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2554 1. . 2. . 3. . (1) (2) (3) (4)

(5)

7,851 364 (path analysis) 1. - 2. - .05 - - 3. - -

(6)

- 4.

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ABSTRACT Dissertation Title A Causal Model of Factors Influencing the Leadership of Local Government Administrators in Thailand Students Name Mr. Vithaya Jitnupong Degree Sought Doctor of Philosophy Field of Study Human Resources Development Academic Year 2011 Advisory Committee 1. Assoc. Prof. Dr. Khosit Intawongse Chairperson 2. Assoc. Prof. Dr. Boonmee Punthai 3. Dr. Sumana Charanasomboon In this dissertation, the researcher investigates (1) leadership factors and the leadership evinced by local government administrators in the Kingdom of Thailand. The researcher also inquires into (2) the relationships between these factors and the leadership exhibited by local government administrators. The researcher further considers (3) direct and indirect influences on the factors impinging on the leadership of local government administrators. Finally, the researcher examines (4) methods for fostering the leadership of local government administrators. The scope of this research is governed by its focus on the characteristics of factors affecting local government administrative leadership. The researcher

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also studies the influences of each factor on the leadership of the administrators under study. The researcher additionally evaluates suitable methods for fostering leadership on the part of the administrators under study. In carrying out this investigation, the researcher relied on leadership concepts formulated by theorists and academics and integrated them in such fashion that an appropriate research framework could be articulated. The research population consisted of 7,851 local government administrators throughout the country. The sample population consisted of 364 administrators. The instruments of research were a questionnaire and group discussions. Using techniques of descriptive statistics, the researcher analyzed the data collected in terms of mean and standard deviation. The methods of simple correlation coefficient and path analysis were also used by the researcher. Findings are as follows: 1. The administrators under study concurred in what were the specific leadership characteristics of local government administrators in addition to their leadership behaviors and external factors influencing these leadership behaviors. 2. In regard to the relationships between factors and the leadership of local government administrators, it was found that variables bearing relationships at the statistically significant level of .05 with the leadership of the administrators under study were age, the length of time in which the respondents had been administrators, external factors of local government, internal factors of local

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government, specific characteristics of the leadership of the administrators, and the leadership behaviors of these local government administrators. 3. Factors directly influencing the leadership of the local government administrators under study were internal factors in local government, specific characteristics of these administrators and their specific leadership behaviors. Factors bearing an indirect influence on the leadership of these local government administrators were the educational level of the administrators, the length of time the respondents had been administrators, external factors impinging upon local government, internal local government factors, and the specific characteristics of the leadership of these administrators. These results were obtained through extrapolating predictive variables. 4. The development of leadership in local government administrators must be largely grounded in on-the-job training or autonomous study. Nonetheless, developing the leadership capacities of local government administrators can be externally enhanced by training sessions, seminars, and workshops.

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............................................................................................... (4) .......................................................................................... (7) ............................................................................................... (10) ....................................................................................................... (14) ........................................................................................... (17) 1 ............................................................................................................ 1 ................................................. 1 ........................................................................ 13 ............................................................................ 13 ................................................................................ 17 ..................................................................................... 18 ..................................................................... 22 2 ................................................... 24 .................................... 24 ........................................ 41 ................................................... 49 ..................................................... 63 ..................................................... 82 ............. 91 ................................ 102 .......................... 108

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..................................................... 120 ......................................................................... 128 3 .............................................................................................. 132 ...................................................................... 133 ........................................................ 135 .............................................................. 136 ........................................................................ 138 ............................................................................. 139 4 .................................................................................. 149 1

...................................... 153

2 ......................................................................... 160

3 ........................... 164

4 ..................................................... 195

5 ............................................ 250 .............................................................................. 250 ........................................................................................ 252 .............................................................................................. 263

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............................................................................................ 272 ................................................................................................. 277 ................................................................. 290 ............................. 292 .................................... 294 ............................................................................ 299 ............................................................................. 306 ........................................................................................................... 316 .......................................................................................................... 329

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1 ................................... 79 2 ........................................................ 134 3 .............................................................................................. 137 4 ...................................... 153 5 .......................... 155 6 ................................................................... 156 7 .... 159 8 ............................... 160 9 (Pjk) (R2) ...................................................................... 164 10 (Pjk) (R2) ................................................................................... 175 11 ...... 184

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12 (Pjk) (R2) ( 2)..................................................... 188 13 ....................................... 191 14 ............................................................................................ 200 15 ..................................................................................... 206 16 .............................................................................................. 212 17 .............................................................................................. 218 18 ............................................................................................ 222 19 ........................................................................................... 227 20 ............................................................................................. 234

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21 ............................................ 257 22 ............................................ 261

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1 ............................................................... 16 2 ...................................................... 32 3 ........................................................................ 36 4 .......................................................................................... 76 5 4 ............................... 81 6 ...................................................... 96 7 ............................................................................ 131 8 .......................... 141 9 ....................................... 143 10 .................................................... 163 11 ........ 172 12 ................................................................ 174 13 ..................... 183 14 (trimmed model) ........................................ 186 15 2 ...................................................................................................... 187

1

21 7 (globalization) (inequality and conflict) (environment costs and catastrophes) (competitive advantage) (demographic time bomb) .. 2050 1 3 60 (Drucker, 2002) (death of the cooperation)

2

(vitality and the networked economy) (transformed roles in the knowledge economy) (Chowdhury, 2003) (bureaucracy) Weber ( Shafritz & Ott, 2001, pp. 73-77) (Cooper, Brady, Hidalgo-Hardeman, Hyde, Nalf, Ott, et al., 1998) (Jaffee, 2001) (Porter, 1990) (societal and democratic value) (impartiality) (legality) (integrity and honesty) (equality) (justice and fairness) (transparency and openness) (responsibility and accountability) (Organization for Economic Co-operation and Development, 2000)

3

(legalist-administrative value) (uniformity) (professional values) (managerial values) (efficiency) (state resources) (confidentiality) (competence) (Raadschelders, 2003) (Waldo, 1984, pp. 193-194) (Osborne & Gabler, 1992) (new public management) (Bennis, 1989) (good governance) (Aucoin, 1990) (inputs) (outputs) (results) (outcomes) (performance indicators) (standards) (National Audit Office, 1998) (contract-out) (Market-Type Mechanism--MTM) (customer orientation/citizen orientation) (efficiency and individualism) (universalism) (equity) (resilience) (security) (Pollitt, 2003)

4

(operational results) (process improvement) (system improvement) (the realization of a vision) (Pollitt & Bouckaert, 2004) (public managers) (Ranson & Stewart, 1994, pp. 261-262) (top executive) (leadership characteristics) (formulator and implementer) (Nahavandi, 1997, pp. 203-207) 2 .. 1991-2072 5 .. 2435 ( ,

5

2543) .. 2540 .. 2540 .. 2534 ( 5) .. 2545 .. 2545 5 .. 2545 (, 2546) 4 ( , 2548, 132-135)

6

(comparative public administration) (development economics) 2550 5 78 - 14 281-290 - ( - .. 2542, 2542)

7

- .. 2542 ( 30) 1. 2. 3. 4. 5. .. 2543 - 30 - .. 2542 2540 1.

8

2. 3. 4 (1) (2) (3) (4) ( ) - .. 2550

9

(McFarland, Senn, & Childress, 1994, pp. 5-9) (Tichy & Devanna, 1990) (executive leader) (change agent) (Chowdhury, 2003, p. 257) (the people process) (the strategic process) (the operations process) (belief) (value) (synchronize)

10

(the strategy and the people processes) (Bossidy, Charan, & Brurck, 2002) .. 1940 (trait approach) .. 1940 .. 1960 (style approach) (contingency approach) .. 1980 (new leader approach, includes charismatic leadership) (Bryman, 1992) 3 (charismatic leadership) (Hellriegel, Slocum, & Woodman, 2001, pp. 359-360) / (transactional leadership) (Burns, 1978) 3 (management-by exception) (passive) (active) (contingent reward) (laissez-faire

11

leaders) (Bass, 1985) / (Crozier, 1964) Carrots and Sticks (McGregor, 1960) (transformational leadership) (Bass & Avolio, 1990) (transformational leadership) (Burns, 1978) / (Bass, 1985) 4 (4 Is) (idealized influence) (charisma) (inspirational motivation) (intellectual stimulation) (individualized consideration) (Bass & Avolio, 1990) (scenario thinking) (Gill, Levine, & Pitt, 1998)

12

(charismatic leadership) (Weber, 1946) (Kets de Vries & Miller, 1985) (Bass, 1985, p. 31) (Bryman, 1992, pp. 20-21) (virtual teamwork) (competencies) (Zenger & Folkman, 2002) (Bryman, 1992) (motives) (traits) (skill) (self-image or social role) (body of knowledge) / (Boyatzis, 1982, p. 21) ( , 2545) (people competencies)

13

(critical success factors) (Shermon, 2004, p. 73) - -

1. - 2. - 3. 4.

