Managerial Competencies and Effectiveness of Local Government Agencies in Maha Sarakham: Towards Smart Local Governance
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Abstract
Managerial competencies and effectiveness of local government agencies in Maha Sarakham are under increasing pressure to modernize administrative systems while maintaining public trust and community engagement. This study aims to examine the relationships between managerial competencies and organizational effectiveness in the context of smart local governance. Data were collected from 385 local government personnel, including both executives and operational staff, using stratified random sampling. A structured questionnaire (IOC = 0.80 – 1.00; Cronbach’s a = 0.891) was employed. Data were analyzed using descriptive statistics, Pearson’s correlation, and stepwise multiple regression analysis. The results indicated that managerial competencies were perceived at a high level, particularly in transparency and communication and relationship building. Organizational effectiveness was also rated at a high level, especially in sustainability and ICT utilization, while data management and analytics showed relatively lower performance. Significant positive relationships were found between managerial competencies and organizational effectiveness (r = 0.536 – 0.831, p < 0.01). Transparency, public service effectiveness, and strategic thinking were identified as significant predictors, explaining approximately 80.4% of the variance in organizational effectiveness. These findings suggest that transparency, communication, and service-oriented competencies play a critical role in enhancing the effectiveness of local government agencies. Strengthening data management and analytical capabilities is essential for advancing toward smart and sustainable local governance.
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