Perceived vision‐based leadership effects on staff satisfaction and commitment at a Thai energy provider

Abstract

PurposeThis paper aims to examine relationships between vision realization factors (vision communication, motivation and empowerment of employees), employee satisfaction, and affective organizational commitment in a state‐owned energy provider in Thailand.Design/methodology/approachSubjects are drawn randomly from employees working at the Thai state‐owned energy provider who completed a questionnaire made up of valid and reliable instruments that measure each of the variables studied. Hypotheses are tested through a series of regression analyses.FindingsFindings indicate that vision communication, motivation and empowerment of employees, and follower affective organizational commitment are three direct predictors of enhanced employee satisfaction. Empowerment of employees and employee satisfaction are two direct predictors of employee affective organizational commitment. These findings indicate a reciprocal relationship between employee satisfaction and affective organizational commitment, with a stronger effect from employee satisfaction on affective organizational commitment than the reverse.Research limitations/implicationsHow supervisors empower and motivate their subordinates in the Thai state‐owned energy provider still needs a further investigation. The relationship between employee satisfaction and affective organizational commitment needs to be re‐examined by future research, using a different research design and statistical technique.Practical implicationsLeaders at all levels of the state‐owned energy provider should frequently communicate their vision to, motivate and empower their subordinates to enhance subordinate satisfaction and affective commitment.Originality/valueThe body of knowledge about vision‐based leadership in an Asian state‐owned energy provider is scanty. The present study contributes to this area.