Implementing the Casual Effect of Leadership to High-Performance Organizations: An Empirical Study of Public Organizations

Abstract

This research aims to verify the causal effects among different manifest variables of leadership to high-performance organizations, including public organization or quasi-government agencies. Employing qualitative methodology, data obtains from semi-structured interviews in 10 excellent public organizations of Thailand. The findings corroborate that teams of leaders, future leaders, and middle managers are strongly correlated and merged into one latent variable of leadership. Furthermore, leadership must be developed to achieve excellent agencies by the three manifest variables. Leadership in this study is also related to transformational leadership and strategic leadership which hugely contributed the high-performance organizations. The results of this study are able to reinforce the significance of leadership to effective and efficient public organizations. The latent variable of leadership is verified and leaded to the test of measurement model in future research. Further studies of other variables of leadership should be conducted to explore how they contribute to effective and efficient organizations.

Keywords: Leadership, High-Performance Organization, Public Organizations