14

- - 1. 2. 3. 4. -

15

5. - - 6. - 7. - 8. - 9. 10.

16

- - 11. 12. 1

(X11)

(X10)

(X4)

(X5)

(X1)

(X3)

(X2)

(X9)

(X6)

(X7)

(X8)

(X12)

(Y)

17

1. - - 2. 7,851 2.1 75 2.2 1,276 2.3 6,500 3. 3.1 (sample size) 3.1.1 Krejcie and Morgan ( , 2547, 137) 1 364 3.1.2 (trimmed model) 2 3.1.1 364 3.2 2 3.2.1 1 (multi-sampling) ( , 2547, 126-127) 4

18

1 5 4 1 364 3.2.2 2 (trimmed model) 1 2 1 364 4. 4.1 4.2 4.2.1 4.2.2 4.2.3 4.2.4 -

1. .05 2. - - 5

19

(1) (2) (3) (4) (5) 3. 5 3.1 3.2 3.3 4.

20

5 4.1 4.2 4.2.1 4.2.2 4.2.3 4.3 4.4 5. 5.1 4 (1) 30-40 (2) 41-50 (3) 51-60 (4) 60

21

5.2 5.3 5.4 5.5 4 6. 5 6.1 6.2 6.3 7. 5

22

7.1 7.2 7.3 7.4 8. ( .) ( .) 9. 2 10. (.) 11.

1.

23

2. 3. - 4.

2

- 9 1. 2. 3. 4. 5. 6. 7. 8. 9. -

Bennis and Nanus (1985, pp. 2-3) (leadership)

25

7 (Sadler, 2003, pp. 35-38) (political office holder) 2 (commander) (paramilitary) 3 (bureaucrat) 4 (manager) 5 (expert) 6 (entrepreneur) 7 (leader) (context) Sadler (role) (charisma) (motivation)

26

(Halpin, 1966, p. 30) (McFarland, Senn, & Childress, 1994, pp. 214-215) (Yukl, 2002, pp. 3-4) ( (.. ), 2540, 18-19) (Stogdill, 1974, p. 411) (Locke, 1991, p. 2) (Weihrich & Koontz, 1993, p. 437)

27

(Schwartz, 1996, p. 491) Bass (1985) (leadership) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. (followers) 4 1. 2. 3. 4.

28

4 (Baldoni, 2005, pp. 7-9) 1. (aspire) (setting goal) (vision) (alignment) 2. (perspire) (transform idea) (execution) (discipline) 3. (require) (demonstrate creativity and conviction) (risk) (courage) 4. (transpire) (turn actions into achievements) (results) Greasley and Stoker (2008, pp. 725-726) - (mayors) .. 2002-2006 (roles) (attitudes) (relationships) 4 1. (partnership)

29

2. (accessibility and openness) 3. (partisanship) 4. (profile and decision-making) Vicere (2003, pp. 76-79) 4 1. (boundary-less thinker) (big picture perspective) (openness to ideas) (willingness to look beyond oneself for capabilities and resources) 2. (network builder) (relationship mindset) (knowledge of personal uniqueness) (ability to recognize others uniqueness) 3. (diplomat) (relate) (communicate) (negotiate) 4. (interpreter) (solid knowledge of the organization)

30

(broad knowledge of marketplace) (ability to influence others) Ulrich, Zenger, and Smallwood (1999, p. 3) (attributes) (achieve results)

Effective Leadership = Attributes X Results

(Ulrich et al., 1999, pp. 24-26) 1. (vision) 2. / (customer/quality focus) 3. (integrity) 4. / (accountability/commitment) 5. / (communication/Influence) 6. / (shared ownership/boundary-less) 7. / (team builder/empowerment) 8. // (knowledge/expertise/intellect) 9. / (initiative/speed) 10. (global mind-set) Adair (2003, pp. 9-10) (qualities of leadership) (integrity) (enthusiasm) (warmth)

31

(calmness) (tough but fair) (ethical theories) 2 (leaders conduct) (leaders character) (leaders conduct) (consequences of leaders action) 3 (ethical egoism) (utilitarianism) (altruism) 2 3 (Northouse, 2001, pp. 250-254) 1. (ethical egoism) 2. (utilitarianism) 3. (altruism)

32

2 . Leadership: Theory and Practice (2nd ed., p. 252), by P. G. Northouse, 2001, Thousand Oaks, CA: Sage. Efficiency ( , 2538; Sullivan & Decker, 1997) Effectiveness

(ethical egoism)

(utilitarianism)

(altruism)

33

( , 2538; Sullivan & Decker, 1997) - Efficiency Effectiveness A New English-Thai Dictionary Efficiency Effectiveness Drucker ( Hersey, Blanchard, & Johnson, 1996, p. 15) Cribbin (1972) 4 Clement and Richard (1992) Gardner (1990)

34

Yukl (1998) Hersey et al. (1996) Stogdill (1974) Fiedler (1976) Yukl (1998) 1. 2. 3. 4. 5. 6.

35

7. 8. (leadership continuum) Tannenbaum and Schmidt (1973) (continuum) (boss-centered) (subordinate-centered) 2 3 Tannenbaum and Schmidt (1973) (Daft, 1999, pp. 71-72)

36

3 . How to Choose a Leadership Pattern, by R. Tannenbaum and W. Schmidt, 1973, Harvard Business Review, 51(3), p. 164. (autocratic and democratic leadership) (Iowa State University) Lewis ( Daft, 1999, p. 69) 2 (autocratic style) (democratic style) (2543) 1.

37

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Hersey et al. (1996) 1. 2. 3. 4. 5. 6. 7.

38

8. 9. 10. - (power-influence theory) DuBrin (1995, pp. 142-148) (organization politics) (informal) DuBrin 7 1. (position power) (legitimate power) (reward power) (coercive power) (information power) 2. (personal power) 3. (power stemming from ownership) 4. (power from providing resource)

39

5. (power from capitalizing on opportunity) 6. (power stemming from managing critical problems) 7. (power stemming from being close to power) House (house theory of charismatic leadership) House ( Muckinsky, 1997, p. 125) 1. 2. 3. 4. (behavior modeling)

40

House (theory of charismatic leadership) Hartog and Koopman (2001, p. 173) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. (transformational leadership) (charismatic leadership)

41

(context) (situation) (1) (2) (3)

42

Fiedler, Chemers, and Mahar (1976) Fiedler, Chemers, and Mahar (1976) Hersey and Blanchard (Hersey and Blanchards situational theory) Fieldler - House (Houses path-goal theory) Fiedler (Fred E. Fiedler) Fiedler, Chemers, and Mahar (1976) 2 1. 2.

43

Fiedler, Chemers, and Mahar (1976) Fiedler, Chemers, and Mahar (1976) 3 1. (leader-member relation) 2. (task structure) 3. (leader position power) Hersey and Blanchard (situational theory) (life cycle theory of leadership)

44

(maturity level) (Hersey et al., 1996) 1. (leader) (style) 2. (followers) 5 3. (situations) (maturity level) (task & relationship) 2 (ability) (willingness) (experience) 7

45

1. (referent power) 2. (legitimate power) 3. (expert power) 4. (reward power) 5. (coercive power) 6. (information power) 7. (connection power)

46

(Hersey et al., 1996; Ivancevich & Matterson, 1996; Lunenburg & Ornstein, 1996; Napier & Gershenfeld, 1985) ( , 2539) 6 (Dessler, 1998; Wright et al., 1998) 1. 2. 3. 4. 5. 6.

47

21 (Allen, 1998) 1. 2. 3. 4. (integrative theory) Northouse (2001, pp. 132-133) (transaction and transformational leadership) Burns 1. 2. 3. 4

48

3.1 (charismatic) 3.2 (inspiration) 3.3 (individualized consideration) 3.4 (intellectual stimulation)

49

50

Stogdill (1948, pp. 35-40) 1. (intelligence) 2. (alertness) 3. (insight) 4. (responsibility) 5. (initiative) 6. (persistence) 7. (self-confidence) 8. (sociability) Mann (1959, pp. 243-245) Mann Mann (intelligence) (masculinity) (adjustment) (dominance) (extroversion) (conservatism) Stogdill (1974) (traits of leadership) 1. (capacities) 2. (achievement)

51

3. (responsibility) 4. (participation) 5. (status) Bennis (1989) 1. (a guiding vision) 2. (passion) 3. (integrity) 4. (trust) 5. (curiosity)

52

6. (daring) Bass and Stogdill (1990) 1. 2. 3. Dessler (1998) 21 6 1. (leader have drive) 2. (leader want to lead) 3. (leaders has honesty and integrity) 4. (leaders make good decision) 5. (a leader has self-confidence) 6. (the leader knows the business)

53

(2541) 21 6 1. 2. 3. 4. 5. 6. (2543, 18-24) 1. 2-3 2. 3. 4. 5. 6.

