The Relationship Model among Transformational Leadership, Innovation Capability and Organizational Performance of Non-life Insurance Companies in Thailand
Keywords:
Transformational leadership, Innovation capability, Organizational performanceAbstract
This quantitative study aimed to examine a structural model of the relationships among transformational leadership, innovation capability, and organizational performance in non-life insurance companies in Thailand. The sample consisted of 384 executives, selected through stratified random sampling. The research instrument was a questionnaire measuring transformational leadership, innovation capability, and organizational performance, with high internal consistency (Cronbach’s alpha = 0.94). Data were analyzed using path analysis. The results revealed that the proposed model showed a good fit with the empirical data (χ²/df = 1.15, GFI = 0.98, AGFI = 0.96, RMSEA = 0.02, RMR = 0.01, CFI = 0.99, p-value = 0.25). Path analysis indicated that transformational leadership had a direct effect on organizational performance (β = 0.42, p < 0.05) and a direct effect on innovation capability (β = 0.68, p < 0.01). Moreover, innovation capability directly influenced organizational performance (β = 0.50, p < 0.05), and transformational leadership indirectly affected organizational performance through innovation capability (β = 0.76, p < 0.05). Based on these findings, it is recommended that non-life insurance companies focus on developing transformational leadership and enhancing innovation capability to improve organizational performance in a competitive and rapidly changing environment.
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