Work-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprises

Work-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprisesWork-life quality, perceived organizational transparency, and the moderating effect of self-compassion on employee organizational citizenship behavior in Vietnam rubber industry enterprises

INTRODUCTION

Research Background

Overview of the Vietnamese Rubber Industry

The rubber industry in Vietnam has played a vital role in the nation's agricultural and export economy since its establishment by French colonists in the early 20th century Today, Vietnam ranks as the third-largest producer of natural rubber in the world, trailing only Thailand and Indonesia As reported by the Vietnam Rubber Association (2023), this industry significantly contributes to the country's GDP, representing around 2.5%.

2022, and employs over 600,000 workers directly and indirectly (Nguyen & Le, 2022)

Vietnam's rubber industry features a diverse structure, including large state-owned enterprises like the Vietnam Rubber Group (VRG), private companies, and smallholder farmers managing over 900,000 hectares of plantations This sector is vital for the livelihoods of rural communities, especially in the Central Highlands and Southeast regions However, it faces significant challenges that jeopardize its sustainability and competitiveness.

The rapid growth of rubber plantations in Vietnam has resulted in serious environmental issues, including substantial deforestation that contributes to biodiversity loss, soil degradation, and heightened greenhouse gas emissions (Nguyen & Tran, 2021) This has sparked criticism from local and international environmental organizations, prompting the implementation of stricter land use regulations and enhanced environmental protection measures (World Wildlife Fund, 2023).

The expansion of rubber plantations has significantly impacted social structures, resulting in the displacement of indigenous communities and persistent issues such as poor working conditions and inadequate wages (Nguyen & Phan, 2022) Workers endure long hours, exposure to hazardous chemicals, and limited access to healthcare and education (Tran & Vu, 2021) These adverse conditions contribute to high turnover rates and challenges in attracting younger workers, exacerbating existing labor shortages in the industry (Le & Nguyen, 2023).

In light of industry challenges, there is an increasing focus on sustainable and ethical practices, exemplified by initiatives like the Sustainable Natural Rubber Initiative (SNR-i) and certification schemes such as the Forest Stewardship Council (FSC), which promote responsible rubber production Despite these efforts, the adoption of sustainable practices remains sluggish, especially among smallholders who often lack the necessary resources for effective implementation.

The Vietnamese rubber industry is grappling with significant internal challenges that impede its growth, notably an aging workforce As many workers approach retirement, there is a notable shortage of younger individuals willing to enter the industry, primarily due to the physically demanding nature of the jobs and low wages This labor shortage results in a decline in skilled labor availability, adversely impacting both productivity and the quality of rubber produced.

Operational inefficiencies in the rubber industry, such as outdated equipment, inadequate infrastructure, and poor supply chain management, create significant challenges The transportation of rubber from plantations to processing facilities is often delayed due to insufficient road networks, resulting in increased costs (Chen et al., 2022) Furthermore, the absence of advanced processing facilities means that a large portion of Vietnam's rubber is exported as raw material instead of value-added products, restricting the industry's potential to achieve higher profit margins (Nguyen & Le, 2022).

Relevance of Leadership and Organizational Behavior

Effective leadership is essential for overcoming the challenges faced by the Vietnamese rubber industry Transformational leadership, which inspires and motivates employees while fostering innovation, is particularly important in this context Leaders who communicate a clear vision, cultivate a strong organizational culture, and show empathy towards their team are more capable of tackling industry challenges and enhancing overall performance.

Work-life quality (WLQ) plays a vital role in shaping employee outcomes within the rubber industry, particularly due to the physically demanding work, low wages, and job insecurity that hinder WLQ (Greenhaus & Allen, 2011) Enhancing WLQ has been linked to greater job satisfaction, lower turnover intentions, and improved organizational citizenship behavior (OCB) (Hermanto et al., 2024) In the Vietnamese rubber sector, where retaining skilled labor is a major challenge, prioritizing WLQ is crucial for maintaining a stable workforce.

Organizational citizenship behavior (OCB) plays a vital role in enhancing organizational effectiveness, especially in sectors such as rubber production, where employee engagement and collaboration are essential for success The level of OCB demonstrated by employees can be significantly impacted by factors like perceived organizational transparency and the presence of compassionate behavior within the workplace.

2016) Understanding these dynamics is essential for developing strategies that enhance employee engagement and organizational performance.

Rationale

The Vietnamese Rubber Industry, a vital component of the national economy, confronts serious challenges that jeopardize its sustainability and future success As a leading global producer and exporter of natural rubber, the industry is currently facing interconnected issues such as fluctuating global rubber prices, rising international competition, environmental concerns, and labor-related difficulties These challenges have heightened pressure on both large enterprises and smallholder farmers to sustain productivity and profitability in an increasingly volatile market.

The rubber industry faces significant challenges due to the high stress levels experienced by its workers The physically demanding tasks of rubber tapping, combined with financial instability from fluctuating prices, contribute to widespread fatigue, burnout, and dissatisfaction among employees.

Harsh working conditions, such as long hours, extreme weather exposure, and limited access to health and social protections, significantly impact workers' psychological well-being The perceived absence of support and transparency from employers further diminishes job satisfaction, organizational commitment, and levels of organizational citizenship behavior (OCB).

In response to workplace challenges, self-compassion (COM) has emerged as a powerful tool for enhancing employee well-being and resilience Unlike traditional concepts of compassion that focus on others, COM emphasizes the importance of providing internal emotional support, enabling individuals to manage stress and recover from setbacks without self-criticism Despite its potential benefits, the role of self-compassion in high-stress industries, such as rubber production, remains largely underexplored (Qalati et al., 2022).

The relationship between communication (COM) and key organizational outcomes, including work-life quality (WLQ), perceived organizational transparency (POT), and organizational citizenship behavior (OCB), remains poorly understood While existing research has largely concentrated on the impact of leadership styles and organizational practices on these outcomes, it often neglects the potential moderating role of COM Specifically, the ways in which effective communication may alleviate the adverse effects of stressful work environments, improve employees' perceptions of transparency and support, and subsequently foster higher levels of OCB are still unclear.

