TRANSFORMATIONAL LEADERSHIP OF SCHOOL ADMINISTRATOR IN THE NEXT NORMAL UNDER NONG KHAI PRIMARY EDUCATIONAL SERVICE AREA OFFICE 2

Abstract

The research in this study aims to: 1) study the actual conditions and desired conditions of transformational leadership among school administrators after the new normal era, under the Office of Nong Khai Educational Service Area 2; 2) study the guidelines of transformational leadership among school administrators after the new normal era, under the Office of Nong Khai Educational Service Area 2. This research is a descriptive study with a sample group of 269 teachers, selected using Krejcie and Morgan's table and simple random sampling. The first phase was using the organized questionnaire, which the reliability value was 0.986, together with frequency, percentage, standard deviation methods. The second phase was gathered by analyzing the data from the 5 experts’ interview to examine and presented by description.

          The research reveals that 1. the actual conditions of transformational leadership among educational administrators under the new normal era is generally at a high level. When considering the averages per aspect, it is found that having influential leadership traits has the highest mean score, while intellectual stimulation has the lowest mean score. The prioritization of necessary requirements for the development of transformational leadership traits among educational administrators under the new normal era, ranked from highest to lowest, is as follows: 1. Digital technology management 2. Intellectual stimulation 3. Consideration of individual differences 4. Inspiration creation and 5. Influential leadership

1. The study on guidelines for developing the leadership qualities of educational change leaders post-new normal found the following: 1) Inspiration Cultivation: It was discovered that individualized care and attention should be promoted for colleagues, developing them based on their abilities and interests. Encouraging adaptability and flexibility in communicating through new formats and fostering continuous development. Providing mentorship for managers in teaching and consulting in practical work and establishing a learning community system through the PLC process. 2) Influential Leadership: It was found that leaders should demonstrate flexibility in decision-making and continuously develop themselves. Listening to colleagues to accept changes and co-create new values. Developing positive attitudes and listening to diverse opinions for work method adaptations and cooperation with teachers and communities. 3) Considering Individuality: It was observed that managers serve as good examples and respect subordinates' decisions, fostering a positive and happy working atmosphere. 4) Intellectual Stimulation: It was found that managers promote learning activities and develop new skills for students, encourage networking with parents and communities in education, promote foreign language teaching for all students, develop new curriculum approaches to enhance student quality, and promote activities to develop life and career skills in the future and 5) Technology Management: It was observed that managers should support creative use of media, innovation, and digital technology in teaching and management, as well as develop academic work to ensure quality towards becoming a learning organization.