THE EFFECTS OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP BEHAVIORS ON THE JOB SATISFACTION OF THAI FEMALE CIVIL SERVANTS

Abstract

This study examines the effects of transformational and transactional leadership behaviors on the job satisfaction of Thai female civil servants. The specific area of study was the causal effects of barriers, personal characteristics, leadership competencies, transformational and transactional leadership behaviors on the job satisfaction of Thai female civil servants. The specific organizations under study were public agencies. The specific population was the ordinary Thai female civil servants at the levels of C5-8. The specific sampling area was Bangkok and its peripheral provinces. The study employed both quantitative and qualitative approaches. Path analysis results indicated that both styles of leadership behaviors, transformational and transactional, had direct effects on job satisfaction. Among the five independent variables, transformational leadership behaviors were found to have the highest total effect on job satisfaction (.40), whereas transactional leadership behaviors had the second lowest (.19). The regression coefficient (R2) showed that job satisfaction was moderately influenced by transformational and transactional leadership behaviors, and leadership competencies, accounting for 31 percent of the variance. Thus, it suggested that 69 percent of job satisfaction could probably be influenced by other factors not included in the study. As Transformational and transactional leadership behaviors were found to enhance the job satisfaction of Thai female civil servants in middle management levels, this study recommends that leadership training should be provided that emphasizes the approaches of transformational and transactional leadership.

Keywords: Women Leadership, Public Management, Employment Relations, Transformational and Transactional Leadership, Job Satisfaction

For full paper: fmscresearch@sjp.ac.lk