To enhance employee well-being and performance in the Vietnamese Rubber Industry, it is crucial to integrate Communication (COM) into organizational practices and leadership strategies This study investigates the moderating role of COM in the relationships between work-life quality, perceived organizational transparency, and organizational citizenship behavior, addressing a significant gap in current research.

This article aims to offer practical insights for industry stakeholders to cultivate a supportive and sustainable work environment, thereby enhancing the long-term success of the Vietnamese Rubber Industry.

Previous Empirical Studies

Transformational leadership significantly enhances employee outcomes such as job satisfaction, engagement, and overall well-being Research by Bass and Avolio (2004) indicates that transformational leaders improve employees' perceptions of their work environment through their vision, supportive behavior, and individualized consideration, leading to a better work-life balance Hermanto et al (2024) confirm that such leaders foster a supportive atmosphere, which enhances work-life quality (WLQ) In the Vietnamese rubber industry, transformational leadership is crucial as it meets employees' needs for stability and support in a competitive environment By cultivating a culture of recognition and providing emotional support, transformational leaders help reduce work-related stress and improve WLQ This is consistent with findings by Al-shami et al (2023), highlighting that effective leadership practices are essential for employee well-being and motivation, especially in high-demand industries.

Transformational leadership significantly influences organizational citizenship behavior (OCB) by inspiring employees to exceed their formal job roles Studies by Hermanto et al (2024) and Qalati et al (2022) reveal that such leaders foster a sense of belonging and commitment, leading to behaviors like assisting colleagues, volunteering for extra tasks, and demonstrating loyalty In high-pressure environments, such as the Vietnamese rubber industry, transformational leadership is essential for enhancing OCB Employees who view their leaders as supportive and trustworthy are more inclined to engage in discretionary behaviors that boost organizational effectiveness, as highlighted by Ete et al (2021).

Organizational transparency significantly influences trust, engagement, and commitment among employees Research by Guerber and Anand (2019) shows that transparent communication, which includes sharing both successes and challenges, fosters trust and security in leadership, leading to increased organizational commitment Schnackenberg et al (2021) highlight that when employees are informed about strategic decisions and their implications, it boosts engagement levels In the Vietnamese rubber industry, characterized by hierarchical structures, perceived organizational transparency (POT) can bridge gaps between employees and management, promoting inclusion and trust Ton et al (2021) further indicate that in rigid hierarchies, transparency alleviates feelings of alienation, thereby enhancing employee engagement and organizational citizenship behavior (OCB).

Research indicates that employees who view their organization as transparent enjoy a better quality of work life and are more inclined to engage in Organizational Citizenship Behavior (OCB) Schnackenberg and Tomlinson (2021) revealed that organizations emphasizing transparency foster greater employee satisfaction regarding work-life balance and encourage behaviors that exceed job expectations Similarly, Syamsuddin et al (2020) highlighted that transparent communication enhances job satisfaction, subsequently boosting OCB.

Research highlights a significant connection between work-life quality (WLQ) and organizational citizenship behavior, indicating that employees who perceive a high quality of work life are more inclined to engage in beneficial discretionary actions for their organization (Qalati et al., 2022) This correlation is especially pertinent in high-stress sectors, such as the Vietnamese rubber industry, where a better work-life balance enhances employee motivation, engagement, and willingness to exceed formal job expectations Additionally, findings from Hermanto et al (2024) suggest that improving WLQ not only boosts employee well-being but also cultivates a culture of support and collaboration, which is vital for operational efficiency in teamwork-dependent industries like rubber production.

Recent empirical studies highlight the role of Work Life Quality (WLQ) as a mediator in the relationship between leadership and Organizational Citizenship Behavior (OCB) Research by Hermanto et al (2024) indicates that WLQ significantly influences the connection between transformational leadership and OCB, suggesting that supportive leadership enhances employees' work life quality, leading to increased engagement in behaviors that benefit colleagues and the organization This perspective is reinforced by Ton et al (2021), who advocate for the cultivation of WLQ as a strategic initiative for organizations aiming to boost employee engagement and discretionary effort.

Recent research has explored the role of self-compassion (COM) as a critical factor in enhancing employees’ psychological well-being and organizational behaviors

Self-compassion is a vital factor that moderates the relationships between work-life quality (WLQ), perceived organizational transparency (POT), and organizational citizenship behavior (OCB) Defined by Neff (2003), self-compassion involves treating oneself with kindness and maintaining mindfulness during tough times, which helps employees cope with stress and engage in beneficial extra-role behaviors Research indicates that self-compassionate employees enjoy higher WLQ as they effectively balance work demands with personal well-being Steindl et al (2021) found that self-compassion enhances adaptive coping mechanisms, reducing burnout and promoting OCB, such as assisting colleagues and taking initiative Additionally, self-compassion strengthens the positive effects of POT on OCB by fostering trust in leadership and psychological safety Neff and Pommier (2013) highlighted that self-compassionate individuals are more empathetic, leading to increased engagement in discretionary behaviors that benefit their teams Empirical evidence from Reizer (2019) supports that self-compassion mitigates workplace stress and bolsters the positive impacts of WLQ and POT on OCB, enhancing resilience during organizational changes In high-stress environments like the Vietnamese rubber sector, promoting self-compassion can significantly amplify the benefits of WLQ and POT on OCB By incorporating self-compassion training into employee development programs, organizations can improve workforce engagement and foster a supportive work environment, ultimately enhancing overall organizational performance.

Research Gaps

Despite extensive research on the relationship between emotional well-being and organizational outcomes in organizational behavior, notable gaps persist, especially regarding the role of Communication Orientation Model (COM) as a moderating factor in high-stress, labor-intensive sectors such as the Vietnamese Rubber Industry This section highlights critical gaps in the current literature, referencing prior studies, and details how this research intends to fill these voids.

Limited Research on COM in Organizational Settings

The concept of Compassionate Self-Management (COM) has been extensively studied in relation to personal well-being and mental health, yet its impact on workplace outcomes remains largely unexamined While existing research often emphasizes compassion towards others, such as empathy and prosocial behavior, the significance of self-compassion is frequently overlooked Studies indicate that compassion in organizations can lead to improved employee morale and reduced burnout, but maltreatment can contribute to negative self-compassion and emotional dysregulation Addressing this gap is crucial, as COM has the potential to alleviate workplace stress and foster resilience among employees.

