A Study of the Relationships between Creative Leadership and Effectiveness of the Universities
การศึกษาความสัมพันธ์ระหว่างภาวะผู้นำเชิงสร้างสรรค์กับประสิทธิผลของมหาวิทยาลัย
Keywords:
Creative Leadership, Effectiveness of the UniversitiesAbstract
The purposes of this research were to study 1) the creative leadership of university administrators 2) the comparison of the mean differences of creative leadership of university administrators classified by personal factors 3) the relationship between creative leadership and the effectiveness of the universities. The sample of this research consisted of 310 the administrators of Ministry of Higher Education, Science, Research and Innovation. The Sampling using a simple sampling technique. The research instrument used for collecting data was a rating scale questionnaire with the IOC between 0.80-1.00, and the reliability was 0.944. The statistics used included percentage, mean, standard deviation and Pearson product moment correlation.
The results of the research were as follows: 1) the average mean of the creative leadership of university administrators was at the high level. 2) the average mean of creative leadership of university administrators was at the high level of in both overall and each components moreover there were statistically significant differences at the 0.05 3) The relationship between creative leadership and the effectiveness of the universities found that the positive correlations were in the same direction, and statistically significant at the 0.01 level. 4) The encouragement of the creative response of the imagination along with giving trust from administrators who aim to inspire people and create incentives through new ways to achieve university objectives.
Downloads
References
Chamchoy, S. (2012). Concept of innovation for school management in the 21st century. Journal of Education Naresuan University, 14(2), 117-128. [in Thai]
Chongsatityoo, C. (2012). Education management to enhance the quality of learning in the area by network. Thailand Education Journal, 11(116), 3-11. [in Thai]
Jinarat, V. (2014). Data analysis by inferential statistics. UMT Poly Journal, 11(2), 80-85. [in Thai]
Julsuwan, S. (2020). A study of the relationships between adaptive leadership and effectiveness of the administration schools of office the basic education commission. UMT Poly Journal, 17(2), 28-40. [in Thai]
Lunsomrong, P., Sikkhabandit, S., & Sithiamorn, P. (2017). A Model of Creative Leadership Development of Basic School Administrators under the Nakhonratchasima Primary Educational Service Area Office. Journal of Industrial Education, 11(1), 63-72. [in Thai]
Manusawat, P. (2010). A Model for Effective Student Affairs Administration of Private Universities in Thailand. EAU Heritage Journal Social Science and Humanities, 1(1), 126-138. [in Thai]
Min Basadur. (2008). Leading others to think innovatively together: Creative leadership. The Leadership Quarterly, 15 (2004), 103-121.
Ministry of Higher Education, Science, Research and Innovation. (2020). Higher Education Information Dissemination System. Retrieved May 29, 2019, from
http://www.info.mua.go.th/info [in Thai]
Office for National Education Standards and Quality Assessment. (2020). Education Standards and Quality Assessment. Bangkok: Office for National Education Standards and Quality Assessment. [in Thai]
Office of the Education Council. (2008). Educational development direction framework during the development plan National Economy and Society Issue 10 (2007-2011) Consistent with the national education plan (20022016): Summary
(2nd ed.). Bangkok: Chulalongkorn University Printing House. [in Thai]
Office of the Ministry of Higher Education, Science, Research and Innovation. (2020). Annual government action plan 2021. Bangkok: Office of the Ministry. [in Thai]
Pasunon, P. (2014). Reliability of Questionnaire in Quantitative Research, Parichart Journal Thaksin University, 27(1), 144-163. [in Thai]
Pounder, J. (2001). “New leadership” and university organizational effectiveness: exploring the relationship. Leadership & Organization Development Journal, 22(6), 281-290
Ramsiri, P., Swaengsakdi, T., & Thepsaeng, S. (2018). A Development of Creative Leadership Model of Education Institute Administrators Under Local Administrative Organization. SWU eJournals, 15(28), 12-25. [in Thai]
Rattanapan, P., & Chaipan, S. (2018). Structural Causal Factors of Changing Leadership and Attribute for Educational Administrators Affecting on Efficiency of Administration in Private University. Business Review, 10(1), 73-91. [in Thai]
Robert J. Sternberg. (2003). A propulsion model of creative leadership. The Leadership
Quarterly, 14(2003), 455-473.
Sarah E. Danner. (2008). Creative Leadership in Art Education: Perspectives of an Art
Educator. (Master’s thesis, Ohio University).
Sinlarat, P. (2010). Creative and Productivity Leaders: New Paradigms and New Leaders in Education. Bangkok: Chulalongkorn University Printing House. [in Thai]
Stoll, L. & Temperley, J. (2009). Creative Leadership: A Challenge of Our Times. School Leadership and Management, 29(1), 63-76.
Sukjairungwattana, T., & Kheovichai, K. (2015). Development of Proposed Policy for Creative Leadership Enhancement for Leaders of students Union in Higher Education Institutions in the Next Decade (2014-2023). Silpakorn Education Research Journal, 7(2), 191-206. [in Thai]
Taweekul, P. (2017). Creative leadership of the administrators of the student affairs department based on the views of the students and staff of the student affairs department Phayao University. Independent study, Faculty of Education of Phayao University. [in Thai]
Tongpunchung, P. (2013). The Causal Structural Relationship Model Transformational Leadership of The President Influencing Effectiveness of Rajabhat University. Journal of educational administration burapha university, 5(1), 76-88. [in Thai]
Wutthirong, P. (2012). Innovation management: resource learning organization and innovation. Bangkok: Chula Book Center. [in Thai]
Downloads
Published
Issue
Section
License
Idea and suggestion proposed in articles of EMI Journal belong to and stem from authors. Editor, editorial board, and EMI Journal committee are not and will not intervene authors’ standpoint. By this, the university, editor, and editorial board will not responsible for any consequence occurred by the present of author’s idea and suggestion publicized in the EMI journal.
