The Effects of Transformational Leadership on Work Engagement in the Kingdom of Thailand: A Case Study of a Thai MNC
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Abstract
Scant research has been conducted to test the relationship between transformational leadership and work engagement in Asia-Pacific and extremely little has been done in Thailand. This mixed-methods, action research (MMAR) organization development (OD) study was conducted to fill this gap. In addition to filling this gap, this study attempted to add to previous studies conducted on the effects of performing OD interventions in Thai companies. Lastly, it also saw the development of an approved Thai language version of the Utrecht Work Engagement Scale (UWES). Research took place at a large, publicly traded Thai multi-national corporation (MNC) in Bangkok, Thailand. In all, 219 (n=219) participated in the study. Fifteen research hypotheses were tested. Thirteen of fifteen hypotheses examined the relationship between transformational leadership and work engagement and two examined the effect of conducting an ODI on each variable, independently. It was concluded that each of the fifteen hypotheses were supported.
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