Gaps in Understanding COM as a Moderator

Research has established that transformational leadership (TLE), WLQ, and perceived organizational transparency (POT) are critical factors influencing organizational citizenship behavior (OCB) (Bass & Riggio, 2006; Podsakoff et al.,

2000) Transformational leadership, for instance, has been shown to positively affect employee engagement and discretionary behaviors that benefit the organization (Judge

& Piccolo, 2004) Similarly, WLQ and POT have been linked to job satisfaction, employee commitment, and OCB (Kossek et al., 2011; Schnackenberg & Tomlinson,

Research on how Communication Orientation (COM) moderates established relationships in the workplace is limited Specifically, it remains unclear how COM affects employee engagement in Organizational Citizenship Behavior (OCB) in the presence of high work-life quality (WLQ) or organizational transparency (POT) Additionally, the potential of COM to mitigate the negative impacts of low WLQ or POT, and thereby support or enhance OCB, has not been thoroughly explored This study aims to address this gap by investigating the moderating role of COM within the Vietnamese Rubber Industry.

Most research on Transformational Leadership Effectiveness (TLE), Work-Life Quality (WLQ), and transparency has predominantly focused on stable, white-collar environments, neglecting labor-intensive industries Notably, Avolio and Yammarino (2013) concentrated their TLE studies in corporate contexts, while Greenhaus and Allen (2011) highlighted WLQ primarily in healthcare and education sectors Consequently, the specific challenges faced by workers in the Vietnamese Rubber Industry—such as demanding physical labor, exposure to harsh conditions, and volatile global rubber prices—remain underrepresented in existing literature.

The lack of industry-specific research creates a significant gap in understanding the dynamics of constructs like TLE and OCB in challenging work environments This study explores how TLE influences organizational citizenship behavior in high-stress contexts and examines the impact of perceived organizational transparency on employee morale within volatile industries By focusing on the Vietnamese Rubber Industry, the research aims to offer valuable insights applicable to similar labor-intensive sectors, thereby filling a crucial void in the existing literature.

Lack of Empirical Studies Linking COM and OCB

Despite the increasing research on the benefits of Compassionate Other-Mindedness (COM) for individual well-being, studies linking COM to organizational outcomes like Organizational Citizenship Behavior (OCB) remain limited Neff and Germer (2013) found that COM is linked to reduced stress and enhanced emotional resilience, but their findings do not address how these personal advantages affect workplace behavior Similarly, Terry and Leary (2011) indicated that COM can enhance self-regulation and coping strategies; however, there is a lack of empirical evidence connecting these improvements to employees' participation in OCB.

The gap in understanding the relationship between communication openness (COM) and organizational citizenship behavior (OCB) is significant, especially in industries such as rubber production, where a supportive workforce is crucial for productivity This study aims to empirically examine how COM impacts OCB within the Vietnamese Rubber Industry, offering valuable insights that can enhance employee well-being and improve organizational outcomes in this underexplored sector.

Need for Integrative Models Incorporating COM

There is a significant gap in the development of integrative models that recognize Compassionate Organizational Mindfulness (COM) as a vital variable in employee well-being and organizational behavior Despite its increasing importance in stress management and motivation, most existing models overlook COM This study introduces an integrative model that positions COM as a moderator among key constructs like Work-Life Quality (WLQ), Psychological Ownership Theory (POT), and Organizational Citizenship Behavior (OCB), aiming to enhance the theoretical frameworks in organizational behavior.

This dissertation aims to fill significant gaps in the literature, particularly regarding the underexplored role of Communication (COM) in organizational contexts, the absence of industry-specific research on the Vietnamese Rubber Industry, and the need for empirical studies connecting COM to Organizational Citizenship Behavior (OCB) By addressing these issues, the study intends to offer both theoretical insights and practical recommendations to improve employee well-being and enhance organizational effectiveness within a key sector of Vietnam's economy.

Objectives of the Study

The Vietnamese Rubber Industry is vital to the economy but faces significant challenges affecting organizational performance and employee well-being Workers encounter physically demanding tasks, volatile global rubber prices, and insufficient access to resources, leading to elevated stress levels Therefore, it is essential to understand how different organizational factors impact employee behavior and well-being to sustain productivity and ensure the industry's long-term viability.

Previous research has highlighted the significant influence of TLE, WLQ, and POT on OCB, revealing that supportive leadership, a balanced work-life environment, and transparent organizational practices are essential for enhancing employee engagement and encouraging discretionary behaviors that benefit the organization.

COM has been shown to have significant benefits for individual well-being, including reducing stress, enhancing resilience, and improving mental health (Neff,

Despite the advantages of Communication Optimization Models (COM), their application in organizational settings—especially concerning work-related outcomes such as Work-Life Quality (WLQ), Productivity Optimization Techniques (POT), and Organizational Citizenship Behavior (OCB)—is still insufficiently studied This gap is especially evident in high-stress, labor-intensive sectors like rubber production, where effective stress management and a positive mindset are essential for achieving both individual and organizational success.

This study addresses gaps in the literature by examining the complex interactions between transformational leadership, work-life quality, perceived organizational transparency, and organizational citizenship behavior, emphasizing the moderating role of COM Focusing on the Vietnamese Rubber Industry, the research aims to deliver insights that are both theoretically relevant and practically beneficial for similar industrial settings.

The specific objectives of the study are as follows:

This study aims to investigate the effects of transformational leadership on work-life quality and perceived organizational transparency in the Vietnamese Rubber Industry It focuses on how transformational leadership practices shape employees' views on their work-life balance and the clarity of organizational processes Given the challenges of the rubber industry, the research will analyze how effective leadership can improve or hinder employees' work-life quality and their trust in the organization.

This study aims to explore the direct relationships between work-life quality, perceived organizational transparency, and organizational citizenship behavior It focuses on understanding how work-life quality and organizational transparency influence employees' willingness to engage in discretionary behaviors that exceed their formal job responsibilities The objective is to clarify how these factors either promote or hinder employees' contributions to the organization, especially in challenging work environments.

This study investigates the influence of perceived organizational transparency on work-life quality in the Vietnamese Rubber Industry It aims to determine how transparent communication and clear organizational practices affect employees' ability to balance work responsibilities with personal life, ultimately enhancing their overall well-being.

