The Influence of Transformational Leadership on Employees’ Openness to Change and Job Satisfaction after Mergers and Acquisitions
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Abstract
This study employs a quantitative research methodology to analyze the influence of transformational leadership on employees' openness to change and their perception of job satisfaction. The sample comprised of 270 individuals employed at an automotive part manufacturing company in Prachinburi Province who had undergone organizational changes following mergers and acquisitions. Data collection was conduct through the administration of questionnaires. The collected data was then analyzed using structural equation modeling. The results indicate that the hypothesized model demonstrated a good fit, as shown by the following values: CMIN/DF = 1.793, GFI = 0.948, AGFI = 0.921, NFI = 0.967, CFI = 0.985, RMR = 0.016, and RMSEA = 0.054. Transformational leadership has a positive influence on employees' degree of job satisfaction. Furthermore, transformational leadership indirectly influences employees' satisfaction with their jobs by fostering an openness to change. Transformational leadership and an openness to change account for 41.10% of the variation in job satisfaction.
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