ความสัมพันธ์ระหว่างผู้นำการเปลี่ยนแปลง กับการทำงานเป็นทีมของผู้บริหารธนาคารออมสิน ในจังหวัดเชียงใหม่

Abstract

The objective of this independent survey study was to study the relationship between transformational leadership and teamwork of management officers at Government Savings Bank in Chiang Mai. Questionnaire was used as the tool, with reliability level of 0.949, for collecting the data. The questionnaire was divided into 3 parts: general information of the respondents, multifactor leadership, and level of team work which has been design by Aree Unhasutthiyanon (1998) based on Roming’s concept (1996). The results of the study showed that most of the 108 Government Savings Bank administrative officers were female, 41-50 years old, married, with Bachelor’s degree. Their position was assistant manager, with work period of more than 20 years. Their monthly income was 30,000-50,000 baht. The administrative officers at Government Savings Bank showed state of transformational leadership and exchanging leadership at the high level, where as the state of relaxing leadership was at the medium level. The relationship between the 3 states of leadership and the 5 factors of teamwork was significant at the statistic level of 0.01, and the level of the relationship was at r=0.469. The transformational group had a positive relationship with exchanging group and relaxing group, and had a positive relationship with all factors of teamwork behaviors, with the highest level of relationship with the 3 states of leadership at r=0.875. The sub-factor of teamwork behavior that this group showed the lowest level of relationship was communication at r=0.331. The exchanging group had a positive relationship with transformational group and relaxing group, and had a positive relationship with all factors of teamwork behaviors, with the highest level of relationship with the 3 states of leadership at r=0.830. This group showed the lowest level of relationship with relaxing group at r=0.235. The relaxing group had a positive relationship with transformational group and relaxing group, and had a positive relationship with only one sub-factor, namely regular work improvement, with the highest level of relationship with the 3 states of leadership at r=0.830. The sub-factor of teamwork behavior that this group showed the lowest level of relationship with was regular work improvement at r=0.237. Overall, the 3 states of leadership had a positive relationship with transformational group, exchanging group and relaxing group, and had a positive relationship with all factors of teamwork behaviors. The 3 states of leadership had the highest level of relationship with transformational group at r=0.875. The sub-factor of teamwork behaviors that the 3 states of leadership had the lowest level of relationship with was communication, at r=0.316.