This study aims to investigate the moderating role of Communication Orientation Model (COM) in the relationship between employees' perceptions of work-life quality and their engagement in Organizational Citizenship Behavior (OCB) It specifically examines how COM impacts the connection between work-life quality and OCB, highlighting its significance in enhancing employee engagement and overall organizational effectiveness.

COM strengthens or weakens this relationship, potentially acting as a buffer against the negative effects of low work-life quality

This study aims to investigate the moderating role of Communication (COM) in the relationship between perceived organizational transparency and Organizational Citizenship Behavior (OCB) It will examine how effective communication influences employees' discretionary behaviors, particularly in situations where transparency is perceived as low or inconsistent Understanding this dynamic could provide insights into fostering positive workplace behaviors despite transparency challenges.

To enhance employee well-being and improve organizational outcomes in the Vietnamese Rubber Industry, practical recommendations will be developed to promote a culture of Communication, Openness, and Mutual support (COM) These strategies will focus on improving work-life quality, increasing transparency within organizations, and encouraging Organizational Citizenship Behavior (OCB) By implementing these actionable insights, leaders can contribute to the long-term success and sustainability of the industry.

This study aims to enhance the understanding of communication's impact on organizational behavior within the Vietnamese Rubber Industry By focusing on key objectives, it seeks to offer valuable insights that promote employee well-being, encourage positive work behaviors, and boost organizational performance in a challenging industrial setting.

Research Questions

Transformational leadership significantly influences work-life quality and perceived organizational transparency in the Vietnamese Rubber Industry This exploration highlights how transformational leadership practices affect employees' views on their work-life balance and the clarity of organizational processes Understanding the role of leadership is crucial in addressing the challenges faced by employees in a demanding, labor-intensive environment.

This study explores the impact of work-life quality and perceived organizational transparency on organizational citizenship behavior (OCB) among employees in the Vietnamese Rubber Industry It examines how employees' perceptions of their work-life balance and the clarity of organizational practices influence their willingness to engage in discretionary behaviors that exceed formal job expectations The goal is to identify the factors that promote or impede OCB within this particular industrial setting.

Perceived organizational transparency significantly impacts work-life quality in the Vietnamese Rubber Industry This relationship highlights how clear communication, trust, and transparent practices within organizations enable employees to effectively balance their work responsibilities with personal lives, especially in a demanding industrial environment.

This article examines the role of Communication (COM) in moderating the relationship between work-life quality and Organizational Citizenship Behavior (OCB) within the Vietnamese Rubber Industry It seeks to understand whether COM impacts the strength or direction of this relationship, particularly focusing on its potential to mitigate the adverse effects of low work-life quality on employee behaviors that contribute positively to the organization.

This article explores the role of Communication (COM) in moderating the relationship between perceived organizational transparency and organizational citizenship behavior (OCB) within the Vietnamese Rubber Industry It investigates how effective communication can empower employees to sustain or improve their discretionary behaviors, even in situations where transparency is insufficient or inconsistent.

To enhance employee well-being and organizational outcomes in the Vietnamese Rubber Industry, practical strategies should be developed to promote a culture of Communication, Openness, and Mutual respect (COM) By translating research findings into actionable recommendations, leaders can improve work-life quality, increase organizational transparency, and encourage Organizational Citizenship Behavior (OCB) These efforts will ultimately contribute to the sustainability and success of the industry.

Research Methods

This study utilizes a quantitative research methodology to explore the connections between transformational leadership, work-life quality (WLQ), perceived organizational transparency (POT), and organizational citizenship behavior (OCB), while also examining the moderating effect of COM within the Vietnamese Rubber Industry The article details the research design, sampling strategy, data collection methods, and data analysis techniques employed in the study.

This study employs a cross-sectional survey design to investigate the relationships among key variables at a specific point in time By gathering data from a large sample of employees across multiple companies in the Vietnamese Rubber Industry, the research aims to provide a thorough understanding of the factors affecting employee behavior and well-being Standardized questionnaires will be used to measure constructs such as transformational leadership, work-life quality (WLQ), psychological ownership theory (POT), organizational citizenship behavior (OCB), and communication (COM).

The population for this study comprises employees working in the Vietnamese Rubber Industry, which includes both state-owned enterprises and private companies The sampling of survey is convenient

The study surveys 430 employees, ensuring a strong statistical power to identify relationships among the variables of interest This sample size is aligned with prior research and established guidelines for structural equation modeling (SEM), which recommend a minimum of 200-300 respondents for obtaining accurate and reliable results (Kline, 2015).

Data collection will involve self-administered questionnaires distributed to employees within the Vietnamese Rubber Industry These questionnaires will utilize validated scales to assess transformational leadership, work-life quality, perceived organizational transparency, organizational citizenship behavior, and compassion at work To enhance accessibility and encourage participation, the survey will be offered in both printed and online formats.

To guarantee the reliability and validity of the data collected, the questionnaires will undergo pre-testing with a sample of around 150 employees This process aims to identify potential issues related to wording, clarity, and comprehension Adjustments will be implemented based on the feedback received during the pre-test before proceeding with the full-scale data collection.

The data collected will be analyzed using SmartPLS3 software, which is effective for managing complex datasets The analysis will encompass several essential steps: first, descriptive statistics will be calculated to understand the distribution and central tendencies of the variables; second, Exploratory Factor Analysis (EFA) will identify the underlying factor structure of the survey items, ensuring the validity and reliability of measurement scales in the Vietnamese Rubber Industry; third, Structural Equation Modeling (SEM) will test the hypothesized relationships among variables, including the direct effects of transformational leadership, WLQ, and POT on OCB, while also considering the moderating effect of COM; finally, moderation analysis will create interaction terms between COM and the independent variables to evaluate how COM influences the relationships among WLQ, POT, and OCB.

The study will follow stringent ethical guidelines to safeguard participants' rights and well-being, ensuring informed consent is obtained and confidentiality is maintained Compliance with institutional review board (IRB) requirements will be prioritized, with all necessary approvals secured prior to commencing data collection.

