2554 Vithaya

2554
1. .
2. .
3. .
(1)
(2)
(3)
(4)

(4)

7,851
364

(path analysis)

1.

2.
.05

3.

(5)

4.

(6)
ABSTRACT
Dissertation Title A Causal Model of Factors Influencing the Leadership
of Local Government Administrators in Thailand
Students Name Mr. Vithaya Jitnupong
Degree Sought Doctor of Philosophy
Field of Study
Human Resources Development
Academic Year 2011
Advisory Committee
1. Assoc. Prof. Dr. Khosit Intawongse
Chairperson
2. Assoc. Prof. Dr. Boonmee Punthai
3. Dr. Sumana Charanasomboon
In this dissertation, the researcher investigates (1) leadership factors
and the leadership evinced by local government administrators in the Kingdom
of Thailand. The researcher also inquires into (2) the relationships between
these factors and the leadership exhibited by local government administrators.
The researcher further considers (3) direct and indirect influences on the factors
impinging on the leadership of local government administrators. Finally, the
researcher examines (4) methods for fostering the leadership of local government
administrators.
The scope of this research is governed by its focus on the characteristics
of factors affecting local government administrative leadership. The researcher
(7)
also studies the influences of each factor on the leadership of the administrators
under study. The researcher additionally evaluates suitable methods for fostering
leadership on the part of the administrators under study.
In carrying out this investigation, the researcher relied on leadership
concepts formulated by theorists and academics and integrated them in such
fashion that an appropriate research framework could be articulated.
The research population consisted of 7,851 local government administrators
throughout the country. The sample population consisted of 364 administrators.
The instruments of research were a questionnaire and group discussions.
Using techniques of descriptive statistics, the researcher analyzed the
data collected in terms of mean and standard deviation. The methods of simple
correlation coefficient and path analysis were also used by the researcher.
Findings are as follows:
1. The administrators under study concurred in what were the specific
leadership characteristics of local government administrators in addition to
their leadership behaviors and external factors influencing these leadership
behaviors.
2. In regard to the relationships between factors and the leadership of
local government administrators, it was found that variables bearing relationships
at the statistically significant level of .05 with the leadership of the administrators
under study were age, the length of time in which the respondents had been
administrators, external factors of local government, internal factors of local
(8)
government, specific characteristics of the leadership of the administrators, and

the leadership behaviors of these local government administrators.
3. Factors directly influencing the leadership of the local government
administrators under study were internal factors in local government, specific
characteristics of these administrators and their specific leadership behaviors.
Factors bearing an indirect influence on the leadership of these local government
administrators were the educational level of the administrators, the length of
time the respondents had been administrators, external factors impinging upon
local government, internal local government factors, and the specific
characteristics of the leadership of these administrators. These results were
obtained through extrapolating predictive variables.
4. The development of leadership in local government administrators
must be largely grounded in on-the-job training or autonomous study. Nonetheless,
developing the leadership capacities of local government administrators can be
externally enhanced by training sessions, seminars, and workshops.
(9)
...............................................................................................
..........................................................................................
...............................................................................................
.......................................................................................................
...........................................................................................
1 ............................................................................................................
.................................................
........................................................................
............................................................................
................................................................................
.....................................................................................
.....................................................................
2 ...................................................
....................................
........................................
...................................................
.....................................................
.....................................................
.............
................................
..........................
(11)
(4)
(7)
(10)
(14)
(17)
1
1
13
13
17
18
22
24
24
41
49
63
82
91
102
108
.....................................................
.........................................................................
3 ..............................................................................................
......................................................................
........................................................
..............................................................
........................................................................
.............................................................................
4 ..................................................................................
1
......................................
2
.........................................................................
3
...........................
4
.....................................................
5 ............................................
..............................................................................
........................................................................................
..............................................................................................
(12)
120
128
132
133
135
136
138
139
149
153
160
164
195
250
250
252
263

............................................................................................
.................................................................................................
.................................................................
.............................

....................................
............................................................................
.............................................................................
...........................................................................................................
..........................................................................................................
(13)
272
277
290
292
294
299
306
316
329
1 ...................................
2 ........................................................
3
..............................................................................................
4 ......................................
5
..........................
6
...................................................................
7
....
8
...............................
9 (Pjk)
(R2)
......................................................................
10 (Pjk)
(R2)
...................................................................................
11
......
(14)
79
134
137
153
155
156
159
160
164
175
184

12 (Pjk)
(R2)
( 2).....................................................
13 .......................................
14

............................................................................................
15

.....................................................................................
16

..............................................................................................
17

..............................................................................................
18

............................................................................................
19

...........................................................................................
20

.............................................................................................
(15)
188
191
200
206
212
218
222
227
234

21
............................................
22
............................................
(16)
257
261
1
...............................................................
2 ......................................................
3 ........................................................................
4
..........................................................................................
5 4 ...............................
6 ......................................................
7 ............................................................................
8
..........................
9
.......................................
10 ....................................................
11 ........
12 ................................................................
13 .....................
14 (trimmed model) ........................................
15
2......................................................................................................
(17)
16
32
36
76
81
96
131
141
143
163
172
174
183
186
187
21 7
(globalization)

(inequality and
conflict)

(environment costs and
catastrophes)
(competitive advantage)

(demographic time bomb)
.. 2050 1 3
60 (Drucker, 2002)

(death of the cooperation)

2
(vitality and the
networked economy)

(transformed roles in the knowledge
economy)
(Chowdhury, 2003)

(bureaucracy) Weber ( Shafritz & Ott, 2001, pp. 73-77)

(Cooper, Brady, Hidalgo-Hardeman, Hyde, Nalf, Ott, et al., 1998)

(Jaffee, 2001)

(Porter,
1990)
(societal and
democratic value) (impartiality)
(legality) (integrity and honesty) (equality)
(justice and fairness)
(transparency and openness) (responsibility
and accountability) (Organization for Economic Co-operation and Development, 2000)
3
(legalist-administrative value)
(uniformity)
(professional values) (managerial values)
(efficiency) (state resources)
(confidentiality) (competence) (Raadschelders, 2003)

(Waldo, 1984, pp. 193-194)

(Osborne & Gabler, 1992)
(new public management) (Bennis, 1989)
(good governance) (Aucoin, 1990)
(inputs) (outputs)
(results) (outcomes)
(performance indicators) (standards)
(National Audit Office, 1998)

(contract-out) (Market-Type Mechanism--MTM)

(customer orientation/citizen orientation)

(efficiency and individualism)
(universalism) (equity) (resilience)
(security) (Pollitt, 2003)
4

(operational results)

(process improvement)
(system improvement)
(the realization of a vision)
(Pollitt & Bouckaert, 2004) (public managers)

(Ranson & Stewart, 1994,
pp. 261-262) (top executive)

(leadership characteristics)

(formulator and
implementer) (Nahavandi, 1997, pp. 203-207)
2
.. 1991-2072

5 .. 2435
( ,
5
2543)
.. 2540

.. 2540

.. 2534 ( 5) .. 2545 .. 2545

5 .. 2545

(,
2546)

4 ( , 2548,
132-135)

(comparative public administration) (development
economics)
2550 5
78

14 281-290

( .. 2542, 2542)
7
.. 2542

( 30)

1.
2.

3.

4.
5.

.. 2543
30 .. 2542
2540

1.

8
2.
3.