54

7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

55

(, 9 2543) 1. ( SWOT) 2. 3. 4. 5. 6. 7. 8. (2543, 47-48) 1. () 2. 3. 4.

56

(2543, 85-89) 4 1. 2. 3. 4. (2540, 33) 1. 2. 3. 4. 5.

57

6. 7. 8. 9. (2545, 13) 7 7 Cs 1. Conviction 2. Compassion 3. Conscience 4. Clevemess 5. Connection 6. Commitment 7. Character Shinn (1986, pp. 8-9) 1. 2. 3. 4. 5. 6. 7. 8.

58

Kouzes and Posner (1995) 5 1. (challenge the process) 2. (inspire a shared vision) 3. (enable others to act) 4. (encourage the heart) 5. (model the way) (do what you preach and preach what you do) Frigon and Harry (1996, pp. 29-33) 10 1.

59

2. 3. 4. 5. 6. 7. 8. 9. 10. Bennis and Nanus (1997, pp. 6-10) 7 (7 Cs) 1. (commitment)

60

2. (complexity) 3. (credibility) 4. (competence) 5. (confidence) 6. (communication) 7. (community) Patton (1997, pp. 35-39) 10 1. 2. 3. 4. 5. 6. 7. 8. 9.

61

10. DuBrin (1998, pp. 25-29) 2 1. 2. Daft (1999, p. 66) 6 1. 2. 3. 4. 5.

62

6. Lussier and Achua (2001, pp. 37-40) 9 1. 2. 3. 4. 5. 6. 7. 8. 9. 1. 2.

63

3.

5 ( , 2540) ( , 2540)

64

(role) (2540, 58) () (2539, 29-30) (2534, 292) (2545, 19) Levinson (1964, pp. 284-285) Good (1973, p. 502)

65

Katz and Kahn (1978, p. 179) Cohnen (1979, p. 35) Owens (1998, p. 48)

66

(Koontz & Weihrich, 1990) (2539, 155-159) 1. (executive) 2. (planner) 3. (policy maker) 4. (expert) 5. (external group representative) 6. (controller of internal relations)

67

7. (purveyor of rewards and punishments) 8. (arbitrator and mediator) 9. (exemplary) 10. (symbol of group) 11. (substitute for individual responsibility) 12. (ideologist) 13. (father figure) 14. (scapegoat) (2544, 47-48) 4

68

1. (direction settler) 2. (change agent) 3. (spokesperson) 4. (coach) (2544, 16-17) (leadership roles) 1. (figurehead) 2. (spokesperson) 3.

69

4. (coach) 5. (team builder) 6. (team player) 3 6.1 6.2 6.3 7. (technical problem solver) 8. (entrepreneur) Mintzberg ( Lussier & Achua, 2001, pp. 10-13) 10 3 1. (interpersonal roles) 3

70

1.1 (figurehead) 1.2 (leader) 1.3 (liaison) 2. (informational roles) 3 2.1 (monitor) 2.2 (disseminator) 2.3 (spokesman) 3. (decisional roles) 4 3.1 (entrepreneur)

71

3.2 (disturbance handler) 3.3 (resource allocator) 3.4 (negotiator) Nanus (1989, pp. 71-75) 4 1. (direction setter) 2. (spoken person) 3. (change agent) 4. (coach)

72

Covey (1996, pp. 152-153) 3 1. (path finding) 2. (aligning) 3. (empowering) Farrew and Keye (1996, pp. 178-180) 5 1. (facilitator) 1.1 1.2 1.3 1.4 2. (appraiser) 2.1

73

2.2 2.3 2.4 2.5 3. (Forecaster) 3.1 3.2 3.3 3.4 4. (adviser) 4.1 4.2 4.3 5. (enabler) 5.1 5.2 5.3

74

5.4 Bennis and Nanus (1997, pp. 6-10) 4 1. (direction setter) 2. (change agent) 3. (spokes-person) 4. (coach) Stogdill ( , 2539, 8) 6 1. 2. 3. 4. 5.

75

6. - House (Houses path-goal model) House ( Sullivan & Decker, 1997, p. 137) Hersey et al. (1996) (leadership style) (leadership style) 4 (dimensions) 1 (telling) (high task, low people) 2 (selling) (high task, low people) 3 (participating) (high people, low task)

76

4 (delegating) (low task, low people)

relationship Task-Oriented --------------------- Maturity ------------------------

4 . Management of Organizational Behavior (7th ed., p. 255), by P. Hersey, K. H. Blanchard, and D. E. Johnson, 1996, Englewood Cliffs, NJ: Prentice-Hall. Bass (1985) 2 1. (transformational leadership)

Supporting

(3)

Selling

(2)

(4)

Delegating

(1)

Telling

77

2. (transactional leadership) (tri-dimension theory) Reddin (1970) 3 2 Reddin (the tri-dimensional leader effectiveness) 3 X, Y Z 1. (task orientation) X 2. (relationship orientation) Y 3. (effective orientation) Z

78

Reddin (1970, p. 17) 8 1. (deserter) 2. (Bureaucrat) 3. (missionary) 4. (developer) 5. (autocrat) 6. (benevolent autocrat) 7. (compromiser) 8. (executive)

79

1

(effective) (ineffective)

80

(The Ohio State University leadership studies) .. 1945 Arnold, Feldman, and Daniel (1986, p. 125) (Ohio State University) 2 (initiating structure) (consideration) 2 2 4

81

5 4 . The Art of Leadership (p. 20), by G. Manning and K. Curtis, 2003, New York: McGrew-Hill. 1. (supportive) 2. (participative) 3. (abdicative) 4. (directive) 4 1. (directive)

82

2. (supportive) 3. (participative) 4. (achievement-oriented)

( (.. ), 2540, 29-30) 1. 2. 3.

83

4. 5. 6. 7. 5 ( , 2543, 96) 1. 2. 3. 4. 5. (2540, 45) 9 1. 2.

84

3. 4. 5. 6. 7. 8. 9. 2 (1) (2) (Adair , 2536, 29) Macauley (1998, pp. 4-5) 1. 2.

85

3. (2541, 196-200) 2 1. (individual) 2. (group)

86

(2544, 10-11) 4 1. (pre-entry training) 2-3 2. (in-service training) On the Job Training 1-3 3. (project related training) 1-3 4. (self-development training) (2542, 34-36) 3 1. (orientation)

87

2. (training) (1) (2) (3) (4) (5) 3. (self-training) (1) (2) (3) (4) (5) (6) (7) (8) Mecauley ( , 2536, 29-30) 4 1. 2. 3.

88

4. Dessler (1991, p. 254) 1. (on-the job training) 1.1 (coaching) 1.2 (rotation) 1.3 (job enlargement) 1.4 (job enrichment) 2. (off-the job training) 2.1 (training) 2.2 (lecture) 2.3 (seminar)

89

2.4 (workshop) 2.5 (conference) 2.6 (panel discussion) 3-5 3. 3.1 (study visit) 3.2 3.3 DuBrin (1998, pp. 383-387) 2 1. (leadership development through self-awareness)

90

1.1 (single-loop learning) 1.2 (double-loop learning) 2 2. (leadership development through self-discipline) Yukl (1998, pp. 465-469) 21 3 1. (training program) 2. (developmental activity) 3. (self-development activity)

91

3 1. (centralization) 1.1 1.2 1.3 2. (deconcentration) 2.1 2.2 2.3 2.4 2.5

92

3. (decentralization) 3.1 3.2 3.3 3.4 - (autonomy) (non-sovereign community) (unitary state) -

93

Holloway (1951, p. 398) Clarke (1957, p. 1) Montagu ( , 2526, 9) Wit ( , 2552, 3) Robson ( , 2549, 739) - (autonomy)

94

(2550, 27) / (autonomy) 2550 2550

95

2550 14 281 - 290 1. 2. 3. 4. 5. 6.

96

6 (2552, 9) 1. - 2.

97

3. 4. .. 2550 78 (3) .. 2550 281 1 - .. 2550 282 -

98

- .. 2550 283 - -

99

- .. 2550 284

100

- 256 266 267 268 .. 2550 285 - .. 2550 286 .. 2550 287 -

101

168 .. 2550 288 -

102

.. 2550 289 1. 2. 3. 4.

2

103

( , 2551, 166) - Northouse (2001, p. 258) (principles of ethical leadership) 1. (respect others) 2. (serve others) 3. (just) 4. (honest) 5. (build community) (american society for public administration) (spirit of professional) 5 (Rosenbloom, Krarchuck, & Rosenbloom, 2002, p. 583)

104

1. (serve the public interest) 2. (respect the public interest) 3. (demonstrate personal integrity) 4. (promote ethical organization) 5. (strive for professional excellence) Denhardt and Denhardt (2003, p. 44) 1. 2. 3. 4. 5. 6.