This study utilizes a strong quantitative research design to investigate the relationships among transformational leadership, work-life quality, perceived organizational transparency, and organizational citizenship behavior, while also examining the moderating role of COM Through convenience sampling and advanced data analysis techniques, the research seeks to offer valuable insights into the interactions of these factors within the Vietnamese Rubber Industry, enhancing both theoretical understanding and practical applications.

The intergration of self-compassion in previous studies

Relatively New Concept in Organizational Studies

Self-compassion, a concept introduced by Kristin Neff in 2003, has emerged as a significant area of focus in psychological and organizational research, particularly over the past two decades While compassion for others has long been valued in leadership and interpersonal dynamics, self-compassion—characterized by kindness, understanding, and non-judgment towards oneself—has received less attention Traditional organizational behavior theories, such as transformational leadership and social exchange theory, primarily concentrate on external behaviors that benefit others, often overlooking the importance of self-treatment This internal, self-reflective nature of self-compassion poses challenges for measurement within conventional organizational frameworks, resulting in a diminished emphasis on its role compared to external factors like leadership styles and workplace culture.

Self-compassion is a subjective concept that involves complex internal psychological processes, making it difficult to measure compared to observable behaviors like organizational citizenship behavior (OCB) or job performance While validated tools like Neff's Self-Compassion Scale exist, they rely on self-reported data, which can introduce biases such as social desirability and distorted self-perception The intricacies of self-compassion—encompassing self-kindness, mindfulness, and self-judgment—have hindered its integration into studies focused on more tangible outcomes Additionally, cultural differences affect the perception and value of self-compassion, particularly in collectivist societies like Vietnam, where the focus is often on group harmony and modesty rather than individual self-care These cultural nuances pose challenges for incorporating self-compassion into global organizational research.

Self-compassion is often misunderstood as self-indulgence or a lack of accountability, leading some organizational leaders and researchers to believe it may reduce motivation and performance standards (Neff, 2011) This misconception hinders the exploration of self-compassion as a valuable concept in organizational settings, where the emphasis is typically on productivity and high performance Traditional organizational research has concentrated on constructs with direct links to productivity, such as leadership effectiveness and employee engagement, while the indirect benefits of self-compassion—like reducing burnout and enhancing resilience—have not been sufficiently acknowledged Recent studies have begun to examine the positive impact of self-compassion on workplace outcomes, including decreased turnover and improved job satisfaction (Leary et al., 2007), but its integration into mainstream organizational research remains limited as these connections continue to be established.

Dominance of Other Constructs in Organizational Research

Emotional intelligence, resilience, and mindfulness have long been central to research in organizational behavior and leadership, directly impacting leadership effectiveness, employee engagement, and performance However, self-compassion, while related, has often been overlooked despite its potential benefits for emotional regulation and well-being Unlike mindfulness, which has been extensively studied for stress reduction and improved focus, self-compassion has not garnered the same attention, possibly due to researchers' familiarity with established constructs Traditional leadership development programs emphasize skills like decision-making and conflict resolution, often sidelining the inward-focused nature of self-compassion, which makes its integration into leadership curricula challenging Consequently, self-compassion has been underrepresented in studies on leadership effectiveness and organizational development, even though it could significantly aid leaders in managing stress, preventing burnout, and modeling healthy coping strategies.

Self-compassion holds considerable promise for enhancing employee well-being and improving organizational outcomes Despite its potential, it has not been extensively studied in previous research due to factors such as its novelty, methodological difficulties, cultural nuances, and misconceptions regarding its importance As the emphasis on employee mental health and well-being intensifies, there is a growing acknowledgment of the need to incorporate self-compassion into organizational research and practices.

Research contributions

This study aims to enhance both the theoretical understanding of organizational behavior and the practical application of management strategies in high-stress, labor-intensive sectors, particularly the Vietnamese Rubber Industry Key theoretical contributions include expanding the literature on communication within organizational contexts, deepening insights into transformational leadership in demanding environments, exploring the relationship between organizational transparency and work-life quality, and aiding the development of integrative models in organizational behavior.

This dissertation offers valuable insights for the Vietnamese rubber industry by enhancing employee well-being and organizational performance, developing effective leadership training programs, and contributing to policy development.

This study aims to significantly enhance the academic literature and practical management within the Vietnamese Rubber Industry By integrating Communication Orientation Model (COM) as a moderating factor, the research seeks to expand theoretical frameworks of organizational behavior Additionally, it offers actionable insights to improve leadership practices, enhance employee well-being, and boost organizational performance in high-stress industrial settings.

Structure of the Study

This PhD dissertation comprises five key chapters that systematically explore various facets of the research The structured layout effectively guides the reader from the introduction of the research problem through to the presentation and discussion of findings, culminating in the conclusions and recommendations.

The first chapter offers a detailed introduction to the research, highlighting the background, problem statement, and identification of research gaps It outlines the study's objectives and formulates key research questions, while also detailing the research methods and contributions Additionally, this chapter establishes the overall structure of the dissertation, emphasizing the significance of the research within the Vietnamese Rubber Industry context.

Chapter II reviews the relevant literature on the key constructs and theoretical frameworks that underpin the study This includes a detailed discussion of TLE, WLQ, POT, OCB, and COM The chapter also explores the theoretical background, including Social Exchange Theory (SET), Organizational Support Theory (OST), Leader- Member Exchange (LMX) Theory, Psychological Contract Theory, and Self- Determination Theory (SDT) Finally, it provides a foundation for the development of the study's hypotheses

Chapter III outlines the research methodology used to investigate the relationships among the key variables This includes a description of the research design, sampling strategy, data collection methods, and analytical techniques The chapter also discusses the ethical considerations involved in the study The methodology is designed to ensure that the research is conducted in a rigorous and systematic manner, providing reliable and valid results

Chapter IV: Research Results and Discussion

Chapter IV presents the results of the empirical analysis, including the findings from the descriptive statistics, exploratory factor analysis (EFA), structural equation modeling (SEM), and moderation analysis The chapter also includes a discussion of the findings in relation to the existing literature, highlighting the theoretical and practical implications of the results This chapter is crucial for understanding how the data support or refute the study's hypotheses

The concluding chapter of the dissertation summarizes key findings, addresses study limitations, and presents recommendations for future research and practice It highlights the broader implications for the Vietnamese Rubber Industry and other labor-intensive sectors The actionable insights aim to assist industry leaders and policymakers in enhancing employee well-being and boosting organizational performance.

