The purposes of the study were to investigate transformational leadership and learning organization of bureaucratic official and personnel of Office of the Private Education Commission. The samples were drawn from 169 bureaucratic officials and personnel of Office of the Private Education Commission by Taro Yamane formula sampling. The five-scaled rating questionnaire had obtained the reliability coefficient at 0.95. The collected data were analyzed by the percentage distribution mean and standard deviation; and t-test f-test and Pearson product moment correlation coefficient. The results were as follows. 1. Transformational leadership of the executives from the Office of the Private Education Commission was seen high in general. When considering in each aspect it was found that the samples could highly perceive the executives’ transformational leadership in every aspect ranging from inspiration motivation idealized influence of charisma leadership individualized consideration and intellectual stimulation respectively. 2. Learning Organization of the bureaucratic officials and personnel of Office of the Private Education Commission was high ranging from Mental Model Team Learning Personal Mastery System Thinking and Shared Vision respectively. 3. Transformational leadership and Learning Organization of the bureaucratic officials and personnel of Office of the Private Education Commission were positively related at 0.05 statistical significance and the reliability coefficient at 0.595 which demonstrated the positive relationship averagely.

งานวิจัยเรื่องความสัมพันธ์เชิงสาเหตุของรูปแบบภาวะผู้นำและความฉลาดทางสังคมที่มีอิทธิพลต่อรูปแบบ การจัดการความขัดแย้งของผู้บริหารบริาทที่จดทะเบียนในตลาดหลักทรัพย์แห่งประเทศไทย มีตถุประสงค์ของการวิจัยคือ 1) เพื่อพัฒนาโมเดลความสัมพันธ์เชิงสาเหตุของรูปแบบภาวะผู้นำแห่งการเปลี่ยนแปลงและความฉลาดทางอารมณ์ที่มีอิทธิพลต่อรูปแบบการจัดการความขัดแย้งของผู้บริหารบริษัทที่จดทะเบียน ในตลาดหลักทรัพย์แห่งประเทศไทย และ 2) เพื่อตรวจสอบความสอดคล้องของโมเดลที่พัฒนาขึ้นกับข้อมูลเชิงประจักษ์ ผลการวิจัยพบว่า โมเดลความสัมพันธ์เชิงสาเหตุของรูปแบบภาวะผู้นำแห่งการเปลี่ยนแปลงและความฉลาดทางอารมณ์ที่มีอิทธิพลต่อรูปแบบการจัดการความขัดแย้งของผู้บริหารบริษัทที่จดทะเบียนในตลาดหลักทรัพย์แห่งประเทศไทยไม่มีความสอดคล้องกับข้อมูลเชิงประจักษ์ อย่างไรก็ตามผลการวิจัยพบว่า รูปแบบภาวะผู้นำแห่งการเปลี่ยนแปลงมีอิทธิพลทางตรงเชิงบวกต่อความฉลาด ทางสังคมและรูปแบบการจัดการความขัดแย้ง รูปแบบภาวะผู้นำแห่งการเปลี่ยนแปลงมีอิทธิพลทางอ้อมเชิงบวกต่อรูปแบบการจัดการความขัดแย้งผ่านความฉลาดทางสังคม และความฉลาดทางสังคมมีอิทธิพลทางตรงเชิงบวกต่อรูปแบบการจัดการความขัดแย้ง

