Abstract

This study investigates the nexus between transformational leadership (TL), organisational innovation (OI), organisational transparency (OT), and their collective impact on organisational success (LOS) within Thailand's Local Administrative Organisations (LAOs). Utilizing a quantitative research methodology, data was gathered through questionnaires from 132 top-level managers, representing a response rate of 59.70 per cent. To ensure reliability and validity, the research instrument was pilot-tested, and the dataset underwent rigorous statistical appraisal, comprising Cronbach's Alpha for internal consistency and assessments for multicollinearity confirming the data's robustness for analysis. The findings indicate that both OI and OT serve as significant mediators in the relationship between TL and LOS. This research contributes a novel conceptual framework by incorporating these three constructs within the under-examined context of Thai public sector governance. It theorizes that TL, OI, and OT function as an interrelated system wherein TL nurtures a culture of innovation and transparency, which in turn establishes a strengthening cycle enhancing operational efficiency, citizen satisfaction, and institutional legitimacy. The implications of this study are twofold. Academically, it suggests a substantive foundation for theories of public sector leadership in a Southeast Asian context. Practically, it emphasizes the necessity for structured leadership development programmes and the strategic implementation of digital transformation to increase local governance. Finally, avenues for subsequent research are proposed, advocating for more diverse methodologies—such as longitudinal and comparative studies—to further advance theoretical knowledge and inform administrative practice across the region.