This structured approach guarantees that the dissertation effectively meets its research objectives, establishes a robust theoretical framework, and conducts a thorough analysis of empirical data Each chapter is meticulously crafted to enhance the understanding of how communication (COM) influences the dynamics between transformational leadership, work-life quality, perceived organizational transparency, and organizational citizenship behavior in the Vietnamese Rubber Industry.

Summary of Chapter

Chapter I has provided a comprehensive introduction to the research study by outlining the background and significance of the Vietnamese Rubber Industry and the challenges it faces, particularly in relation to employee well-being and OCB The chapter has highlighted the importance of exploring the moderating role of COM within the context of TLE, WLQ, POT, and OCB

The research problem is well-defined, addressing gaps in existing literature regarding the underexplored role of communication (COM) in organizational settings and its impact on work-related outcomes The study outlines its research methods, including design, sampling strategy, data collection, and analysis procedures It highlights the contributions of the research, emphasizing theoretical advancements and practical implications This chapter establishes the study's foundation by framing key issues and outlining the approach to explore the research questions Subsequent chapters will review relevant literature, detail the research methodology, present findings, and draw conclusions to inform theory and practice in the Vietnamese Rubber Industry and similar contexts.

LITERATURE REVIEW

The study contructs

Transformational Leadership (TLE) is a highly regarded leadership style recognized for its effectiveness in inspiring and motivating employees to enhance their performance and personal growth Conceptualized by James MacGregor Burns in 1978, TLE focuses on transforming the attitudes and beliefs of followers by establishing a compelling vision and fostering a culture of trust and collaboration Unlike transactional leadership, which relies on reward-based exchanges, transformational leadership aims to elevate the motivations and values of both leaders and followers, leading to significant organizational change.

Transformational Leadership (TLE) encompasses four essential dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration Idealized influence, or charisma, sees leaders as role models who are admired and trusted, exhibiting high ethical standards that inspire followers to align with the organizational vision (Bass & Riggio, 2006) Inspirational motivation involves leaders presenting a compelling future vision that encourages employees to surpass their typical performance levels, utilizing symbols, metaphors, and emotional appeals to connect with followers on a deeper level (Kim & Kim, 2020).

Intellectual stimulation is a key aspect of transformational leadership, emphasizing the leader's role in promoting creativity and innovation by challenging established norms and encouraging fresh perspectives This approach cultivates an environment where employees feel empowered to experiment and share new ideas, leading to ongoing improvement and learning within the organization (Wang et al., 2019) Additionally, individualized consideration highlights the importance of leaders attending to the unique needs and growth of each team member By offering personalized support, coaching, and mentoring, transformational leaders help followers realize their full potential, fostering loyalty and commitment to the organization (Kovjanic et al., 2020).

In the Vietnamese Rubber Industry, transformational leadership (TLE) is vital for overcoming the challenges of labor-intensive environments, which often include high physical demands, safety concerns, and diverse workforces TLE fosters a supportive and inclusive atmosphere, inspiring employees to tackle these challenges effectively Research by Jiang et al (2019) highlights that TLE correlates with enhanced safety performance and increased employee engagement in manufacturing sectors Given the industry's issues, such as fluctuating rubber prices and global competition, TLE is crucial for driving organizational success by promoting innovation, resilience, and employee well-being (Nguyen & Le).

Transformational leadership (TLE) significantly enhances work-life quality (WLQ) and perceptions of trust (POT), which are essential for employee satisfaction and organizational trust By exhibiting charismatic and motivational behaviors, TLE addresses employees' needs for job satisfaction, work-life balance, and personal development, thereby improving their overall perception of WLQ (Babalola et al., 2019) Additionally, TLE fosters transparency through open communication and inclusive decision-making, which are crucial for cultivating a positive organizational culture (Men et al., 2020) This transparency is particularly important in industries such as rubber production, where trust and engagement among employees are vital for ensuring operational efficiency and safety.

In the Vietnamese Rubber Industry, Transformational Leadership (TLE) is essential for effectively managing the challenging work environment Leaders exhibiting TLE qualities foster resilience, innovation, and support within their organizations, which enhances employee well-being and overall performance By promoting a culture of transparency and trust, transformational leaders can boost organizational citizenship behavior, lower turnover rates, and ensure the industry's long-term success (Pham & Tran, 2022).

WLQ, or Workplace Quality, is increasingly recognized for its significant influence on employee well-being and organizational performance It includes various factors that enhance employee satisfaction, motivation, and overall workplace experience These elements are crucial not only for boosting individual productivity and engagement but also for improving key organizational outcomes like retention rates, operational efficiency, and overall performance.

Work-Life Quality (WLQ) is crucial for assessing the balance between employees' professional and personal lives, significantly influencing their well-being, job satisfaction, and overall productivity (Syamsuddin et al., 2020) When employees focus on achieving high WLQ, they tend to be more engaged, motivated, and committed to their work (Ton et al., 2021) WLQ encompasses essential dimensions such as job satisfaction, work-life balance, job security, and quality interpersonal relationships Pioneering researcher Walton (1973) emphasized that a high-quality work environment fosters effective job performance while supporting employees' physical and psychological health Contemporary studies further highlight the importance of autonomy, recognition, and opportunities for personal and professional growth in enhancing WLQ (Martel & Dupuis, 2006).

In labor-intensive sectors like the Vietnamese Rubber Industry, enhancing Work-Life Quality (WLQ) is vital due to the physically demanding nature of the work, long hours, and challenging conditions that can impact employees' well-being Improving WLQ is essential for boosting employee morale, lowering turnover rates, and sustaining productivity Research by Kossek et al (2011) underscores the significance of workplace interventions aimed at improving work-life balance, such as flexible work arrangements and health promotion initiatives These strategies not only enhance WLQ but also contribute to positive organizational outcomes, including decreased absenteeism and heightened employee engagement.

