Transparent Communication During Change and Openness to Change as Series Mediating Effect Between Transformational Leadership to Employee Creation
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Abstract
This research article aims to study (1) To study the relationship between transformational leadership, Transparent communication during change, Openness to change and creativity of employees in small and medium-sized enterprises and (2) To test transparent communication during change and openness to change as serial mediating variables linking transformational leadership to employee creativity in SMEs. The researchers used quantitative method to 573 employees in the food and beverage business in Bangkok and analyzed by descriptives statistics mean, percentage, SD and inferential statistics Structural Equation Model analysis.
Findings are as follows: (1) revealed that the factor most affecting employee creativity was transformational leadership (TE = 0.546) followed by Openness to change (TE = 0.347) and transparent communication during change (TE = 0.326) respectively and (2) Transparent communication during change and openness to change are serial mediating effect between transformational leadership to employee creativity (indirect effect = 0.084).
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Academic articles, research articles, and book reviews in the Ph.D. in Social Sciences Journal are author’s opinions, and not the publisher’s, and is not the responsibility of the Ph.D. in Social Sciences Journal Philosophy Association, Ramkhamhaeng University. (In the case that research is done on human, the researcher has to be trained in Ethics for Doing Research on Human Training and has to produce the evidence of the training).
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