4 (1) (2)
(3) (4) (
)

.. 2550

(McFarland, Senn, & Childress,
1994, pp. 5-9)

(Tichy & Devanna, 1990)
(executive leader)
(change agent)
(Chowdhury,
2003, p. 257)
(the people process) (the strategic process)
(the operations process)

(belief) (value)

(synchronize)
10
(the strategy and the people processes) (Bossidy, Charan, & Brurck, 2002)

.. 1940
(trait approach)
.. 1940 .. 1960 (style approach)
(contingency approach)
.. 1980
(new leader
approach, includes charismatic leadership) (Bryman, 1992)
3
(charismatic leadership)

(Hellriegel, Slocum, & Woodman, 2001, pp. 359-360)
/ (transactional leadership)
(Burns, 1978)
3 (management-by
exception) (passive)

(active)

(contingent reward)

(laissez-faire
11
leaders)
(Bass, 1985) /

(Crozier, 1964)
Carrots and Sticks (McGregor, 1960)

(transformational leadership) (Bass & Avolio, 1990)
(transformational leadership)

(Burns, 1978)
/

(Bass, 1985) 4 (4 Is)
(idealized influence)

(charisma)
(inspirational motivation)

(intellectual stimulation)

(individualized consideration)
(Bass & Avolio, 1990)

(scenario thinking) (Gill, Levine, & Pitt, 1998)
12
(charismatic leadership)

(Weber, 1946)

(Kets de Vries & Miller,
1985)
(Bass, 1985, p. 31)

(Bryman, 1992, pp. 20-21)

(virtual teamwork)

(competencies)
(Zenger &
Folkman, 2002)
(Bryman, 1992)
(motives)
(traits) (skill) (self-image or social
role) (body of knowledge)
/ (Boyatzis, 1982, p. 21)
(
, 2545) (people competencies)
13

(critical success factors)
(Shermon, 2004, p. 73)

1.
2.
3.
4.
14

1.

2.
3.

4.
15
5.

6.

7.

8.

9.
10.
16

11.
12.
(X2)
(X4)
(X9)
(X1)
(Y)
(X3)
(X5)
(X6)
(X11)
(X7)
(X8)
(X10)
(X12)
17
1.
2.
7,851
2.1 75
2.2 1,276
2.3 6,500
3.
3.1 (sample size)
3.1.1 Krejcie and Morgan (
, 2547, 137) 1 364
3.1.2
(trimmed model)

2
3.1.1 364
3.2 2
3.2.1 1
(multi-sampling) ( , 2547, 126-127)
4
18
1 5
4
1 364
3.2.2 2
(trimmed model) 1 2
1 364
4.
4.1
4.2
4.2.1
4.2.2
4.2.3
4.2.4
1.
.05
2.

5
19

(1) (2)
(3) (4)
(5)
3.

5

3.1

3.2

3.3

4.

20

5

4.1

4.2
4.2.1

4.2.2

4.2.3

4.3

4.4

5.

5.1

4 (1) 30-40 (2) 41-50 (3) 51-60 (4) 60
21
5.2

5.3
5.4

5.5

4
6.

5

6.1

6.2

6.3

7.

22
7.1
7.2

7.3

7.4

8.
( .) ( .)
9.

2
10. (.)

11.
1.

23
2.
3.
4.

2

9

1.
2.
3.
4.
5.
6.
7.
8.

9.
Bennis and Nanus (1985, pp. 2-3)

(leadership)
25

7 (Sadler, 2003,
pp. 35-38)
(political office holder)

2 (commander) (paramilitary)

3 (bureaucrat)

4 (manager)
5 (expert)
6 (entrepreneur)

7 (leader)
(context) Sadler

(role) (charisma) (motivation)
26

(Halpin, 1966, p. 30)
(McFarland, Senn, & Childress,
1994, pp. 214-215)
(Yukl,
2002, pp. 3-4)

( (.. ), 2540,
18-19)

(Stogdill, 1974, p. 411)

(Locke, 1991, p. 2)

(Weihrich & Koontz, 1993, p. 437)
27

(Schwartz, 1996, p. 491)
Bass (1985) (leadership)

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

(followers)

4

1.
2.
3.
4.
28

4 (Baldoni, 2005, pp. 7-9)
1. (aspire)
(setting goal) (vision)
(alignment)
2. (perspire) (transform idea)
(execution)
(discipline)
3. (require)
(demonstrate creativity and conviction) (risk)
(courage)
4. (transpire)

(turn actions into achievements) (results)
Greasley and Stoker (2008, pp. 725-726) (mayors) .. 2002-2006
(roles) (attitudes) (relationships)

4
1. (partnership)

29
2. (accessibility and openness)

3. (partisanship)
4. (profile and decision-making)

Vicere (2003,
pp. 76-79) 4
1. (boundary-less thinker)
(big picture perspective) (openness to
ideas) (willingness to look beyond
oneself for capabilities and resources)
2. (network builder)
(relationship mindset) (knowledge of personal
uniqueness) (ability to recognize
others uniqueness)
3. (diplomat)
(relate) (communicate)
(negotiate)
4. (interpreter)
(solid knowledge of the organization)
30
(broad knowledge of marketplace) (ability to
influence others)

Ulrich, Zenger, and Smallwood (1999, p. 3)
(attributes)
(achieve results)
Effective Leadership = Attributes X Results

(Ulrich et al., 1999, pp. 24-26)
1. (vision)
2. / (customer/quality focus)
3. (integrity)
4. / (accountability/commitment)
5. / (communication/Influence)
6. / (shared ownership/boundaryless)
7. / (team builder/empowerment)
8. // (knowledge/expertise/intellect)
9. / (initiative/speed)
10. (global mind-set)
Adair (2003, pp. 9-10) (qualities of leadership)
(integrity)
(enthusiasm)
(warmth)
31
(calmness)
(tough but fair)

(ethical theories)
2 (leaders conduct)
(leaders character) (leaders
conduct) (consequences of leaders
action) 3
(ethical egoism)
(utilitarianism) (altruism)
2
3 (Northouse, 2001, pp. 250-254)
1. (ethical egoism)
2. (utilitarianism)
3. (altruism)
32
(ethical egoism)
(utilitarianism)
(altruism)
2
. Leadership: Theory and Practice (2nd ed., p. 252), by P. G. Northouse,
2001, Thousand Oaks, CA: Sage.

Efficiency

( , 2538; Sullivan & Decker,
1997) Effectiveness
33

( ,
2538; Sullivan & Decker, 1997)

- Efficiency
Effectiveness A New English-Thai Dictionary Efficiency
Effectiveness
Drucker ( Hersey, Blanchard, & Johnson, 1996, p. 15)

Cribbin (1972)
4

Clement and Richard (1992)

Gardner (1990)

34

Yukl (1998)

Hersey et al. (1996)

Stogdill (1974)
Fiedler (1976)

Yukl (1998)

1.
2.
3.
4.
5.
6.
35
7.
8.

(leadership continuum)
Tannenbaum and Schmidt (1973)
(continuum) (boss-centered)
(subordinate-centered) 2
3
Tannenbaum and Schmidt (1973)

(Daft, 1999, pp. 71-72)
36
3
. How to Choose a Leadership Pattern, by R. Tannenbaum and W. Schmidt,
1973, Harvard Business Review, 51(3), p. 164.
(autocratic and democratic
leadership)

(Iowa State University) Lewis (
Daft, 1999, p. 69) 2
(autocratic style)

(democratic style)

(2543)

1.
37
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

1.
2.
3.
4.
5.
6.
7.
38
8.
9.
10.

- (power-influence theory)

DuBrin (1995, pp. 142-148)
(organization politics)
(informal) DuBrin
7
1. (position power)
(legitimate power)
(reward power) (coercive power)
(information power)
2. (personal power)
3. (power stemming from ownership)
4. (power from providing resource)

39
5. (power from capitalizing on opportunity)

6. (power stemming from

managing critical problems)
7. (power stemming from being close to

power)
House (house theory of charismatic leadership)

House ( Muckinsky, 1997, p. 125)

1.
2.
3.
4.

(behavior modeling)
40
House

(theory of charismatic leadership)
Hartog and Koopman (2001, p. 173)

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

(transformational leadership) (charismatic leadership)

41

(context) (situation)
(1)

(2)

(3)

42
Fiedler, Chemers, and Mahar (1976)

Fiedler,
Chemers, and Mahar (1976)

Hersey and Blanchard
(Hersey and Blanchards situational theory)
Fieldler - House (Houses path-goal theory)

Fiedler (Fred E. Fiedler)

2
1.

2.