The relationship between Work-Life Quality (WLQ) and Organizational Citizenship Behavior (OCB) is well-documented, with OCB defined as the voluntary actions of employees that exceed their formal job responsibilities, enhancing organizational effectiveness (Organ, 1988) Employees who view their work environment as supportive and beneficial to their well-being are more likely to exhibit OCB Research by Podsakoff et al (2009) indicates that high job satisfaction and a strong work-life balance encourage employees to exceed their duties, assist colleagues, and foster a positive organizational culture This connection between WLQ and OCB is especially crucial in sectors like the Vietnamese Rubber Industry, where teamwork and collaboration are vital for operational efficiency.

In the Vietnamese Rubber Industry, enhancing Workforce Labor Quality (WLQ) is essential for tackling significant challenges like high turnover and employee dissatisfaction With rising global competition and volatile market prices, the industry must focus on maintaining a stable and motivated workforce to stay competitive By improving WLQ through better working conditions, equitable compensation, and career development opportunities, the industry can retain skilled workers and boost overall productivity (Nguyen & Le, 2021) Additionally, creating a supportive work environment that emphasizes employee well-being can increase Organizational Citizenship Behavior (OCB), leading to improved safety, quality, and customer satisfaction.

LWQ is a crucial concept for organizational success, especially in challenging sectors such as rubber production Enhancing WLQ leads to a motivated, engaged, and productive workforce, which is vital for achieving long-term success in a competitive global market.

Organizational Citizenship Behavior (OCB) is a vital concept in organizational behavior research, significantly influencing both individual and organizational performance OCB encompasses voluntary employee actions that extend beyond formal job requirements, positively impacting the organization's overall effectiveness and success These discretionary behaviors, driven by employees' sense of commitment, satisfaction, and engagement, are essential for cultivating a collaborative and supportive workplace environment.

The concept of Organizational Citizenship Behavior (OCB), introduced by Dennis Organ in 1988, refers to discretionary behaviors that are not formally recognized by reward systems but significantly enhance organizational effectiveness This definition highlights the voluntary nature of OCB and its importance in improving organizational efficiency Subsequent research has identified various dimensions of OCB, illustrating the diverse ways employees can contribute beyond their official job responsibilities.

Altruism is a crucial aspect of organizational citizenship behavior (OCB), characterized by voluntary actions that assist colleagues with work-related issues without expecting anything in return Such altruistic behaviors promote a collaborative work atmosphere, boosting team cohesion and productivity Another vital dimension of OCB is conscientiousness, where employees exceed job expectations by adhering to rules and regulations, even in the absence of supervision Those who exhibit conscientiousness are perceived as responsible and dependable, significantly enhancing the overall stability and efficiency of the organization.

Background theories

Social Exchange Theory (SET) is a key framework in organizational behavior that explores the employer-employee relationship dynamics Developed by sociologists like George Homans and Peter Blau, SET asserts that human relationships revolve around resource exchanges, encompassing both tangible assets, such as money, and intangible assets, like respect and support In organizational contexts, SET emphasizes that employee relationships are driven by reciprocity, where employees contribute effort, loyalty, and performance in return for rewards, recognition, and support from their organization.

Social Exchange Theory posits that the sustainability of interactions hinges on perceived fairness and mutual benefit Employees assess their relationship with employers through the lens of contributions versus rewards When they feel fairly treated and adequately compensated, they are more inclined to exhibit positive behaviors like organizational citizenship, loyalty, and heightened productivity In contrast, if employees perceive an imbalance in this exchange—where their efforts go unrecognized—they may withdraw, decrease their productivity, or resort to counterproductive behaviors.

In the realm of transformational leadership, Social Exchange Theory highlights how effective leaders cultivate strong relationships with employees through support, encouragement, and recognition This positive exchange fosters mutual trust and respect, motivating employees to exceed their job requirements and engage in organizational citizenship behaviors (OCB) that benefit the entire organization When employees feel valued and supported by transformational leaders, they are more inclined to assist colleagues, take initiative, and demonstrate loyalty to the organization.

Social Exchange Theory highlights the significance of perceived organizational transparency (POT) and work-life quality (WLQ) in influencing employee behavior When organizations practice transparency in decision-making and maintain open communication, they foster a positive exchange relationship that builds trust among employees This transparency ensures that employees feel fairly treated and informed about relevant issues, which enhances their commitment and encourages organizational citizenship behavior (OCB) Additionally, by prioritizing work-life quality through flexible arrangements and supportive environments, organizations meet their obligations in the exchange, resulting in increased employee satisfaction and loyalty.

SET highlights the significance of COM in the workplace, indicating that employees who engage in COM tend to foster positive self-exchange by balancing personal needs with professional obligations This practice enhances stress management and emotional resilience, allowing employees to maintain a positive attitude and contribute effectively, even during challenging times (Neff, 2003) Thus, COM functions as an internal exchange process that bolsters external interactions with the organization.

In the Vietnamese Rubber Industry, the physically demanding nature of work and variable market conditions highlight the relevance of Social Exchange Theory in understanding employee behavior When workers perceive organizational support through fair pay, safe environments, and open communication, they tend to exhibit higher engagement, loyalty, and organizational citizenship behavior (OCB) Conversely, a lack of perceived reciprocity may lead to employee disengagement or turnover, adversely affecting productivity and stability within the industry.

Social Exchange Theory provides a valuable framework for analyzing reciprocal relationships in organizations and their impact on employee attitudes and behaviors By promoting positive exchanges through transformational leadership, transparency, and support for work-life balance, organizations can strengthen employee commitment and inspire actions that drive organizational success.

Organizational Support Theory (OST) builds on Social Exchange Theory by emphasizing perceived organizational support (POS), which reflects employees' beliefs about how much their organization values their contributions and cares for their well-being Introduced by Eisenberger and colleagues, OST suggests that when employees perceive strong organizational support, they feel a sense of obligation to reciprocate through enhanced effort, loyalty, and engagement in beneficial behaviors, such as organizational citizenship behaviors (OCB).

Organizational Support Theory (OST) posits that employees develop beliefs about how much their organization values their well-being and rewards them fairly This perception of support significantly impacts various employee outcomes, such as job satisfaction, performance, commitment, and intentions to stay with the organization (Rhoades & Eisenberger, 2002) By addressing socio-emotional needs like esteem and affiliation, perceived organizational support strengthens the emotional connection between employees and the organization (Armeli et al., 1998) Consequently, this bond leads to increased organizational commitment and promotes positive behaviors like organizational citizenship behavior (OCB).

