THE STUDY OF CONCURRENT CONTINGENCY CHANGE AGENT LEADERSHIP COMPONENTS OF TAMBON ADMINISTRATION ORGANIZATION EXECUTIVE OFFICIALS AFFECTED ON LOCAL FISCAL ADMINISTRATION FOR LOCAL FISCAL DECENTRALIZATION: CASES STUDIES OF TAMBON ADMINISTRATION ORGANIZATION

Abstract

This research aims to study the roles of concurrent contingent change leadership of executive officials of tambon administration organizations in Ubon Ratchathani, Si Sa Ket, Surin and Buri Ram provinces and to analyze components of the concurrent contingent change agent leadership of the executive officials of tambon administration organizations in Ubon Ratchathani, Si Sa Ket, Surin and Buri Ram provinces affecting local fiscal administration of the tambon administration organizations. The research population consisted of 689 executive officials of tambon administration organizations in Ubon Ratchathani, Si Sa Ket, Surin and Buri Ram provinces. This study employed the descriptive methodology. The research instruments comprise an interview structure and a questionnaire. Data were analyzed using the LISREL for Windows Program.
The research findings are summarized as follows:
1. The components of concurrent contingency change agent leadership of executive officials of tambon administration organizations in Ubon Ratchathani, Si Sa Ket, Surin and Buri Ram provinces affecting local fiscal administration in the four provinces are in accordance and consistent with the empirical data.
2. The idealized influence component of concurrent contingency change agent leadership of executive officials of tambon administration organizations in Ubon Ratchathani, Si Sa Ket, Surin and Buri Ram provinces had a direct positive effect on local fiscal administration of tambon administration organizations in the four provinces, with the highest effect being on the aspect of mission achievement, to be followed by the aspect of growth and the aspect of job satisfaction, respectively.
3. The creating inspiration component of concurrent contingency change agent leadership of executive officials had a direct negative effect on local fiscal administration of tambon administration organizations in the four provinces, which is in reverse direction, with the highest negative effect being on the aspect of mission achievement, to be followed by the aspect of job satisfaction and the aspect of growth, respectively.
4. The intellectual stimulation component of concurrent contingency change agent leadership of executive officials had a direct positive effect on local fiscal administration of tambon administration organizations in the four provinces, with the highest effect being on the aspect of mission achievement, to be followed by the aspect of job satisfaction and the aspect of growth, respectively.
5. The individualized consideration component of concurrent contingency change agent leadership of executive officials had a direct positive effect on local fiscal administration of tambon administration organizations in the four provinces, with the highest effect being on the aspect of mission achievement, to be followed by the aspect of job satisfaction and the aspect of growth, respectively.