43

Fiedler, Chemers, and Mahar (1976) 3

1. (leader-member relation)

2. (task structure)

3. (leader position power)

Hersey and Blanchard
(situational theory)
(life cycle theory of leadership)
44
(maturity level)

(Hersey et al., 1996)

1. (leader)
(style)
2. (followers)
5

3. (situations) (maturity
level)
(task & relationship)
2

(ability) (willingness)
(experience)

45
1. (referent power)

2. (legitimate power)

3. (expert power)

4. (reward power)

5. (coercive power)

6. (information power)

7. (connection power)
46
(Hersey et al., 1996;
Ivancevich & Matterson, 1996; Lunenburg & Ornstein, 1996; Napier & Gershenfeld,
1985)

( , 2539)

6 (Dessler, 1998; Wright et al., 1998)
1.
2.
3.
4.
5.
6.
47
21
(Allen, 1998)
1.
2.
3.
4.
(integrative theory)
Northouse (2001, pp. 132-133)
(transaction and transformational leadership)

Burns

1.
2.

3. 4

48
3.1 (charismatic)

3.2 (inspiration)
3.3 (individualized consideration)

3.4 (intellectual stimulation)

49

50

Stogdill (1948, pp. 35-40)

1. (intelligence)
2. (alertness)
3. (insight)
4. (responsibility)
5. (initiative)
6. (persistence)
7. (self-confidence)
8. (sociability)
Mann (1959, pp. 243-245)
Mann

Mann (intelligence) (masculinity)
(adjustment) (dominance) (extroversion)
(conservatism)
Stogdill (1974)
(traits of leadership)
1. (capacities)

2. (achievement)

51
3. (responsibility)

4. (participation)

5. (status)

Bennis (1989)

1. (a guiding vision)

2. (passion)

3. (integrity)

4. (trust)
5. (curiosity)

52
6. (daring)

Bass and Stogdill (1990)
1.

2.

3.

Dessler (1998)
21 6
1. (leader
have drive)
2. (leader want to lead)

3. (leaders has honesty and integrity)

4. (leaders make good decision)

5. (a leader has self-confidence)

6. (the leader knows the business)

53
(2541)
21
6
1.
2.
3.
4.
5.
6.
(2543, 18-24)
1.
2-3

2.

3.
4.

5.

6.

54
7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

55

(, 9 2543)

1.
( SWOT)
2.
3.
4.
5.
6.

7.
8.
(2543, 47-48)

1. ()
2.

3.

4.

56
(2543, 85-89)
4
1.

2.

3.
4.

(2540, 33)
1.
2.
3.
4.
5.
57
6.
7.
8.
9.
(2545, 13)

7 7 Cs
1. Conviction
2. Compassion
3. Conscience

4. Clevemess
5. Connection
6. Commitment
7. Character
Shinn (1986, pp. 8-9)

1.
2.
3.
4.
5.
6.
7.
8.
58
Kouzes and Posner (1995)
5
1. (challenge the process)

2. (inspire a shared vision)

3. (enable others to act)

4. (encourage the heart)

5. (model the way)

(do what you preach and preach what you do)

Frigon and Harry (1996, pp. 29-33)

10
1.
59
2.

3.

4.
5.

6.

7.

8.
9.

10.


7 (7 Cs)
1. (commitment)
60
2. (complexity)

3. (credibility)

4. (competence)

5. (confidence)
6. (communication)

7. (community)

Patton (1997, pp. 35-39)

10
1.
2.
3.
4.
5.
6.
7.
8.
9.
61
10.
DuBrin (1998, pp. 25-29)
2
1.

2.

Daft (1999, p. 66)

6
1.
2.
3.
4.

5.

62
6.

Lussier and Achua (2001, pp. 37-40)
9
1.
2.
3.
4.
5.
6.
7.
8.
9.

1.

2.

63

3.

5 (
, 2540)

( , 2540)
64

(role)
(2540, 58)
()

(2539, 29-30)

(2534, 292)

(2545, 19)

Levinson (1964, pp. 284-285)

Good (1973, p. 502)
65
Katz and Kahn (1978, p. 179)

Cohnen (1979, p. 35)

Owens (1998, p. 48)

66

(Koontz &
Weihrich, 1990)

(2539, 155-159)
1. (executive)

2. (planner)

3. (policy maker)

4. (expert)

5. (external group
representative)
6. (controller of internal relations)

67
7. (purveyor of rewards and punishments)

8. (arbitrator and mediator)

9. (exemplary)
10. (symbol of group)

11. (substitute for individual responsibility)

12. (ideologist)

13. (father figure)

14. (scapegoat)

(2544, 47-48)
4
68
1. (direction settler)
2. (change agent)

3. (spokesperson)

4. (coach)

(2544, 16-17)
(leadership roles)
1. (figurehead)

2. (spokesperson)

3.

69

4. (coach)

5. (team builder)

6. (team player)
3
6.1
6.2
6.3

7. (technical problem solver)

8. (entrepreneur)

Mintzberg ( Lussier & Achua, 2001, pp. 10-13)
10
3
1. (interpersonal roles)
3
70
1.1 (figurehead)

1.2 (leader)

1.3 (liaison)

2. (informational roles)
3
2.1 (monitor)

2.2 (disseminator)

2.3 (spokesman)
3. (decisional roles)
4
3.1 (entrepreneur)

71
3.2 (disturbance handler)

3.3 (resource allocator)

3.4 (negotiator)

Nanus (1989, pp. 71-75)

4
1. (direction setter)

2. (spoken person)

3. (change agent)

4. (coach)

72
Covey (1996, pp. 152-153)

3
1. (path finding)

2. (aligning)
3. (empowering)

Farrew and Keye (1996, pp. 178-180) 5

1. (facilitator)
1.1
1.2
1.3

1.4
2. (appraiser)
2.1
73
2.2
2.3
2.4
2.5
3. (Forecaster)
3.1
3.2
3.3
3.4
4. (adviser)
4.1
4.2
4.3
5. (enabler)
5.1
5.2
5.3

74
5.4

4
1. (direction setter)
2. (change agent)

3. (spokes-person)

4. (coach)

Stogdill ( , 2539, 8)
6
1.
2.
3.
4.
5.
75
6.
- House (Houses path-goal model)
House ( Sullivan & Decker, 1997, p. 137)


(leadership style)
(leadership style)
4 (dimensions)
1 (telling)

(high task, low people)
2 (selling)

(high task,
low people)
3 (participating)

(high people, low task)
76
4 (delegating)
(low task,
low people)
Supporting
(3)
Selling
(2)
(4)
Delegating
(1)
Telling
relationship
Task-Oriented
--------------------- Maturity ------------------------

4
. Management of Organizational Behavior (7th ed., p. 255), by P. Hersey, K. H.
Blanchard, and D. E. Johnson, 1996, Englewood Cliffs, NJ: Prentice-Hall.

Bass (1985) 2
1. (transformational leadership)

77

2. (transactional leadership)

(tri-dimension theory)
Reddin (1970) 3
2 Reddin
(the tri-dimensional leader effectiveness) 3
X, Y Z
1. (task orientation) X

2. (relationship orientation) Y
3. (effective orientation) Z

78
Reddin (1970, p. 17)
8
1. (deserter)

2. (Bureaucrat)

3. (missionary)

4. (developer)
5. (autocrat)

6. (benevolent autocrat)

7. (compromiser)

8. (executive)

79
1
(effective)

(ineffective)

80
(The Ohio State University leadership
studies)
.. 1945 Arnold, Feldman, and Daniel (1986, p. 125)
(Ohio State University)

2 (initiating structure)
(consideration)

2 2
4
81
5 4
. The Art of Leadership (p. 20), by G. Manning and K. Curtis, 2003, New York:
McGrew-Hill.
1. (supportive)

2. (participative)

3. (abdicative)

4. (directive)

4
1. (directive)
82
2. (supportive)

3. (participative)

4. (achievement-oriented)

( (.. ), 2540, 29-30)
1.

2.

3.