105

7. Downs (1968, p. 68) Lewis and Gilman (2005, pp. 36-37) (core values) (Organization for Economic Co-operation and Development--OECD) (public service) .. 2000 8 1. (impartiality) 2. (legality) 3. (integrity) 4. (transparency) 5. (efficiency) 6. (equality) 7. (responsibility) 8. (justice) .. 2550 5

106

1. (moral courage) 2. (integrity) 3. (transparency) 4. (nondiscrimination) 5. (result orientation) .. 2546 (2546) 6 1. 2. 3.

107

4. 5. 6. (concept) 1. (efficiency & effectiveness) 2. (responsiveness) 3. (relevance) 4. (participation)

108

5. (honest, justice, & transparency) (merit) 6. (legality-morality) (citizen centric) 6

, (2552)

109

1. 1.1 1.2 1.3 1.4 2. 2.1 2.2 2.3

110

2.4 2.5 2.6 3. 3 3.1 3.1.1 3.1.2 3.2 3.2.1

111

3.2.2 3.3 3.3.1 3.3.2 - 1. 1.1 -

112

1.2 1.3 1.4 / / 2. 2.1 / 2.2 2.3 2.4

113

2.5 2.6 - 3. 3.1 3.2 3.3 4. 4.1

114

4.2 - - 4.3 4.4 4.5 4.6 5. 5.1 5.2

115

5.3 5.4 5.5 5.6 1. 1.1

116

1.2 1.3 1.4 1.5 1.6 2. 2.1 .. 2540

117

2.2 2.3 .. 2540 - 2.4 .. 2540 2.5 - 1. 1.1

118

1.2 1.3 1.4 1.5 1.6 - 1.7 2.

119

2.1 2.2 2.3 - 2.4 - 2.5 2.6 2.7

120

(2535) 2 ( LPC = Least Preferred Coworker) ( LBDQ = Leadership Behavior Description Questionnaire) 5 (1) (2) (3) (4) (5)

121

(2538) 2 3 (2539) 14 (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11)

122

(12) (13) (14) (2540) (1) (2) (3) (4) 37.65 8.57 1.89 43.88 53.73 (5) (2543) 4 1 2 3 4 30

123

4 , (2544) : Banddura 4 (2546) (1) (2) (3) 1,068 95 7 8 (Multifactor Leadership Questionnaire--MLQ) 9 t test (One group) 8 9 5 (1)

124

(2) (3) (4) (5) 3 (1) (2) (3) 1 2 (1) (2) (3) (4) (5) (2547) (1) (2) 1. 6 2. 7

125

3. 3 4. 2 (2547) : (2547) 48 4 1 2 3

126

4 (1) (2) (3) 4 1 2 3 4 (4) 4 (2550, 823-834) 3 1. (deliberative/civic political culture) / 2. (fragmented and volatile political culture) (fragmented/plural society) 3. - (monopolistic and centralized political culture)

127

(2552) 3 - 3

128

- - 5

129

1. 2. 3. 4

130

1. 2. 3. 4. - -

131

- 7

-

(Y)

-

(X11)

-- (X12)

-

(X10)

(X4)

(X5)

(X1)

(X3)

(X2)

-

(X9)

(X6)

(X7)

(X8)

3

(quantitative research) (qualitative research) (1) (2) (3) (4) 5 1. 2. 3. 4. 5.

133

1. 7,851 1,622 3,096 1,913 1,220 2. (focus group discussion) 1. (sample size) 1.1 Krejcie and Morgan ( , 2547, 126-127) 95% 0.05 1 364 1 (multistage random sampling) 4 1 5 5 1 364 1.2 (trimmed model) 2 1.1

134

364 2. 2 2.1 1 (multistage random sampling) ( , 2547, 126-127) 4 1 5 5 1 364 2.2 2 (trimmed model) 1 2 1 364 2

1/

1/

1

2/

2/

2

1,622 /

211/

91 1,622 /

120/

91

3,096 /-

334/

91 3,096 /-

243/

91

1,913 /

229/

91 1,913 /

138/

91

1,220 /

185/

91 1,220 /

94/

91

364 364

135

3. (focus group discussion) 18 4 14 ( )

1. 2.

1. 2. 3. 4. 5.

3 1

2

1. 2.

136

3. -

4. 3

5 5 2 3 5 4 3 2 1

1. (validity) 5 (Index of item-Objective Congruence--IOC) 3 1 = 0 = -1 = ( , 2546, 143-144)

137

IOC = R/n R =

n = 0.5 0.60 1 2. 30 (discriminant) (Pearsons product-moment correlation) (item-total correlation) 0.20 (reliability) (Cronbachs alpha coefficient) 3

- 0.264-0.810 0.884 - 0.306-0.814 0.867 0.394-0.863 0.945

138

3 ()

0.582-0.812 0.921 0.528-0.858 0.960

1. 5 2. 3. (focus group discussion) -

139

1 1 1. 2. ( ) (SD) 4.51-5.00 3.51-4.50 2.51-3.50 1.51-2.50 1.00-1.50

140

2 2 (simple correlation) 3 3 (path analysis) Specht ( , 2548) 1. 1.1 (Pjk) (R2) (linear regression analysis)

141

(standardized equation)

1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 + PY7ZX7 + PY8ZX8 + PY9ZX9+ PY10ZX10+ PY11ZX11+ PY1ZX12 2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 + P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11 3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5 + P116ZX6 + P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10 4: ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 + P107ZX7 + P108ZX8+ P109ZX9

8

-

(Y)

-

(X11)

-

(X12)

(X4)

(X5)

(X1)

(X3)

(X2)

-

(X9)

(X6)

(X7)

(X8)

-

(X10)

142

OM

OM 1 2 i

i

1.2 R2 (generalized square multiple correlation) R2 = 1 (1 R2) (1 R2) . . . (1 R2) R2 (squared multiple correlation coefficient) i 2. 2.1 (Pjk) (R2) (regression) (endogenous variables) (exogenous variables)

143

(standardized equation)

1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 + PY7ZX7 + PY8ZX8 + PY9ZX9+ PY10ZX10+ PY11ZX11+ PY1ZX12

2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 + P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11

3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5 + P116ZX6 + P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10

4: ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 + P107ZX7 + P108ZX8+ P109ZX9

5: ZX9 = P91ZX1 + P92ZX2 + P93ZX3 + P94ZX4 + P95ZX5 + P96ZX6 + P97ZX7 + P98ZX8

9

-

- (Y)

-

(X11)

- (X12)

(X10)

(X4)

(X5)

(X1)

(X3)

(X2)

-

(X9)

(X6)

(X7)

(X8)

144

FM

FM 2 1 i

i

2.2 R2 (generalized square multiple correlation) R2 = 1 (1 R2) (1 R2) . . . (1 R2) R2 (squared multiple correlation coefficient) i 3. 3.1 (measure of goodness of fit Q) (Specht , 2548, 137) Q = 3.2 W 2 W = (N d) logeQ W 2 df d= N D loge (natural logarithm)

1 R2 FM 1 R2 OM

145

OM

OM 1 2 i

3.3 W 2 df d= 3.3.1 W 2 df d= 5 4 3.3.2 W 2 df d= 4 4. (trimmed model) 4.1 (R2) (Pjk) (regression) 4.2 R2 (generalized square multiple correlation)

R2 = 1 (1 R2)(1 R2) . . . (1 R2)

146

i

1 R2 FM OM 1 R2

FM

R2 (squared multiple correlation coefficient) i 4.3 4.3.1 (measure of goodness of fit Q) (Specht , 2548, 137) Q = R2 (generalized square multiple correlation) 4.3.2 W 2 (Pedhazur, 1982, p. 619) W = (N d) logeQ W 2 df d= N d

loge (natural logarithm) 4.3.3 W 2 df d=

147

4.3.3.1 W 2 df d= 4.3.3.2 W 2 df d= 5. 2 - 6. (direct effect) (indirect effect) (total effect) 4 4 - (focus group discussion) (content analysis) 1. 4

148

2. 3. 3.1 (. ) 3.2 3.3 4. 5. (focus group discussion) 7 .. 2554 13.00 . - 16.30 . 4 . 6.

4

(1) (2) - (3) (4) 4 1 1. 2. -

150

3. 4 4. 2 (correlation coefficient) Pearson product-moment correlation 3 1. (path coefficient--Pjk) (coefficient of determination--R2) 2. (Pjk) (R2) 3. 4. (direct effect) (indirect effect) (total effect) 5. 2

151

N (arithmetic mean) SD (standard deviation) r (multiple correlation coefficients) R2 (coefficient of determination) Pjk (path coefficient)

k j Pjk

k j t

R2FM

(generalized square multiple correlation) R2OM

(generalized square multiple correlation) Q (measure of goodness of fit)

W Q

2 df = d DE (direct effect) IE (indirect effect) TE (total effect)

152

X1 X2 X3 X4 X5 X6 X7 X8 X9 X10 X11 -

X12

Y

4 - (focus group discussion)

153

1

(percentage) (mean) (standard deviation) 1. - ( 4) 4

(X1)

210 58 154 42

364 100 (X2)

30-40 41-50 51-60

134 161

53

37 44 15

60 16 4

154

4 ()

364 100 (X3)

61 17 187 51

106 10

29 3

364 100 (X4)

1 11 3 1-3 82 23 4-6 114 31 7-10 47 13 10 110 30

364 100

(X5) 73 20 (X6) 57 16 (X7) 70 19 (X8) 164 45

364 100

155

4 58 41-50 44 51 4-6 45 2. - ( 5) 5

SD (X9) 3.75 .57 (X10) 3.84 .53 (X11) 4.10 .52 (X12) 4.04 .53 (Y) 4.06 .60

156

5 - ( = 4.10) ( = 4.04) ( = 3.84) ( = 3.75) ( = 4.06) - 3. 4 ( 6) 6

SD (X9)

1. 3.79 .66 2.

