Impact of Leadership Styles, Employee’s Attitudes and Behaviors and Conflict Management on Organizational performance in the case study of Chemical factories in Chonburi, Thailand

Abstract

This study investigates the impact of the factors that influence organizational performance. The three independent variables are leadership styles, employee’s attitudes and behaviors and conflict management. The sub-variable of leadership styles includes transformational, transactional, and laissez-faire leadership. The sub-variable of employee’s attitudes and behaviors includes high achievers, fulfillment seekers and hard workers. The sub-variable of conflict management includes collaborating, compromising and accommodating.

The dependent variable of this study is Organizational performance. This quantitative paper collects primary data from 457 respondents through convenient sampling. Online questionnaires were sent to respondents with multiple-choice questions for demographic data and a five-point Likert scale for questions regarding the independent and dependent variables. The results found that one independent variable did not positively affect the dependent variables, while the other two did. Employee’s attitudes and behaviors did not prove the hypothesis correct and analysis was done on the theories on why the results happened the way they did, including diving into the questionnaire’s content.