83
4.

5.

6.

7.

5 (
, 2543, 96)
1.
2.
3.

4.
5.

(2540, 45)
9
1.
2.
84
3.
4.
5.
6.

7.
8.
9.

2 (1)
(2)
(Adair
, 2536, 29)
Macauley (1998, pp. 4-5)

1.

2.

85
3.

(2541, 196-200)
2
1. (individual)

2. (group)

86
(2544, 10-11)
4
1. (pre-entry training)

2-3
2. (in-service training)

On the
Job Training
1-3
3. (project related training)

1-3
4. (self-development training)

(2542, 34-36)
3
1. (orientation)

87

2. (training)
(1) (2) (3)
(4) (5)
3. (self-training)
(1)
(2)
(3) (4)
(5)
(6) (7)
(8)
Mecauley ( , 2536, 29-30)
4
1.

2.

3.

88
4.

Dessler (1991, p. 254)

1. (on-the job training)
1.1 (coaching)

1.2 (rotation)

1.3 (job enlargement)

1.4 (job enrichment)

2. (off-the job training)

2.1 (training)

2.2 (lecture)

2.3 (seminar)

89
2.4 (workshop)

2.5 (conference)

2.6 (panel discussion)

3-5

3.
3.1 (study visit)

3.2

3.3

DuBrin (1998, pp. 383-387) 2

1. (leadership development
through self-awareness)

90
1.1 (single-loop learning)

1.2 (double-loop learning)

2

2. (leadership development
through self-discipline)
Yukl (1998, pp. 465-469) 21

3
1. (training program)
2. (developmental activity)

3. (self-development activity)

91

3
1. (centralization)

1.1
1.2
1.3
2. (deconcentration)

2.1

2.2
2.3
2.4

2.5
92
3. (decentralization)

3.1
3.2
3.3
3.4

(autonomy)

(non-sovereign community)

(unitary state)

93
Holloway (1951, p. 398)

Clarke (1957, p. 1)
Montagu ( , 2526, 9)

Wit ( , 2552, 3)

Robson ( , 2549, 739) (autonomy)
94

(2550, 27)

/

(autonomy)

2550
2550
95

2550 14 281 - 290
1.

2.
3.

4.
5.
6.
96

(2552, 9)

1.

2.
97
3.

4.

.. 2550 78 (3)

.. 2550 281
1

.. 2550 282

98

.. 2550 283
99

.. 2550 284
100

256 266 267 268

.. 2550 285

.. 2550 286
.. 2550 287

101

168
.. 2550 288

102
.. 2550 289

1.
2.

3.
4.
103
( , 2551, 166)

Northouse (2001, p. 258)
(principles of ethical leadership)
1. (respect others)
2. (serve others)
3. (just)

4. (honest)
5. (build community)
(american society
for public administration)
(spirit of professional)
5 (Rosenbloom, Krarchuck, & Rosenbloom, 2002, p. 583)
104
1. (serve the public interest)
2. (respect the public interest)
3. (demonstrate personal integrity)
4. (promote ethical organization)
5. (strive for professional excellence)
Denhardt and Denhardt (2003, p. 44)
1.

2.
3.

4.

5.

6.

105
7.
Downs (1968, p. 68)

Lewis and Gilman (2005, pp. 36-37) (core values)

(Organization
for Economic Co-operation and Development--OECD)
(public service)
.. 2000 8
1. (impartiality)
2. (legality)
3. (integrity)
4. (transparency)
5. (efficiency)
6. (equality)
7. (responsibility)
8. (justice)
.. 2550

106
1. (moral courage)

2. (integrity)

3. (transparency)

4. (nondiscrimination)

5. (result orientation)

.. 2546
(2546)

6
1.

2.

3.

107

4.
5.

6.

(concept)

1. (efficiency & effectiveness)

2. (responsiveness)

3. (relevance)

4. (participation)

108
5. (honest, justice, & transparency)
(merit)
6. (legality-morality)

(citizen centric)
6

, (2552)

109

1.
1.1

1.2
1.3

1.4

2.
2.1
2.2

2.3

110
2.4
2.5

2.6

3.

3
3.1

3.1.1

3.1.2

3.2
3.2.1
111
3.2.2

3.3
3.3.1

3.3.2

1.
1.1
112

1.2

1.3

1.4 /

/

2.
2.1
/
2.2

2.3

2.4

113

2.5

2.6

3.
3.1
3.2

3.3

4.
4.1

114
4.2

4.3

4.4

4.5

4.6
5.
5.1

5.2
115
5.3

5.4

5.5

5.6

1.

1.1

116

1.2

1.3

1.4

1.5

1.6

2.

2.1
.. 2540
117

2.2

2.3
.. 2540
2.4

.. 2540
2.5

1.
1.1

118
1.2

1.3
1.4
1.5

1.6

1.7

2.
119
2.1
2.2

2.3
2.4

2.5
2.6

2.7

120
(2535)

2

( LPC = Least Preferred Coworker)
(
LBDQ = Leadership Behavior Description Questionnaire)
5 (1)

(2)
(3)
(4) (5)

121

(2538)

2
3

(2539)

14 (1)
(2)
(3) (4)
(5) (6)
(7)
(8)
(9) (10)
(11)
122
(12) (13)
(14)

(2540)
(1)
(2)

(3)
(4)

37.65
8.57
1.89

43.88 53.73 (5)

(2543)
4 1

2

3
4 30
123
4
, (2544)
:
Banddura

4
(2546)
(1)
(2)
(3)

1,068 95 7 8
(Multifactor
Leadership Questionnaire--MLQ)
9 t test
(One group)

8 9
5 (1)
124
(2) (3) (4)
(5)
3 (1)
(2) (3)
1 2

(1)
(2) (3)
(4) (5)

(2547)
(1)
(2)

1.
6

2.
7

125

3.

3

4.

2

(2547)
:

(2547)

48
4 1 2
3

126

4 (1) (2)
(3)
4
1 2
3
4
(4)
4
(2550, 823-834)
3
1. (deliberative/civic
political culture)

/
2. (fragmented and volatile political
culture)
(fragmented/plural society)
3. - (monopolistic and centralized

political culture)

127
(2552)

3

3

128
5

129

1.
2.

3.

4
130
1.
2.

3.

4.

-

-

131
(X2)
(X4)
(X9)
(X1)
(X11)
(Y)
(X3)
(X5)
(X6)
(X7)
(X8)
(X10)
(X12)

(quantitative research) (qualitative
research) (1)
(2)
(3)
(4)

5
1.
2.
3.
4.
5.
133
1.
7,851 1,622
3,096 1,913 1,220
2. (focus group discussion)

1. (sample size)
1.1 Krejcie and Morgan ( ,
2547, 126-127) 95% 0.05
1 364 1
(multistage random sampling)
4
1 5

5 1
364
1.2 (trimmed
model)

2 1.1
134
364
2. 2
2.1 1
(multistage random sampling) ( , 2547,
126-127) 4
1 5

5
1 364
2.2 2 (trimmed
model) 1 2
1 364
1/
1,622 /
3,096 /
1,913 /
1,220 /
1/
1
211/
91
334/
91
229/
185/
91
91
364
2/
1,622 /
3,096 /
1,913 /
1,220 /
2/
2
120/
91
243/
91
138/
94/
91
91
364
135
18
4
14 (
)
1.
2.
1.
2.
3.
4.
5.

3
1

2

1.
2.
136
3.
4.
3
5
5
2 3
5
4
3
2
1

1. (validity) 5

(Index of item-Objective Congruence--IOC)
3 1 = 0 = -1 =
(
, 2546, 143-144)
137
IOC = R/n
R =
n =
0.5 0.60 1
2.
30 (discriminant)
(Pearsons product-moment correlation)
(item-total correlation)
0.20
(reliability)
(Cronbachs alpha coefficient)
0.264-0.810
0.884
0.306-0.814
0.867
0.394-0.863
0.945
138
3 ()

0.582-0.812
0.921
0.528-0.858
0.960

1.
5

2.