3.78 .60 3. 3.82 .69

157

6 () SD

4. 3.61 .81 (X10)

1. 3.84 .55 2. 3.84 .64 3. 3.85 .63 (X11)

1. 3.40 .61 2. 4.19 .57 3. 4.12 .55 (X12)

1. 4.00 .66 2. 3.99 .57 3. 4.08 .60 4. 4.08 .67

6 - -

158

( = 3.82) ( = 3.79) ( = 3.78) ( = 3.61) ( = 3.85) ( = 3.84) ( = 3.84) ( = 4.19) ( = 4.12) ( = 3.40) ( = 4.08) ( = 4.08) ( = 4.00) ( = 3.99) 4. ( 7)

159

7

SD (Y)

1. 4.02 .64 2. 4.11 .65 3. 4.00 .67 4. 4.03 .66 5.

4.12 .65 7 ( = 4.12) ( = 4.11) ( = 4.03) ( = 4.02) ( = 4.00)

160

2

8 -

(X1) .047 (X2) .170* (X3) .049 (X4) .116* (X5) .064 (X6) .004 (X7) .025 (X8) .061 (X9) .573* (X10) .658* (X11) .679*

161

8 ()

- (X12) .801*

*P < 0.05 8 (X1) .05 - (X2) .05 (X3) .05 - (X4) .05 - ( (X5) (X6) (X7) (X8) .05 -

162

(X9) .05 - (X10) .05 - (X11) .05 (X12) .05 -

163

(standardized equation) 1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 +

PY7ZX7 + PY8ZX8 + PY9ZX9 + PY10ZX10 + PY11ZX11 + PY1ZX12

2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 + P127ZX7 + P128ZX8 + P129ZX9 + P1210ZX10 + P1211ZX11

3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5 + P116ZX6 + P117ZX7 + P118ZX8 + P119ZX9 + P1110ZX10

4: ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 + P107ZX7 + P108ZX8 + P109ZX9

10

-

(Y)

-

(X11)

--

-

(X10)

(X4)

(X5)

(X1)

(X3)

(X2)

-

(X9)

(X6)

(X7)

(X8)

164

3

(path analysis) 1. 10 1.1 (Pjk) (R2) ( 9) 9 (Pjk) (R2)

R2 Pjk t 1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 + PY7ZX7 + PY8ZX8 + PY9ZX9 + PY10ZX10 + PY11ZX11 + PY1ZX12 (X1) .694 .000 .009 (X2) .048 1.471

(X3) .003 .097

165

9 () R2 Pjk t

(Y) (X4) .066 1.953 (X5)

(X6) (X7) (X8)

.024 .017 .024 .032

.456 .356 .486 .575

(X9)

.022 .471

(X10)

.249 5.170*

(X11)

.081 1.676

(X12)

.585 11.754*

2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 + P127ZX7 + P128ZX8 + P129ZX9 + P1210ZX10 + P1211ZX11 (X12) (X1) .648 .032 .904 (X2) .062 1.778

(X3) .037 .999

(X4) .005 .127 (X5)

(X6) (X7) (X8)

.031

.017 .004 .027

.562

.332 .069 .449

166

9 () R2 Pjk t

(X9) .160 3.303*

(X10) .145 2.844*

(X11) .590 14.470*

3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5 + P116ZX6 + P117ZX7 + P118ZX8 + P119ZX9 + P1110ZX10 (X1) .399 .410 .907 (X11) (X2) .024 .521

(X3) .119 2.500*

(X4) .026 .554 (X5)

(X6) (X7) (X8)

.019

.013 .003 .058

.259

.198 .043 .744

(X9) .250 4.041*

(X10) .421 6.706*

4:ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 + P107ZX7 + P108ZX8 + P109ZX9

167

9 () R2 Pjk t

(X10) (X1) .567 .038 .998 (X2) .055 1.435 (X3) .063 .1574 (X4) .090 2.267* (X5)

(X6) (X7) (X8)

.040 .034 .041 .104

.646

.618

.714 1.575

(X9) .722 20.253* *P < .05 9 1 - (Y) 12 (X1) (X2) (X3) (X4) - (X5) (X6) (X7) (X8) - (X9) (X10) (X11) (X12) 12 -

168

(Y) 69.4 (R2 = .694) (Y) .05 2 (X10) (PY10 = .249) (X12) (PY12 = .585) 10 (Y) .05 - (X1) (PY1 = .000) (X2) (PY2 = .048) (X3) (PY3 = .003) (X4) (PY4 = .066) (X5) (PY5 = .024) (X6) (PY6 = .017) (X7) (PY7 = .024) (X8) (PY8 = .032) (X9) (PY9 = .008) (X11) (PY11 = .081) 2 - (X9) 11 - (X1) (X2) (X3) (X4) (X5) (X6) (X7) (X8) - (X9) (X10) (X11) 11 -

169

(X12) 64.8 (R2 = .648) (X12) .05 - (X9) (P129 = .160) (X10) P1210 = (.145) - (X11) (P1211 = .590) 8 (X1) (P121 = .032) - (X2) (P92 = .062) - (X3) (P123 = .037) - (X4) (P124 = .005) - (X5) (P125 = .031) (X6) (P126 = .017) (X7) (P127 = .004) (X8) (P128 = .027) .05 3 (X11) 10 (X1) (X2) (X3) (X4) - (X5) (X6) (X7) (X8) - (X9) (X10) 10 (X11) 39.9 (R2 = .399) - (X11) .05 -

170

(X3) (P113 = .119) - (X9) (P119 = .250) - (X10) (P1110 = .421) 7 (X1) (P111 = .410) (X2) (P112 = .024) (X4) (P114 = .026) (X5) (P115 = .019) - (X6) (P116 = .013) - (X7) (P117 = .003) - (X8) (P118 = .058) (X11) .05 4 - (X7) 9 - (X1) (X2) (X3) - (X4) (X5) (X6) (X7) (X8) (X9) (X10) 56.7 (R2 = .567) .05 (X10) (X4) (P74 = .090) (X9) (P109 = .722) .05 (X10) - (X1) (P101 = .038) (X2) (P102 = .055)

171

(X3) (P103 = .063) (X5) (P105 = .040) (X6) (P106 = .034) (X7) (P107 = .041) (X8) (P108 = .104) 42 .05 10 .05 32 11

172

.05 (standardized equation) 1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 + PY7ZX7 + PY8ZX8 + PY9ZX9+ PY10ZX10 + PY11ZX11+ PY1ZX12 2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 + P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11 3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5 + P116ZX6 + P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10 4: ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 + P107ZX7 + P108ZX8+ P109ZX9 11

-

(Y)

-

(X11)

-- (X12)

-

(X10)

(X4)

(X5)

(X1)

(X3)

(X2)

-

(X9)

(X6)

(X7)

(X8)

173

1.2 R2OM (generalized square multiple correlation) R2OM = 1 (1 R21) (1 R22) (1 R23) (1 R24) R2OM = 1 (1 .694) (1 .648) (1 .399) (1 .567) = .9720 2. 12

174

(standardized equation) 1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 + PY7ZX7 + PY8ZX8 + PY9ZX9 + PY10ZX10 + PY11ZX11 + PY1ZX12 2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 + P127ZX7 + P128ZX8 + P129ZX9 + P1210ZX10 + P1211ZX11 3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5 + P116ZX6 + P117ZX7 + P118ZX8 + P119ZX9 + P1110ZX10 4: ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 + P107ZX7 + P108ZX8+ P109ZX9 5: ZX9 = P91ZX1 + P92ZX2 + P93ZX3 + P94ZX4 + P95ZX5 + P96ZX6 + P97ZX7 + P98ZX8 12

-

(Y)

-

(X11)

--

(X12)

-

(X10)

(X4)

(X5)

(X1)

(X3)

(X2)

-

(X9)

(X6)

(X7)

(X8)

175

2.1 (Pjk) (R2) ( 10) 10 (Pjk) (R2)

R2 Pjk t 1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 + PY7ZX7 + PY8ZX8 + PY9ZX9 + PY10ZX10 + PY11ZX11 + PY1ZX12 (X1) .694 .000 .009 (X2) .048 1.471 (X3) .003 .097 (Y) (X4) .066 1.953

