Authentic Leadership Influences Bangkok Metropolitan Administration Schools’ Learning Organization through Teachers’ Psychological Capital and Organizational Commitment: A Structural Equation Model

Abstract

The research aimed to develop the causal relationship model of learning organization affected by authentic leadership through mediators, psychological capital, and organizational commitment as perceived from the empirical data from Bangkok Metropolitan school teachers. The hypothesized model was examined using structural equation modelling among sample consisted of 1,080 teachers. The findings revealed causal relationships of learning organization affected by authentic leadership through mediators fit the data well, as indicated by fit indices; Chi-square indicated at 86.417 (df = 70; p = 0.089) with non-statistical significance. The consistency was identified by the Goodness of Fit Index (GFI) at 0.992, the Adjusted Goodness of Fit Index (AGFI) at 0.980, and the Root Mean Square Residual (RMR) at 0.00890, and the Root Mean Square Error of Approximation (RMSEA) at 0.0147. Authentic leadership engaged the highest significant effect on psychological capital (0.89), tailed by learning organization (0.30) and organizational commitment (0.11**). Authentic leadership received the indirect effects (0.48**) affecting on learning organization significantly with a total effect (0.78**), through psychological capital and organizational commitment. There were direct effects of psychological capital on organizational commitment (0.71) and learning organization (0.34). The findings indicated that the highest impacts of psychological capital was on learning organization, while learning organization was correspondingly influenced by authentic leadership (0.30) and organizational commitment (0.24). The squared multiple correlations verified as 79.10% of psychological capital, 65.90% of organizational commitment, and 68.40% of learning organization in the variances of authentic leadership of, 68.40% of psychological capital and 65.90% of organizational commitment, had indicated the variances in the model.