3.

(focus group discussion)
139

1
1

1.
2. ( ) (SD)

4.51-5.00
3.51-4.50
2.51-3.50
1.51-2.50
1.00-1.50
140
2
2

(simple correlation)
3
3

(path analysis) Specht ( , 2548)
1.
1.1 (Pjk) (R2)
(linear
regression analysis)

141
(X2)
(X4)
(X9)
(X1)
(Y)
(X3)
(X5)
(X6)
(X11)
(X7)
(X8)
(X10)
(X12)
(standardized equation)
1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6
+ PY7ZX7 + PY8ZX8 + PY9ZX9+ PY10ZX10+ PY11ZX11+ PY1ZX12
2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6
+ P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11
3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5
+ P116ZX6 + P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10
+ P106ZX6 + P107ZX7 + P108ZX8+ P109ZX9
8

142
1.2 R2 OM
(generalized square multiple correlation)

2
ROM
= 1 (1 R12) (1 R22) . . . (1 R2i )
R2 i (squared multiple
correlation coefficient) i
2.
2.1 (Pjk) (R2)
(regression)
(endogenous variables)
(exogenous variables)

143
(X2)
(X4)
(X9)
(X1)
(Y)
(X3)
(X5)
(X6)
(X11)
(X7)
(X8)
(X10)
(X12)
1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6
+ PY7ZX7 + PY8ZX8 + PY9ZX9+ PY10ZX10+ PY11ZX11+ PY1ZX12
+ P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11
+ P116ZX6 + P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10
+ P106ZX6 + P107ZX7 + P108ZX8+ P109ZX9
+ P97ZX7 + P98ZX8
9

144
2
2.2 RFM


2
RFM
= 1 (1 R12) (1 R22) . . . (1 R2i )
R2i (squared multiple

3.

3.1 (measure of goodness of fit Q)
(Specht , 2548, 137)

Q=
1 R2FM
1 R2OM
3.2 W 2
W = (N d) logeQ
W 2 df = d
N
D
log (natural logarithm)

e
145
3.3
W
2 df = d
3.3.1 W 2 df = d

5 4
3.3.2 W 2 df = d

4
4. (trimmed model)

4.1 (R2) (Pjk)
(regression)
2
4.2 ROM

2
ROM
= 1 (1 R12)(1 R22) . . . (1 R2i )
146
R2i (squared multiple
4.3

4.3.1 (measure of goodness of fit Q)
(Specht , 2548, 137)

1 R2FM
2
1 ROM
Q=
2
RFM

4.3.2 W 2 (Pedhazur, 1982,

p. 619)
W = (N d) logeQ
W 2 df = d
N
d
log (natural logarithm)

e
4.3.3
W
2 df = d
147
4.3.3.1 W 2 df = d

4.3.3.2 W 2 df = d

5.
2

6.
(direct effect)
(indirect effect) (total effect)
4
4 (focus group discussion)

(content analysis)

1.
4
148
2.

3.
3.1 (. )
3.2
3.3
4.
5. (focus group discussion) 7

.. 2554 13.00 . - 16.30 . 4
.
6.
(1)
(2) (3)
(4)

4
1

1.

2.

150
3. 4
4.
2

(correlation coefficient) Pearson productmoment correlation
3

1.
(path coefficient--Pjk) (coefficient
of determination--R2)
2.
(Pjk) (R2)
3.
4.

(direct effect) (indirect effect) (total effect)

5.
2
151

N
(arithmetic mean)
SD (standard deviation)
r (multiple correlation coefficients)
R2 (coefficient of determination)
Pjk (path coefficient)
k j
Pjk
k j
t
R2FM
R2OM
Q (measure of goodness of fit)
W Q
2 df = d
DE (direct effect)
IE (indirect effect)
TE (total effect)
152
X1
X2
X3
X4
X5
X6
X7
X8
X9
X10
X11
X12

153

(percentage) (mean) (standard deviation)
1.
( 4)
4
(X1)
(X2)
30-40
41-50
51-60
60
210
154
364
58
42
100
134
161
53
16
37
44
15
4
154
4 ()
(X3)
(X4)
1
1-3
4-6
7-10
10
(X5)
(X6)
(X7)
(X8)
364
100
61
187
106
10
364
17
51
29
3
100
11
82
114
47
110
364
3
23
31
13
30
100
73
57
70
164
364
20
16
19
45
100
155
4 58
41-50 44
51 4-6
45
2.

( 5)
5

SD
(X9)
3.75 .57
3.84 .53
(X10)
4.10 .52
(X11)
(X12)
4.04 .53
(Y) 4.06 .60
156
5

( = 4.10)
( = 4.04)
( = 3.84)
( = 3.75)

( = 4.06)
3. 4
( 6)
6

SD
(X9)
1. 3.79
.66
2.

3.78
.60
3.
3.82
.69
157
6 ()
4.
(X10)
1.
2.
3.
(X11)
1.
2.
3.
(X12)
1.
2.
3.
4.
3.61
SD
.81
3.84
3.84
3.85
.55
.64
.63
3.40
4.19
4.12
.61
.57
.55
4.00
3.99
4.08
4.08
.66
.57
.60
.67
158

( = 3.82)
( = 3.79)
( = 3.78)
( = 3.61)

( = 3.85)
( = 3.84) ( = 3.84)

( = 4.19) ( = 4.12)
( = 3.40)

( = 4.08)
( = 4.08)
( = 4.00) ( = 3.99)
4.
( 7)
159
7

SD
(Y)
1.
4.02
.64
2.
4.11
.65
3.
4.00
.67
4.
4.03
.66
5.
4.12
.65
7

( = 4.12) ( = 4.11)
( = 4.03) ( = 4.02)

( = 4.00)
160
(X1)
.047
(X2)
.170*
(X3)
.049
.116*
(X4)
(X5)
.064
.004
(X6)
(X7)
.025
(X8)
.061
(X9)
.573*
(X10)
.658*
(X11)
.679*
161
8 ()
(X12)
*P < 0.05
.801*

(X1)
.05
(X2)
.05
(X3)
.05
(X4)
.05
( (X5) (X6)
(X7) (X8)
.05
162
(X9)
.05
(X10)
.05
(X11) .05
(X12)
.05
163
(X2)
(X4)
(X9)
(X1)
(Y)
(X3)
(X5)
(X6)
(X11)
(X7)
(X8)
(X10)
1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 +
PY7ZX7 + PY8ZX8 + PY9ZX9 + PY10ZX10 + PY11ZX11 +
PY1ZX12
+ P126ZX6 + P127ZX7 + P128ZX8 + P129ZX9 + P1210ZX10
+ P1211ZX11
+ P116ZX6 + P117ZX7 + P118ZX8 + P119ZX9 + P1110ZX10
+ P106ZX6 + P107ZX7 + P108ZX8 + P109ZX9
10
164
(path analysis)

1. 10

1.1 (Pjk)
(R2) ( 9)
9
(Pjk)
(R2)
t
R2 Pjk
1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 + PY7ZX7 +
PY8ZX8 + PY9ZX9 + PY10ZX10 + PY11ZX11 + PY1ZX12
(X1)
.694 .000 .009
(X2)
.048 1.471