(X5) (X6) (X7) (X8)

.024 .017 .024 .032

.456 .356 .486 .575

(X9) .022 .471 (X10) .249 5.170* (X11) .081 1.676 (X12) .585 11.754* 2: ZX12= P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 + P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11 (X1) .648 .032 .904 (X12) (X2) .062 1.778 (X3) .037 .999

176

10 () R2 Pjk t

(X4) .005 .127

(X5) (X6) (X7) (X8)

.031 .017

.004 .027

.562

.332 .069 .449

(X9) .160 3.303* (X10) .145 2.844* (X11) .590 14.470* 3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5 + P116ZX6 + P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10 (X1) .399 .410 .907 (X2) .024 .521 (X11) (X3) .119 2.500* (X4) .026 .554

(X5) (X6) (X7) (X8)

.019 .013

.003 .058

.259

.198 .043 .744

(X9) .250 4.041* (X10) .421 6.706* 4: ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 + P107ZX7 + P108ZX8+ P109ZX9 (X1) .567 .038 .998 (X10) (X2) .055 1.435

177

10 () R2 Pjk t

(X3) .063 .1574 (X4) .090 2.267* (X5) (X6)

.040 .034

.646

.618 (X7) (X8)

.041

.104 .714

1.575 (X9) .722 20.253* 5: ZX9 = P91ZX1 + P92ZX2 + P93ZX3 + P94ZX4 + P95ZX5 + P96ZX6 + P97ZX7 + P98ZX8 (X1) .038 .031 .540 (X9) (X2) .117 2.065* (X3) .046 .774 (X4) .136 2.314*

(X5) (X6) (X7) (X8)

.065 .017 .057 .041

.709 .211 .644 .418

* P < .05 10 1 - (Y) 12 - (X1) (X2) (X3)

178

(X4) - (X5) - (X6) (X7) (X8) (X9) (X10) (X11) (X12) 12 - (Y) 69.4 (R2 = .694) - (Y) .05 2 (X10) (PY10 = .249) (X12) (PY12 = .585) 9 - (Y) .05 (X1) (PY1 = .000) - (X2) (PY2 = .048) - (X3) (PY3 = .003) - (X4) (PY4 = .066) - (X5) (PY5 = .024) - (X6) (PY6 = .017) (X7) (PY7 = .024) (X8) (PY8 = .032) (X9) (PY9 = .022) (X11) (PY11 = .081) 2 - (X12) 11 -

179

(X1) (X2) (X3) (X4) - (X5) (X6) (X7) (X8) - (X9) (X10) (X8) 11 - (X12) 64.8 (R2 = .648) (X12) .05 - (X9) (P129 = .160) (X10) (P1210 = .145) - (X11) (P1211 = .590) 8 - (X1) (P121 = .032) - (X2) (P122 = .062) - (X3) (P123 = .046)) - (X4) (P124 = .005) - (X5) (P125 = .031) - (X6) (P126 = .017) (X7) (P127 = .004) (X8) (P128 = .027) .05 3 (X11) 10 (X1) (X2) (X3)

180

(X4) - (X5) - (X6) (X7) (X8) (X9) (X10) 10 (X11) 39.9 (R2 = .399) (X11) .05 (X3) (P113 = .119) (X9) P119 = .250 (X10) P1110 = .421 7 (X1) (P111 = .410) (X2) (P112 = .024) (X4) (P114 = .026) (X5) (P115 = .019) - (X6) (P116 =.013) - (X7) (P117 = .003) (X8) (P118 = .058) (X11) .05 4 - (X10) 9 - (X1) (X2) (X3) - (X4) - (X5) (X6)

181

(X7) (X8) - (X9) - (X10) 56.7 (R2 = .567) .05 - (X10) (X4) P74 = .090 (X9) P109 = .722 .05 (X10) - (X1) (P101 = .038) - (X2) (P102 = .055) (X3) (P103 = .063) (X5) (P105 = .040) (X6) (P106 =.034) (X7) (P107 = .041) (X8) (P108 = .104) 5 - (X9) 8 - (X1) (X2) (X3) - (X4) - (X5) (X6) (X7) (X8) (X9) 3.8 (R2 = .038) .05 (X9) - (X2) P92 = .117 -

182

(X4) P94 = .136 (X9) (X1) (P91 = .031) - (X3) (P93 = .046) - (X5) (P95 = .065) - (X6) (P96 = .017) - (X7) (P97 = .057) - (X8) (P98 = .041) 50 .05 12 .05 38 13

183

.05 (standardized equation) 1: ZY = PY1ZX1 + PY2ZX2 + PY3ZX3 + PY4ZX4 + PY5ZX5 + PY6ZX6 + PY7ZX7 + PY8ZX8 + PY9ZX9+ PY10ZX10 + PY11ZX11+ PY1ZX12 2: ZX12 = P121ZX1 + P122ZX2 + P123ZX3 + P124ZX4 + P125ZX5 + P126ZX6 + P127ZX7 + P128ZX8+ P129ZX9 + P1210ZX10 + P1211ZX11 3: ZX11 = P111ZX1 + P112ZX2 + P113ZX3 + P114ZX4 + P115ZX5 + P116ZX6 + P117ZX7 + P118ZX8+ P119ZX9 + P1110ZX10 4: ZX10 = P101ZX1 + P102ZX2 + P103ZX3 + P104ZX4 + P105ZX5 + P106ZX6 + P107ZX7 + P108ZX8+ P109ZX9 5: ZX9 = P91ZX1 + P92ZX2 + P93ZX3 + P94ZX4 + P95ZX5 + P96ZX6 + P97ZX7 + P98ZX8

13

-

(Y)

-

(X11)

- -

(X12)

-

(X10)

(X4)

(X5)

(X1)

(X3)

(X2)

-

(X9)

(X6)

(X7)

(X8)

184

2.2 R2FM (generalized square multiple correlation) R2FM = 1 (1 R21) (1 R22) (1 R23) (1 R24) (1 R25) R2FM = 1 (1 .694) (1 .648) (1 .399) (1 .567) (1 .038) = .9730 3. 3.1 (measure of goodness of fit Q) (R2FM = .9730, R2OM = .9720) 2

2

11

OM

FM

RRQ

=

9720.19730.1

=

= .9642 3.2 W 2 (N = 364, d = 38) W = (N d)logeQ = (364 - 38)loge(.9642) = 12.8592 11

R2FM ()

R2OM

-

(Q) W

.9730 .9720 .9642 12.8592

185

11 (R2FM) .9730 (R2OM) .9720 (Q) .9642 Q W 12.8592 2 df = d (d = 38) .05 222.05 = 43.773 W 2 Q .05 2 (X2) (X9) - (X4) (X9) (trimmed model) 14

186

.05 14 (trimmed model) 4. 2 -

-

- (Y)

-

(X11)

--

(X12)

-

(X10)

(X4)

(X5)

(X1)

(X3)

(X2)

-

(X9)

(X6)

(X7)

(X8)

187

4.1 15 364 1 2 1 364 100

(standardized equation) 1; ZY = PY10ZX10 + PY12ZX12 2; ZX12 = P129ZX9 + P1210ZX10 + P1211ZX11 3; ZX11 = P113ZX3 + P119ZX9 + P1110ZX10 4; ZX10 = P104ZX4 + P109ZX9 5; ZX9 = P92ZX2 + P94ZX4 15 2

-

(Y)

-

(X11)

-

(X9)

(X4)

(X3)

(X2)

.415

-.136 .237

.737 .648 .164

.154

.729 .097

.124 .146

.244

-

(X10)

-

(X12)

188

4.2 (Pjk) (R2) ( 12) 12 (Pjk) (R2) ( 2)

R2 Pjk t 1: ZY = PY10ZX10 + PY12ZX12 (X10) .638 .244 6.647* (Y) (X12) .648 17.653* 2: ZX12 = P12ZX9 + P910ZX10 + P911ZX11 (X9) .661 .164 3.332* (X12) (X10) .154 2.905* (X11) .737 19.060* 3: ZX11 = P113ZX3 + P119ZX9 + P1110ZX10 (X3) .371 .136 2.535* (X11) (X9) .415 6.807* (X10) .237 3.984* 4: ZX10 = P104ZX4 + P109ZX9 (X4) .526 .097 2.302* (X10) (X9) .729 20.109* 5: ZX9 = P92ZX2 + P94ZX4 (X2) .034 .124 2.2665* (X9) (X4) .146 2.394*

*P < .05

189

12 2 1 - (Y) 2 (X10) (X12) 2 (Y) 63.8 (R2 = .638) 2 (Y) .05 - (X10) (PY10 = .244) - (X12) (PY12 = .648) 2 - (X12) 3 (X9) (X10) (X11) 3 (X12) 66.1 (R2 = .661) 3 - (X12) .05 (X9) (P129 = .164) - (X10) (P1210 = .154) (X11) (P1211 = .737) 3 (X11) 3 (X3) (X9)