The objective of this research were (1) To study the Influence of supervisor’s transformation leadership on job satisfaction; (2) To study the Influence of supervisor’s transformation leadership and job satisfaction on organizational commitment; (3) To study The Influence of transformation leadership job satisfaction and organizational commitment on employee’s job performance (4) To validate a causal relationship model of influence of supervisor’s transformation leadership on job satisfaction organizational commitment and employee’s job performance of Tisco Bank Public Company Limited. The variables in this investigation consisted of the following; supervisor’s transformation leadership as the independent variable; and job satisfaction on organizational commitment as mediating variables and employee’s job performance as dependent variable. The researcher used quantitative methods which involved empirical research. The instrument of research was a questionnaire used to collect data form 345 personnel of Tisco Bank Public Company Limited. The statistics used in data analysis were frequency mean percentage and structural equation model analysis. It was found that the model was consistent with the empirical data. Goodnessof fit measures were found to be Chi-square (2) = 198.935; Degree of freedom = 169; p–value = 0.057; Relative Chi-square (2/ df) = 1.177; Goodness of Fit Index (GFI) = 0.950; Adjusted Goodness of Fit Index ( AGFI) = 0.925; Comparative Fit Index (CFI) = 0.997; Standardized Root Mean Square Residual (SRMR) = 0.039; and root Mean Square Error of Approximation (RMSEA) = 0.023. It was also found that (1) supervisor’s transformation leadership had a positive direct effect on job satisfaction; (2) supervisor’s transformation leadership had a positive direct effect on organizational commitment; (3) job satisfaction had a positive direct effect on organizational commitment; (4) organizational commitment had a positive direct effect on employee’s job performance; and (5) supervisor’s transformation leadership had a positive direct effect on employee’s job performance. On the basis these findings the researcher recommends that Tisco Bank Public Company Limited more fully focus on transformation leadership to deepen job satisfaction and organizational commitment and employee’s job performance.

The objectives of this research were (1) To study the influence of supervisor’s transformational leadership and organizational justice on job satisfaction of employees of BAAC head office; (2) To study the influence of supervisor’s transformational leadership organizational justice and job satisfaction on organizational commitment of employees of BAAC head office. (3) To validate the causal relationship model of supervisor’s transformational leadership and organizational justice on job satisfaction and the organizational commitment of employees of BAAC head office with empirical data. The variables in this investigation consisted of the following: supervisor’s transformational leadership and organizational justice consist as the independent variables; job satisfaction as mediating variable; and organizational commitment as dependent variable. The researcher used quantitative methods which involved empirical research. The instrument of research was a questionnaire used to collect data from 399 employees from BAAC head office. The statistics used in data analysis were frequency mean percentage and structural equation model analysis. It was found that the model was consistent with the empirical data. Goodness of fit measures were found to be Chi-square (2) = 122.230; Degree of freedom = 150; p-value = 0.952; Relative Chi-square (2/df) = 0.815; Goodness of Fit Index (GFI) = 0.980; Adjusted Goodness of Fit Index (AGFI) = 0.938; Comparative Fit Index (CFI) = 1.000; Standardized Root Mean Square Residual (SRMR) = 0.020 and Root Mean Square Error of Approximation (RMSEA) = 0.000. It was also found that: 1. Supervisor’s transformational leadership had positive and direct influence on employee’s job satisfaction. 2. Supervisor’s transformational leadership had positive and direct influence on organizational commitment. 3. Organizational justice in the dimension of distributive justice had positive and direct influence on job satisfaction. 4. Organizational justice in the dimension procedural justice had positive and direct influence on job satisfaction. 5. Organizational justice in the dimension of distributive justice had positive and direct influence on organizational commitment. 6. Job satisfaction had positive and direct influence on organizational commitment. Based on these findings the researcher recommends that BAAC head office more fully focus on supervisor’s transformational leadership organizational justice in the dimensions of distributive justice and procedural justice to deepen the job satisfaction and organizational commitment.

This research aims at studying the strategic leadership and the success of organization management by emphasizing the impacts of strategic leadership on the effectiveness regarding customer retention operating cost sales volume & market share. The samples of the research were gathered from 400 Small and Medium Enterprises (SMEs). The Multiple Regression (Stepwise Method) was used as a statistical tool to analyze research hypotheses. The results indicate that the 4 disciplines of strategic leadership including 1) strategic analysis 2) strategic review 3) strategic decision making & 4) strategic practice significantly influence the success of organization management with respect to customer retention operating cost sales volume & market share at 0.05 level.