.003 .097
(X3)
165
9 ()
(Y)
R2 Pjk
t
(X4)
.066 1.953
(X5)
.024 .456
(X6)
.017 .356
(X7)
.024 .486
(X8)
.032 .575
(X9)
.022 .471
.249 5.170*
(X10)
(X11)
.081 1.676
(X12)
.585 11.754*
2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 +
P127ZX7 + P128ZX8 + P129ZX9 + P1210ZX10 + P1211ZX11
.648
.032 .904
(X12) (X1)
(X2)
.062 1.778
(X3)
.037 .999
(X4)
.005 .127
(X5)
.031 .562
(X6)
.017 .332
(X7)
.004 .069
(X8)
.027 .449
166
9 ()
R2 Pjk
t
(X9)
.160 3.303*
(X10)
.145 2.844*
.590 14.470*
(X11)
P117ZX7 + P118ZX8 + P119ZX9 + P1110ZX10
(X1)
.399 .410 .907
(X11)
(X2)
.024 .521
.119 2.500*
(X3)
.026 .554
(X4)
(X5)
.019 .259
(X6)
.013 .198
(X7)
.003 .043
(X8)
.058 .744
(X9)
.250 4.041*
.421 6.706*
(X10)
4:ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 +
P107ZX7 + P108ZX8 + P109ZX9
167
9 ()
R2
(X10) (X1)
.567
(X2)
(X3)
(X4)
(X5)
(X6)
(X7)
(X8)
(X9)
*P < .05
Pjk
t
.038 .998
.055 1.435
.063 .1574
.090 2.267*
.040 .646
.034 .618
.041 .714
.104 1.575
.722 20.253*
9

1 (Y) 12
(X1)
(X2) (X3)
(X4) (X5)
(X6) (X7)
(X8) (X9) (X10)
(X11)
(X12) 12
-
168
(Y) 69.4 (R2 = .694)
(Y) .05 2
(X10) (PY10 = .249)
(X12) (PY12 = .585)
10
(Y) .05 (X1) (PY1 = .000)
(X2) (PY2 = .048) (X3) (PY3 = .003)
(X4) (PY4 = .066)
(X5) (PY5 = .024)
(X6) (PY6 = .017)
(X7) (PY7 = .024)
(X8) (PY8 = .032)
(X9) (PY9 = .008)
(X11) (PY11 = .081)
2 (X9) 11 (X1) (X2)
(X3)
(X4)
(X5)
(X6) (X7)
(X8) (X9) (X10)
(X11) 11
-
169
(X12) 64.8 (R2 = .648)
(X12)
.05 (X9) (P129 = .160)
(X10) P1210 = (.145) (X11) (P1211 = .590) 8
(X1) (P121 = .032) (X2) (P92 = .062) (X3) (P123 = .037) (X4) (P124 = .005) (X5) (P125 = .031)
(X6) (P126 = .017) (X7) (P127 = .004)
(X8) (P128 = .027)
.05
3
(X11) 10
(X1)
(X2) (X3)
(X4) (X5)
(X6) (X7)
(X8) (X9) (X10) 10
(X11) 39.9 (R2 = .399)

(X11) .05 -
170
(X3) (P113 = .119) (X9) (P119 = .250) (X10) (P1110 = .421) 7
(X1) (P111 = .410)
(X2) (P112 = .024)
(X4) (P114 = .026)
(X5) (P115 = .019) (X6) (P116 = .013) (X7) (P117 = .003) (X8) (P118 = .058)
(X11) .05
4 (X7) 9 (X1) (X2)
(X3) (X4)
(X5) (X6)
(X7)
(X8) (X9)
(X10) 56.7 (R2 = .567)

.05 (X10)
(X4) (P74 = .090)
(X9) (P109 = .722)
.05
(X10) (X1) (P101 = .038) (X2) (P102 = .055)
171
(X3) (P103 = .063)
(X5) (P105 = .040)
(X6) (P106 = .034)
(X7) (P107 = .041)
(X8) (P108 = .104)

42
.05 10
.05 32 11
172
(X2)
(X4)
(X9)
(X1)
(X11)
(Y)
(X3)
(X5)
(X6)
(X7)
(X8)
(X10)
(X12)
.05

PY7ZX7 + PY8ZX8 + PY9ZX9+ PY10ZX10 + PY11ZX11+ PY1ZX12
2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 +
P126ZX6 + P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11
P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10
P107ZX7 + P108ZX8+ P109ZX9
11
173
1.2 R2OM
R2OM = 1 (1 R21) (1 R22) (1 R23) (1 R24)

R2OM = 1 (1 .694) (1 .648) (1 .399) (1 .567)
= .9720
2. 12

174
(X2)
(X4)
(X9)
(X1)
(X11)
(Y)
(X3)
(X5)
(X6)
(X7)
(X8)
(X10)
(X12)
PY7ZX7 + PY8ZX8 + PY9ZX9 + PY10ZX10 + PY11ZX11 + PY1ZX12
P127ZX7 + P128ZX8 + P129ZX9 + P1210ZX10 + P1211ZX11
P117ZX7 + P118ZX8 + P119ZX9 + P1110ZX10
P107ZX7 + P108ZX8+ P109ZX9
P97ZX7 + P98ZX8
12
175
2.1 (Pjk)
(R2) ( 10)
10
(Pjk)
(R2)
t
R2 Pjk
PY7ZX7 + PY8ZX8 + PY9ZX9 + PY10ZX10 + PY11ZX11 + PY1ZX12
(X1)
.694 .000 .009
(X2)
.048 1.471
(X3)
.003 .097
(Y) (X4)
.066 1.953
(X5)
.024 .456
(X6)
.017 .356
(X7)
.024 .486
(X8)
.032 .575
(X9)
.022 .471
.249 5.170*
(X10)
(X11)
.081 1.676
(X12)
.585 11.754*
2: ZX12= P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 +
P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11
(X1)
.648 .032
.904
(X12)
(X2)
.062 1.778
(X3)
.037 .999
176
10 ()
R2 Pjk
t
(X4)
.005 .127
(X5)
.031
.562
(X6)
.017
.332
(X7)
.004 .069
(X8)
.027 .449
(X9)
.160 3.303*
(X10)
.145 2.844*
.590 14.470*
(X11)
P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10
(X1)
.399 .410 .907
(X2)
.024
.521
(X11)
(X3)
.119 2.500*
(X4)
.026
.554
(X5)
.019
.259
(X6)
.013
.198
(X7)
.003 .043
(X8)
.058 .744
(X9)
.250 4.041*
(X10)
.421 6.706*
P107ZX7 + P108ZX8+ P109ZX9
(X1)
.567 .038
.998
(X10)
(X2)
.055 1.435
177
10 ()
R2 Pjk
t
(X3)
.063
.1574
(X4)
.090 2.267*
(X5)
.040
.646
(X6)
.034
.618
(X7)
.041
.714
(X8)
.104 1.575
(X9)
.722 20.253*
P97ZX7 + P98ZX8
(X1)
.038 .031 .540
(X2)
.117 2.065*
(X9)
(X3)
.046
.774
(X4)
.136 2.314*
(X5)
.065 .709
(X6)
.017 .211
.057 .644
(X7)
(X8)
.041 .418
* P < .05
10

1 (Y) 12 (X1) (X2)
(X3)
178
(X4) (X5) (X6) (X7)
(X8)
(X9)
(X10)
(X11) (X12)
12 (Y) 69.4 (R2 = .694)
(Y) .05 2
(X10) (PY10 = .249)
(X12) (PY12 = .585)
9 (Y) .05
(X1) (PY1 = .000) (X2) (PY2 = .048) (X3) (PY3 = .003) (X4) (PY4 = .066) (X5) (PY5 = .024) (X6) (PY6 = .017)
(X7) (PY7 = .024) (X8)
(PY8 = .032) (X9) (PY9 = .022)
(X11)
(PY11 = .081)
2 (X12) 11 -
179
(X1) (X2)
(X3)
(X4) (X5)
(X6) (X7)
(X8) (X9) (X10)
(X8) 11
(X12) 64.8 (R2 = .648)
(X12)
.05 (X9) (P129 = .160) (X10)
(P1210 = .145) (X11) (P1211 = .590) 8
- (X1) (P121 = .032) (X2) (P122 = .062) (X3) (P123 = .046)) (X4) (P124 = .005) (X5) (P125 = .031) (X6) (P126 = .017) (X7)
(P127 = .004) (X8)
(P128 = .027) .05
3
(X11) 10
(X1)
(X2) (X3)
180
(X4) (X5) (X6) (X7)
(X8)
(X9)
(X10) 10
(X11) 39.9
(R2 = .399)
(X11) .05
(X3) (P113 = .119)
(X9) P119 = .250
(X10) P1110 = .421
7 (X1) (P111 = .410)
(X2) (P112 = .024)
(X4) (P114 = .026)
(X5) (P115 = .019) (X6) (P116 =.013) (X7) (P117 = .003)
(X8) (P118 = .058)
(X11)
.05
4 (X10) 9 (X1) (X2)
(X3) (X4) (X5) (X6)
181
(X7)
(X8) (X9) (X10) 56.7 (R2 = .567)
.05 (X10)
(X4) P74 = .090 (X9)
P109 = .722 .05
(X10) (X1) (P101 = .038) (X2) (P102 = .055)
(X3) (P103 = .063) (X5)
(P105 = .040) (X6) (P106 =.034)
(X7) (P107 = .041)
(X8) (P108 = .104)
5 (X9) 8 (X1) (X2)
(X3) (X4) (X5) (X6)
(X7)
(X8)
(X9) 3.8 (R2 = .038)
.05
(X9) (X2) P92 = .117 -
182
(X4) P94 = .136
(X9)
(X1) (P91 = .031) (X3) (P93 = .046) (X5) (P95 = .065) (X6) (P96 = .017) (X7) (P97 = .057) (X8) (P98 = .041)

