satisfaction? This study included 166 subordinates at Siam Commercial College of Technology. Using a quantitative approach, the participants were asked to answer questions about their division heads’ using the Multifactor Leadership Questionnaire and their job satisfaction using the Job Satisfaction Survey. The results from both of these surveys were computed into the Statistical Package for the Social Sciences (SPSS) software for analysis. Using descriptive analysis to find the means and Pearson correlation coefficient to find the correlation a relationship was found small relationship was found between perception of division heads’ leadership style and teacher job satisfaction; r=.375 for transformational and r=.249 for transactional. These two correlations with job satisfaction both fall under the category of “weak” therefore the researcher determined that there was a slight relationship with perception of division heads’ leadership styles and job satisfaction at Siam Commercial College of Technology. In addition a breakdown of all facets of leadership and job satisfaction were analyzed. The finding showed that subordinates perceived their division heads’ to have a mixture of both transformational and transactional leadership with the subordinates showing a mid-range of job satisfaction. All facets of transformational leadership showed a greater correlation to job satisfaction than to half of the facets within transactional leadership (management by exception (passive) and Laissez-faire).
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ItemToward High Performance Organization using Path-Goal Theory and Transformation Theories: A case Study of St.Louis School ChachoengsaoIn this study, the main objectives were : to assess the current levels of leadership skills of the leadership team, staff engagement, and the performance effectiveness of the staff ; to design Organization Development Interventions (ODI) that will enhance the leadership skills, staff engagement and the performance effectiveness; to implement ODI and to evaluate the initial effects of ODI on the levels of leadership skills staff engagement and the performance effectiveness; and to propose a Roadmap that will sustain the initial positive effects of the ODI to further develop SLC as an excellent academic institution. The pretest survey questions on leadership skills and styles by ass leaders, and employee engagement questionnaires survey were administered prior to implementing the OD interventions. A SOAR Workshop was also conducted to know the priorities of the school community in its future direction and be the basis for the research study. The research process involved the Pre-ODI, the implementation of OD and the Post-OD were conducted. At the beginning of the process, the 3 workshops were conducted with 248 Thai teachers as participants. The three workshops were on Whole-Brain Based Organization Development, Responsible Gap for Engagement, and Team Building Workshop. Random Interviews with 22 teachers, 10 parents and 15 alumni were also conducted. The results showed significant improvements on the leadership styles and the employee engagements. The performance effectiveness of the teachers showed no significant improvement. The results of the interviews with teachers, parents and alumni were positive on performance effectiveness. The researcher proposed 5 roadmaps for SLC future development on leadership skills, personnel, academic and students development, so that SLC will be the high performing school in the future.