190

(X10) 3 (X11) 37.1 (R2 = .371) 3 (X11) .05 (X3) (P113 = .136 ) (X9) (P119 = .415) (X10) (P1110 = .237) 4 - (X10) 2 (X4) - (X9) - (X10) 52 .6 (R2 = .526) 2 .05 - (X10) (X4) (P104 = .097) (X9) (P109 = .729) 5 - (X9) 2 - (X2) (X4) - (X9) 3.40 (R2 = .034) 2 .05 - (X9) (X2) (P92 = .124) (X4) (P94 = .146) 12 12 .05

191

5. (Y) (direct effect) (indirect effect) (total effect) ( 13) 13

(X9)

(X10)

(X11)

(X12)

(Y)

(X1) DE 0 0 0 0 0 IE 0 0 0 0 0 TE 0 0 0 0 0 (X2) DE .124 0 0 0 0 IE 0 .090 .072 .068 .073 TE .124 .090 .072 .068 .073 DE - - 0 - 0 (X3) IE - - 0 - .065 TE - - 0 - .065 DE .146 .097 0 0 0 (X4) IE 0 .106 .109 .120 .120 TE .146 .203 .109 .120 .120 DE 0 0 0 0 0 (X5) IE 0 0 0 0 0 TE 0 0 0 0 0 DE 0 0 0 0 0 (X6) IE 0 0 0 0 0

192

13 ()

(X9)

(X10)

(X11)

(X12)

(Y)

TE 0 0 0 0 0 DE 0 0 0 0 0 (X7) IE 0 0 0 0 0 TE 0 0 0 0 0 DE 0 0 0 0 0 (X8) IE 0 0 0 0 0 TE 0 0 0 0 0 DE 0 .729 .415 .164 0 (X9) IE 0 0 .173 .545 .638 TE 0 .729 .588 .709 .638 DE - - .237 .154 .244 IE - - 0 .175 .213 TE - - .237 .329 .457 DE - - - .737 0 (X11) IE - - - 0 .737 TE - - - .737 .737 DE - - - - .648 (X12) IE - - - - 0 TE - - - - .648

13 .05 ( , 2546, 130 -132)

193

- (X10) (X11) (X12) .213 .100 .592 - (X3) (X4) (X9) - (X10) - (X11) (X3) (X11) (X12) .045 - (X4) (X10) (X11) (X12) .060 (X9) - (X10) - (X11) - (X12) .821

194

(X10) (X11) (X12) .262 (X11) (X12) .451 (X9) .821 - (X12) (X10) (X11) (X4) (X3) .592 .475 .451 .060 .045 (X1) (X2) - (X5) - (X6) (X7) (X8)

195

4

(focus group discussion) 41-50 7 - -

196

- 2 - 0.592 - 0.451 - - - 1. (focus group discussion) - 3

197

(focus group discussion)) .

198

199

( 14)

200

14 -

1. - 1. 1. 2. 2. 3. 3. 4. 5. 6. 7. 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 1. 1.

201

14 ()

2. 2. 3. 3. 4. 4. 5. 2. 1. 1. 2. 2. 3. 3. 1. 1. 2. 2. 3. 3. 4. 4. 5. 6. 7.

202

14 ()

1. 1. 2. 2. 3. 3. - 4. 4. 5. 6. 3. 1. 1. 2. 2. 3. 3. 4. 1. 1. 2. 2. 3. 3. 4. 4. 5.

203

14 ()

1. 1. 2. 2. 3. 3. 4. 4. 4. 1. 1. 2. 2. 3. 3.

4. 4. 5. 6. 7. 1. 1. 2. 2.

3. 3. 4. 4. 5. 5.

6. 6. 7.

204

14 ()

1. 1. 2. 2. win-win 3. 3. 4. 4.

2. (focus group discussion) - 3 (focus group discussion)

205

.

206

( 15) 15 -

1. 1. 1. 2. 2. 3. 3. 4.

1. 1.

2. 2. 3. 3. 4. 4. 5.

207

15 ()

1. 1.

2. 2. 3. 3.

4. 4. 2. 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 7. 1. 1. 2. 2. 3. 3. 4. 4.

208

15 ()

5. 6. 1. 1. 2. 2. 3. 3. 4. 4. 3. 1. 1. 2. 2. 3. 3. 4. 4. 5. 6. 1. 1.

209

15 ()

2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 1. 1. 2. 2. 3. 3. 4. 4. 5. 5.

3. (focus group discussion) - 3

210

(focus group discussion) - .

211

212

/ ( 16) 16 -

1. 1. 1. 2. 2. 3. 3. 4. 4. 5. 6.

213

16 ()

1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 7. 1. 1. 2. 2. 3. 3. 4. 4. 5. 2. 1. 1. 2. 2. 3. 3. 4. 4.

214

16 ()

5. 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 1. 1. 2. 2. 3. 3. 4. 4. 3. 1. 1. 2. 2. 3. 3. 4. 4.

215

16 ()

5. 6. 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 1. 1. 2. 2. 3. 3.

4. 4. 5. 6.

216

4. (focus group discussion) - 3 (focus group discussion) . systemting

217

( 17)

218

17 -

1. 1. 1. 2. 2. 3. 3. 4. 5. 6. 7. 1. 1. 2. 2. 3. 3. 4. 4. 5. 6. 1. 1. 2. 2.

219

17 ()

3. 3. 4. 4. 5. 6.

- - 1. (focus group discussion) - 2 (on-the job training) (off-the job training) /2 /2 /1 /1

220

.

221

( 18)

222

18 -

1. 1. 1. 2. 2. 3. 3. 4. 5. 6. 7. 1. 1. 2. 2. 3. 3. 4. 4. 5. 1. 1.

2. 2. 3. 3.

223

18 ()

4. 5. 2. 1. 1. 2. 2. 3. 3. 4. 5. 6. 7. 1. 1. 2. 2. 3. 3. 4. 4. 5. 6. 7. 1. 1.

224

18 ()

2. 2. 3. 3. 4. 4. 5. 5. 3. 1. 1. 2. 2. 3. 3. 4. 5. 6. 1. 1. 2. 2. 3. 3. 4. 4. 5. 6.

225

18 ()

1. 1. 2. 2. 3. 3. 4. 4.

2. (focus group discussion) - 2 (on-the job training) (off-the job training) /2 /2 /1

226

.

227

( 19) 19 -

1. 1. 1. 2. 2.

3. 3.

4.

228

19 ()

1. 1. 2. 2. 3. 3.

4. 4. 1. 1.

2. 2.

3. 3. 4. 2. 1. 1. 2. 2. 3. 3. 4. 4.

1. 1.

229

19 ()

2. 2.

3. 3. 4. 4.

5. 5. 6. 6.

1. 1. 2. 2. 3. 3.

4. 4. 3. 1. 1.

2. 2.

3. 3.

4. 4.

5.

230

19 ()

6. 1. 1. 2. 2. 3. 3.

4. 4. 5.

1. 1. 2. 2. 3. 3.

4. 1. 1.

2. 2. 3. 3. 4. 4.

5.

231

19 ()

6.

1. 1. 2. 2. 3. 3. 4. 4. 5. 5.

6. 6.

1. 1. 2. 2. 3. 3.

4. 4.

5.

6.

7.

232

3. (focus group discussion) 2 (on-the job training) (off-the job training) /2 /2 /1 . //

233

(focus group) - win-win

234

( 20) 20

1. 1. 1.

2. 2. 3. 3. 4. 4.

5.

235

20 ()

1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6.

1. 1. 2. 2. 3. 3. 4. 4.

5. 6. 2. 1. 1. 2. 2.

3. 3.

4. 4.

236

20 ()

5.

1. 1.

3. 3.

4. 4.

5.

2. 2. 3. 3.

1. 1.

2. 2. 3. 3. 4. 4.

5.

237

20 ()

3. 1. 1.

2. 2. 3. 3. 4. 4. 5.

6. 7.

1. 1.

2. 2. 3. 3. 4. 4.

5. 5.

6. 6.

7.

238

20 ()

1. 1. 2. 2. 3. 3. win-win

4. 4. 4. 1. 1.

2. 2. 3. 3.

4. 4. 5.

6. 7. 1. 1. 2. 2. 3. 3.

4. 4.

5. 5. 6. 6.

7.

239

20 ()

1. 1.

2. 2. win-win 3. 3.

4. 4. 5. 1. 1.

2. 2. 3. 3.

4. 4. 5. 6.

7. 1. 1. 5 2. 2. TQM 3. 3. 4. 4. 5. 5.

240

20 ()

6. 6.

7.

1.

1.

2. 2.

3. 3. 6. 1. 1.

2. 2. 3. 4. 1. 1. 2. 2. 3. 3. 4. 4. 5. 5.

1. 1.

241

20 ()

2. 2. 3. 3. 4.