50
.05 12
.05 38 13
183
(X4)
(X2)
(X9)
(X1)
(X11)
(Y)
(X3)
(X5)
(X6)
(X7)
(X8)
(X10)
(X12)
.05

PY7ZX7 + PY8ZX8 + PY9ZX9+ PY10ZX10 + PY11ZX11+ PY1ZX12
2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 +
P126ZX6 + P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11
P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10
P107ZX7 + P108ZX8+ P109ZX9
P97ZX7 + P98ZX8
13
184
2.2 R2FM
R2FM = 1 (1 R21) (1 R22) (1 R23) (1 R24) (1 R25)
R2FM = 1 (1 .694) (1 .648) (1 .399) (1 .567) (1 .038)
= .9730
3.

3.1 (measure of goodness of fit Q)
(R2FM = .9730, R2OM = .9720)

2
1 RFM
Q=
2
1 ROM
1 .9730
=
1 .9720
= .9642
3.2 W 2 (N = 364, d = 38)
W = (N d)logeQ
= (364 - 38)loge(.9642)
= 12.8592
11
R2FM R2OM
W
()
(Q)
.9730
.9720
.9642
12.8592
185
11
(R2FM) .9730
(R2OM) .9720 (Q)

.9642 Q W
12.8592 2 df = d (d = 38)
.05 222.05 = 43.773 W 2
Q .05

2
(X2)
(X9) (X4)
(X9) (trimmed model) 14
186
(X2)
(X4)
(X9)
(X1)
(X11)
(Y)
(X3)
(X5)
(X6)
(X7)
(X8)
(X10)
(X12)
.05

14 (trimmed model)
4.
2

187
4.1 15
364
1 2 1

364 100

(X9)
.146
(X4)
.124
.415
(X11)
-.136
.237
(Y)
(X2)
(X3)
.244
.737
.097 .729
(X10)
.164
.154
.648
(X12)
1; ZY = PY10ZX10 + PY12ZX12
2; ZX12 = P129ZX9 + P1210ZX10 + P1211ZX11
3; ZX11 = P113ZX3 + P119ZX9 + P1110ZX10
4; ZX10 = P104ZX4 + P109ZX9
5; ZX9 = P92ZX2 + P94ZX4
15 2
188
4.2 (Pjk)
(R2) ( 12)
12
(Pjk)
(R2) (
2)
t
R2 Pjk
1: ZY = PY10ZX10 + PY12ZX12
(X10)
.638 .244
6.647*
.648 17.653*
(Y)
(X12)
2: ZX12 = P12ZX9 + P910ZX10 + P911ZX11
(X9)
.661 .164
3.332*
(X10)
.154
2.905*
(X12)
(X11)
.737 19.060*
3: ZX11 = P113ZX3 + P119ZX9 + P1110ZX10
(X3) .371 .136 2.535*
.415
6.807*
(X11) (X9)
(X10)
.237
3.984*
4: ZX10 = P104ZX4 + P109ZX9
(X4)
.526 .097
2.302*
(X9)
.729 20.109*
(X10)
5: ZX9 = P92ZX2 + P94ZX4
(X2)
.034 .124
2.2665*
(X9)
(X4)
.146 2.394*
*P < .05
189
12
2
1 (Y) 2
(X10)
(X12) 2
(Y) 63.8 (R2 = .638) 2
(Y) .05 (X10) (PY10 = .244) (X12) (PY12 = .648)

2 (X12) 3
(X9)
(X10)
(X11) 3
(X12) 66.1 (R2 = .661)
3 (X12) .05
(X9) (P129 = .164) (X10) (P1210 = .154)
(X11) (P1211 = .737)
3
(X11) 3
(X3)
(X9)
190
(X10) 3
(X11) 37.1
(R2 = .371) 3
(X11) .05
(X3) (P113 = .136 )
(X9) (P119 = .415)
(X10) (P1110 = .237)
4 (X10) 2
(X4) (X9) (X10) 52 .6 (R2 = .526) 2
.05 (X10)
(X4) (P104 = .097) (X9)
(P109 = .729)
5 (X9) 2 (X2)
(X4) (X9) 3.40 (R2 = .034) 2
.05 (X9) (X2) (P92 = .124)
(X4) (P94 = .146)

12 12
.05
191

5.
(Y)
( 13)
13

(X9)
(Y)
(X10)
(X12)
(X11)
(X1) DE
0
0
0
0
0
IE
0
0
0
0
0
TE
0
0
0
0
0
(X2)
DE
.124
0
0
0
0
IE
0
.090
.072
.068
.073
TE
.124
.090
.072
.068
.073
DE
0
0
(X3)
IE
0
.065
TE
0
.065
DE
.146
.097
0
0
0
(X4)
IE
0
.106
.109
.120
.120
TE
.146
.203
.109
.120
.120
DE
0
0
0
0
0
(X5)
IE
0
0
0
0
0
TE
0
0
0
0
0
DE
0
0
0
0
0
(X6)
IE
0
0
0
0
0
192
13 ()

(X9)
(Y)
(X10)
(X12)
(X11)
TE
0
0
0
0
0
DE
0
0
0
0
0
(X7)
IE
0
0
0
0
0
TE
0
0
0
0
0
DE
0
0
0
0
0
(X8)
IE
0
0
0
0
0
TE
0
0
0
0
0
DE
0
.729
.415
.164
0
(X9)
IE
0
0
.173
.545
.638
TE
0
.729
.588
.709
.638
DE
.237
.154
.244
IE
0
.175
.213
TE
.237
.329
.457
DE
.737
0
(X11) IE
0
.737
TE
.737
.737
DE
.648
(X12)
IE
0
TE
.648
13

.05
( ,
2546, 130 -132)
193

(X10) (X11)
(X12)
.213 .100 .592
(X3)
(X4)
(X9) (X10) (X11)
(X3)
(X11)
(X12)
.045 (X4) (X10)
(X11)
(X12)
.060
(X9) (X10) (X11) (X12) .821
194
(X10)
(X11)
(X12)
.262
(X11)
(X12)
.451

(X9)
.821 (X12)
(X10) (X11)
(X4)
(X3)
.592 .475 .451 .060 .045
(X1)
(X2) (X5) (X6) (X7)
(X8)

195


41-50

7

196

2
0.592 0.451


197

(focus group discussion))
198

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.

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(on-the job training)

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3.
1.
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3.
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4.
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5.
230
19 ()
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231
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6. 6.
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3.
4. 4.
5.
6.
7.
232
3. (focus group
discussion)

2

(off-the job training) /2
/2 /1

.

//
233

(focus group)

win-win

234

( 20)
20
1.
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2. 2.
3. 3.
4.
4.
5.
235
20 ()
1.
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4.
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236
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237
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238
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1.
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4.
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239
20 ()
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2. win-win
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3. 3.
4.
4.
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7.
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4. 4.
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240
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7.
1.
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241
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3

242

4 ( 7 2554)

1.
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1.
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6.
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1.
2.
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4.
5.
6.
7.
8.
243
9.
10.
11.

1.
2.
3.
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4
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2. (Panel Discussion)
3-5 (Moderator)
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5-15
( ,
2548, 102)
244
(7
2554)
1.
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
2.
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
3.
3.1
3.2
245
3.3
3.4
3.5
3.6
3.7
4.
4.1
4.2
4.3
4.4
4.5
4.6
4.7


( 7 2554)
Management Development Center (1989, pp. 152153)
1. (workshop)

246
2. (exercise)

3. (demonstration)

4. (coaching)

5. (management game)

(7 2554)

Davies (1971, p. 266)
4 (1) (2)
247
(3) (4)
1.
1.1
1.2
1.3
1.4
1.5
1.6
2.
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
3.
3.1
3.2
3.3
3.4
3.5
3.6
3.7
248
3.8

(participative change)

(7 2554)
1. (role-playing)

2. (case study)

3. (sensitivity training or training group)

4. (fishbowl)
2

249

5. (synndicate method)
5-11

5

(quantitative research ) (qualitative
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2
1.
7,851
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Krejcie and Morgan (1970, pp. 607-610) 364 1
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1

2
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3

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252
4
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253
2. 4
3.

254

.05

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255
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4

1.
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258
1.2

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2.
2.1

2.2

2.3

2.4

259

2.5

3.
3.1

3.2

3.3

260
4.
4.1

4.2
systemting

4.3

1.
1.1

261
1.2

1.3

1.4

2.
2.1

2.2

2.3

262

3.
3.1

3.2
//

3.3

3.4

263

win-win

4.5

4.6

4.7

264

1.
1.1
3

3

(situational leadership theory)


(Fiedler, 1976)
1.2
265
(2552)

(Gardner, 1990; Yukl, 1998)
1.3

6

( , 2543; Bennis, 1989)

266

( , 2550)

Bass
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(Arnold, Feldman, & Daniel, 1986)
2.
267
2.1

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Ivancevich & Matterson, 1996)
(2535)

2.2

268

(2535)

(maturity level)
(task & relationship) (Hersey et al., 1996)
2.3

(2535)

(Dessler, 1998; Wright et al., 1998)
269
2.4

(1)

(2)

(3)

( , 2543;
Frigon, 1996; Patton, 1997; Shinn, 1986) Gardner
(1990)

(Bass & Stogdill, 1990)
3

270
2.5

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(Ohio state university)

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4
(.. ) (2540)

2.6

271


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DuBrin (1998)

272

(off-the job training)

3
1.
1.1

273

1.2
1.3
2.
2.1
274

2.2

2.3

275
2.4

3.
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3.5

276
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5 4 3 2 1
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27
28
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30
31
32
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5 4 3 2 1
283
40
41
42
43
44
45
46
47
48
49
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51
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53
54

5 4 3 2 1
284
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69

5 4 3 2 1
285
70
71
72
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74
75
76
77
78
79
80
81
82
83
84

5 4 3 2 1
286

5 4 3 2 1
85
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87
88
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5 4 3 2 1
287
91
92

93
94
95
96
97
98
99
100
101
102
103
104
105

5 4 3 2 1
288
106
107

108
109
110
111

112
113
114

115
116
117
118
119

5 4 3 2 1
289
120

5 4 3 2 1
290
291
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293
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295
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300

7 .. 2554
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301
302
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303

6 .

304
305
9
10
306
11
307
1
2
3
4
5
6
7
8
9
10
11
12
IOC
0.8
0.8
0.8
.475
.736
.264
0.8
0.6
0.8
.495
.461
.641
0.8
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.689
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1
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.757
.810
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308
IOC
.681
0.8
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.696
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18
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19
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20
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21
22
1
1
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15
16
17
= 0.884
23
24
25
0.8
.547
0.8
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26

0.8
.415
309
27
28
29
30
31
32
33
34
35
36
37
38
39
IOC
0.6
.747
0.6
.562
0.6
.609
0.6
.747
0.6
.712
0.6
.612
0.8
.451
0.6
.806
0.8
.814
0.8
.577
0.8
.722
0.8
.713
0.8
.754
0.8
310
40
41
42
43
44
45

46
47
48
= 0.867
49
50
51
52
53
IOC
.710
0.8
0.8
.768
.466
.564
.308
.419
.471
.394
.480
.740
1
1
1
.706
.693
.743
311
IOC
.757
54
55
0.6
.563
0.8
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56
.648
57
.719
.746
.739
.706
.686
.739
.685
.679
.653
.781
.801
58

59
60
61
62

63
64
65
66
67
68
312
IOC
69
70
71
72
73
74
75
76
= 0.945
77
78
79
.863
.835
0.8
0.8
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.742
0.8
.812
0.8
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0.8
.679
.738
.695
.733
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313
80
81
82
83
84
85
86
87
88
89
90
= 0.921
IOC
.694
.712
.701
0.8
.637
1
1
.585
.624
1
1
.720
.620
.743
.759
0.8
.759
0.8
.826
314
91
92

93
94
95
96
97
98
99
100
101
102
103
104
IOC
.802
.858
0.8
.659
0.8
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.628
.692
1
1
.815
.764
.743
.797
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0.8
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0.6
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.751
315
105
106
107

108

109
110
111

112
113
114

115

116
117
118
119
IOC
0.8
.651
0.8
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0.8
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.746
.735
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1
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316
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2554

government, specific characteristics of the leadership of the administrators, and

(bureaucracy) Weber ( Shafritz & Ott, 2001, pp. 73-77)

.. 2534 ( 5) .. 2545 .. 2545

Bennis and Nanus (1985, pp. 2-3)

(Weihrich & Koontz, 1993, p. 437)

4. (profile and decision-making)

Tannenbaum and Schmidt (1973)

3. (power stemming from ownership)

4. (power from providing resource)

6. (power stemming from

7. (power stemming from being close to

House (house theory of charismatic leadership)

Fiedler (Fred E. Fiedler)

Fiedler, Chemers, and Mahar (1976) 3

3. (leader position power)

3.3 (individualized consideration)

3.4 (intellectual stimulation)

5. (a leader has self-confidence)

6. (the leader knows the business)

Shinn (1986, pp. 8-9)

2. (inspire a shared vision)

4. (encourage the heart)

5. (model the way)

Frigon and Harry (1996, pp. 29-33)

Bennis and Nanus (1997, pp. 6-10)

Patton (1997, pp. 35-39)

Daft (1999, p. 66)

Good (1973, p. 502)

6. (controller of internal relations)

10. (symbol of group)

11. (substitute for individual responsibility)

Farrew and Keye (1996, pp. 178-180) 5

Bennis and Nanus (1997, pp. 6-10)

- House (Houses path-goal model)

House ( Sullivan & Decker, 1997, p. 137)

Hersey et al. (1996)

--------------------- Maturity ------------------------

Dessler (1991, p. 254)

1.3 (job enlargement)

2. (off-the job training)

2.6 (panel discussion)

DuBrin (1998, pp. 383-387) 2

Yukl (1998, pp. 465-469) 21

Holloway (1951, p. 398)

Robson ( , 2549, 739) (autonomy)

2550 14 281 - 290

Downs (1968, p. 68)

Lewis and Gilman (2005, pp. 36-37) (core values)

1. (efficiency & effectiveness)

3. - (monopolistic and centralized

R2i (squared multiple

(Specht , 2548, 137)

log (natural logarithm)

(Specht , 2548, 137)

4.3.2 W 2 (Pedhazur, 1982,

log (natural logarithm)

5. (focus group discussion) 7

4 (focus group discussion)

(Y) 4.06 .60

(X11) 39.9 (R2 = .399)

(X10) 56.7 (R2 = .567)

R2OM = 1 (1 R21) (1 R22) (1 R23) (1 R24)