(focus group discussion) 3

242

4 ( 7 2554) 1. 2. 3. 1. 2. 3. 4. 5. 6. 7. 1. 2. 3. 4. 5. 6. 7. 8.

243

9. 10. 11. 1. 2. 3. 4. 5. 4 1. (Lecture) 2. (Panel Discussion) 3-5 (Moderator) 3. (Group Discussion) 5-15 ( , 2548, 102)

244

(7 2554) - 1. 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 2. 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3. 3.1 3.2

245

3.3 3.4 3.5 3.6 3.7 4. 4.1 4.2 4.3 4.4 4.5 4.6 4.7 (focus group discussion) ( 7 2554) Management Development Center (1989, pp. 152-153) 1. (workshop)

246

2. (exercise) 3. (demonstration) 4. (coaching) 5. (management game) (7 2554) Davies (1971, p. 266) 4 (1) (2)

247

(3) (4) 1. 1.1 1.2 1.3 1.4 1.5 1.6 2. 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 3. 3.1 3.2 3.3 3.4 3.5 3.6 3.7

248

3.8 (participative change) (7 2554) 1. (role-playing) 2. (case study) 3. (sensitivity training or training group) 4. (fishbowl) 2

249

5. (synndicate method) 5-11

5

(quantitative research ) (qualitative research ) - -

2 1. 7,851 (multistage random sampling) Krejcie and Morgan (1970, pp. 607-610) 364 1 364 4 1-2 5

251

2 (trimmed model) 1 2 1 364 2. (focus group discussion) 18 4 14 ( ) 3 1 - 2 3 1 2 (simple correlation) 3 (path analysis) Specht ( 3)

252

4 (focus group discussion) (content analysis)

1 1. - - - - -

253

2. 4 3.

254

2 .05 .05 .05 .05

255

- .05 .05 3 (Y) (direct effect) (indirect effect) (total effect) .05 - .213 .100 .592

256

- .045 - .060 .821 - - .262 .451 .821

257

.592 .475 .451 .060 .045 4 - - 1. 1.1

258

1.2 1.3 2. 2.1 2.2 2.3 2.4

259

2.5 3. 3.1 3.2 3.3

260

4. 4.1 4.2 systemting 4.3 -- - 1. 1.1

261

1.2 1.3 1.4 2. 2.1 - 2.2 - 2.3

262

3. 3.1 3.2 // 3.3 - 3.4

263

win-win 4.5 4.6 4.7

3 - -

264

1. 1.1 3 - 3 (situational leadership theory) (Hersey et al., 1996) (Fiedler, 1976) 1.2 3

265

(2552) (Gardner, 1990; Yukl, 1998) 1.3 - 6 - - ( , 2543; Bennis, 1989) -

266

( , 2550) Bass and Stogdill (1990) (Bass & Stogdill, 1990) Hersey et al. (1996) (Ohio State University) (Arnold, Feldman, & Daniel, 1986) 2.

267

2.1 - (Gardner, 1990; Ivancevich & Matterson, 1996) (2535) 2.2

268

(2535) (maturity level) (task & relationship) (Hersey et al., 1996) 2.3 (2535) (Dessler, 1998; Wright et al., 1998)

269

2.4 - (1) (2) (3) ( , 2543; Frigon, 1996; Patton, 1997; Shinn, 1986) Gardner (1990) (Bass & Stogdill, 1990) 3 3

270

2.5 (Bass, 1985) Hersey et al. (1996) (Ohio state university) (participation) (process of discussion) (Arnold, Feldman, & Daniel, 1986) 4 (.. ) (2540) 2.6

271

- - (Hersey et al., 1996) (Adair, 2003; Ulrich et al., 1999) 3. - (on the job training) DuBrin (1998)

272

- (off-the job training)

- 3 1. 1.1

273

1.2 1.3 - 3 - 2. 2.1

274

2.2 2.3 -

275

2.4 -- - 3. 3.1 3.2 3.3 - 3.4 - 3.5 - -

276

3.6

278

- - () (1) (2) - (3) (4) 3 1 2 - 86 ( 1-86) 1. 2. 3. 4. 3 33 ( 87-120)

279

1: 3 1. 1. 2. 2. 1. 30-40 3. 51-60 2. 41-50 4. 60 3. 1. 2. 3. 4. 4. 1. 1 2. 1-3 3. 4-6 4. 7-10 5. 10 5. 1. 2. 3. 4.

280

2: : 3

5 4 3 2 1

5 4 3 2 1

1

2 3 4

5 6 7

8

9

10

281

5 4 3 2 1

11

12

13

14

15

16

17 18 19 20 21

22

23

24

25

26

282

5 4 3 2 1

27

28

29

30

31

32

33

34

35

36

37

38

39

283

5 4 3 2 1

40

41

42 43

44

45

46 47 48

49

50

51 52 53

54

284

5 4 3 2 1

55 56 57 58

59

60

61

62

63

64

65

66

67

68

69

285

5 4 3 2 1

70

71 72

73

74

75 76

77

78 79

80

81

82

83 84

286

5 4 3 2 1

85

86 3: : 3 5 4 3 2 1

5 4 3 2 1

87

88

89

90

287

5 4 3 2 1

91

92

93

94

95

96

97

98 99

100

101

102

103

104 105

288

5 4 3 2 1

106

107

108

109

110

111

112

113

114

115

116

117 118 119

289

5 4 3 2 1

120

290

291

./../

(Focusgroup)

( )

() - () - () ()

(Focusgroup) . .

( . )

292

-- --

293

(validity)

1. . . - 2. . () 3. . . 9 4. . ( ) 5. ( -)

294

295

(Focus Group Discussion)

1. ()

- - - - 2.

- - -

3.

- - 4. .

.

- -

5. . .

-

296

- 6.

- - - -

7.

- - 8. . .

- .

- 9. . .

- -

10. . .

- - -

297

11. . .

- -

12. .

- -

13.

- -

14.

- 15. . 4

- 16.

- -

298

17.

- - -

18.

-

299

300

(focus group discussion) 7 .. 2554

13.00 . - 16.30 . 4

1 (focus group discussion)

301

2 (focus group discussion)

302

3 . (focus group discussion) 4 (focus group discussion)

303

5 (focus group discussion) 6 .

304

7 8

305

9 10

306

11

307

IOC (item-total correlation)

1

0.8

.475

2 0.8 .736 3 0.8 .264 4

0.8 .495

5 0.6 .461 6 0.8 .641 7

0.8 .685

8

1

.689

9 1

.718

10 1 .757 11

1 .810

12 1

.676

308

IOC (item-total correlation) 13

1 .681

14 0.8

.784

15

1

.701

16 1

.696

17 1 .661 18 1 .650 19 1 .610 20 1 .716 21

1 .468

22 1 .699 = 0.884

23 0.8

.306

24 0.8

.547

25 0.8

.343

26 0.8

.415

309

IOC (item-total correlation)

27 0.6

.747

28 0.6

.562

29 0.6

.609

30 0.6

.747

31 0.6

.712

32 0.6

.612

33 0.8

.451

34 0.6

.806

35 0.8

.814

36 0.8

.577

37 0.8

.722

38 0.8 .713 39

0.8 .754

0.8

310

IOC (item-total correlation) 40

.710

41 0.8

.768

42 0.8 .466 43

1 .564

44

1

.308

45 1

.419

46 1

.471

47 1 .394 48

1 .480

= 0.867

49 1

.740

50 1

.706

51 1 .693 52 1 .743 53 1

311

IOC (item-total correlation) .757

54

0.6

.563

55 0.8 .567 56 1 .648 57 1 .719 58

1 .746

59 1

.739

60 1

.706

61 1

.686

62 1

.739

63

1

.685

64 1

.679

65 1

.653

66 1

.781

67 1

.801

68 1

312

IOC (item-total correlation) .863

69 1

.835

= 0.945

70

0.8

.582

71 0.8 .742 72

0.8 .812

73 0.8

.673

74

0.8

.679

75 1 .738

76 1 .695

77 1

.733

78 1

.728

79 1

313

IOC (item-total correlation)

.694

80 1

.712

81 1

.701

82

0.8

.637

83 1

.585

84 1 .624 85

1 .720

86 1 .620 = 0.921

87

1

.743

88 1

.759

89 0.8

.759

90 0.8

.826

314

IOC (item-total correlation) 91

1 .802

92 1

.858

93 0.8

.659

94 0.8

.711

95

1

.628

96 1

.692

97 1

.815

98 1 .751 99

1 .764

100 1

.743

101 1

.797

102 1

.790

103

0.8

.750

104 0.6 .763

315

IOC (item-total correlation) 105 0.8 .651 106

0.8 .765

107 0.8

.771

108

1

.746

109 1

.735

110 1

.824

111 1

.843

112 0.6

.669

113 1 .736

114 1 .775

115 0.8

.727

116 0.8

.528

117 1 .775 118 1 .689 119 0.8

316

IOC (item-total correlation) .825

120 1

.695

= 0.960

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