Organizational Support Theory (OST) highlights the importance of reciprocity in the workplace, where employees who feel supported by their organization are motivated to give back through increased contributions This concept aligns with Social Exchange Theory, which posits that employees strive to balance their inputs and outcomes OST specifically underscores how organizational support fosters employees' psychological well-being, encouraging them to engage in behaviors that exceed their formal job responsibilities (Shore & Wayne, 1993).

Organizational Support Theory plays a crucial role in transformational leadership, as these leaders enhance employees' perceptions of support through their encouraging behavior By addressing employees' needs, offering meaningful feedback, and acknowledging their contributions, transformational leaders foster an environment where employees feel valued This heightened perception of support leads to increased job satisfaction and motivation, ultimately encouraging employees to engage in Organizational Citizenship Behavior (OCB) and strengthening their commitment to the organization's goals (Kurtessis et al., 2017).

Transparent organizational practices and a commitment to work-life quality (WLQ) significantly enhance perceived organizational support By openly sharing decision-making processes and prioritizing employees' well-being, organizations demonstrate their value for staff, fostering trust This increased trust leads to positive employee behaviors, including greater effort, collaboration, and a readiness to exceed job expectations.

Organizational Support Theory is closely linked to the concept of Compassionate Organizational Mindfulness (COM) in the workplace Employees who embrace COM are better equipped to acknowledge their challenges and limitations, fostering a healthier work-life balance and enhancing overall well-being When organizations actively support COM by offering resources for stress management, mental health, and personal development, they strengthen employees' perception of organizational support This support motivates employees to become more engaged and committed, as they feel valued and cared for in terms of their holistic well-being (Neff & Germer, 2013).

In the Vietnamese Rubber Industry, where workers endure physically demanding tasks and variable market conditions, Organizational Support Theory highlights the impact of organizational practices on employee behavior By creating a supportive work environment through fair compensation, safe working conditions, transparent communication, and opportunities for professional development, organizations can enhance employees' perceptions of support This heightened perception is associated with increased organizational citizenship behavior (OCB), reduced turnover rates, and improved overall productivity.

Organizational Support Theory provides a valuable framework for understanding the impact of organizational practices and leadership on employees' perceptions of support These perceptions significantly influence key outcomes, including job satisfaction, organizational commitment, and discretionary behaviors such as organizational citizenship behavior (OCB) By emphasizing organizational support, businesses can cultivate a more engaged, motivated, and loyal workforce, which is crucial for achieving long-term success.

2.2.3 The Theory of Leader-Member Exchange (LMX)

Hypothesis development

2.3.1 The link between TLE and WLQ

Transformational Leadership (TLE) significantly enhances organizational outcomes, particularly in employee well-being and job satisfaction Transformational leaders inspire and motivate their teams, establish a compelling vision for the future, and cultivate an atmosphere of trust and respect By engaging in supportive behaviors, these leaders empower employees to reach their full potential, aligning individual aspirations with the organization's overarching goals (Bass & Riggio, 2006).

WLQ, or Work-Life Quality, represents the holistic well-being of employees in their workplace, which includes job satisfaction, work-life balance, job security, and interpersonal relationships A strong work-life quality leads to beneficial results for both employees and organizations, such as enhanced job satisfaction, lower turnover rates, and improved productivity (Sirgy et al., 2001).

Numerous studies have explored the relationship between Transformational Leadership (TLE) and Work-Life Quality (WLQ) Research indicates that TLEs significantly improve work-life quality by cultivating a supportive work environment that encourages personal growth and development Avolio and Bass (2004) emphasize that TLEs foster a positive workplace by acknowledging and addressing the unique needs of employees, equipping them with the necessary resources and support to thrive.

Transformational leaders excel in fostering strong, trust-based relationships with their employees, marked by open communication and mutual respect This collaborative atmosphere cultivates a shared sense of purpose, enhancing the overall work environment As a result, employees feel valued and motivated, leading to improved work-life quality and optimal performance (Judge & Piccolo, 2004).

In the Vietnamese Rubber Industry, where employees encounter physically demanding tasks and high-stress conditions, transformational leadership plays a crucial role in improving work-life quality By creating a supportive and empowering work environment, transformational leaders enable employees to better navigate work challenges, ultimately enhancing their overall work-life experience This leads to the hypothesis that effective transformational leadership positively impacts the quality of work-life for employees in this sector.

H1: Transformational leadership is positively associated with work-life quality among employees

2.3.2 The link between TLE and POT

TLEs cultivate trust and open communication within organizations by motivating and inspiring employees while upholding ethical standards and transparency in decision-making Their leadership behaviors emphasize clarity, honesty, and fairness, which are vital for fostering perceived organizational transparency.

POT, or Perception of Transparency, reflects employees' views on the openness and clarity of an organization's communication and decision-making Transparency is essential for fostering trust between employees and management, as it keeps employees informed about key organizational decisions and their underlying reasons Higher levels of POT correlate with enhanced employee trust, satisfaction, and engagement, as highlighted by Schnackenberg and Tomlinson (2016).

Research indicates that transformational leadership (TLE) significantly enhances organizational transparency Leaders who demonstrate transformational qualities promote open communication, sharing vital information about goals, changes, and challenges with employees (Berson et al., 2006) This transparency not only clarifies organizational processes but also fosters inclusivity, allowing employees to feel more connected to the decision-making that impacts their roles.

Transformational leaders (TLEs) serve as ethical role models, fostering a culture of transparency and integrity within their organizations By exemplifying transparent decision-making, these leaders inspire similar behaviors across the organization, thereby improving perceptions of organizational transparency (Caldwell et al., 2008) This is especially vital in sectors like the Vietnamese Rubber Industry, where trust in leadership is essential for sustaining employee morale and engagement amid market fluctuations and organizational shifts Based on both theoretical and empirical evidence, the following hypothesis is proposed:

H2: Transformational leadership is positively associated with perceived organizational transparency among employees

2.3.3 The link between POT and WLQ

Perceived Organizational Transparency (POT) significantly influences employees' views of their work environment, especially regarding trust, fairness, and communication When organizations practice clear and honest communication about decisions and changes, employees feel valued and respected This perception of transparency fosters a more positive workplace atmosphere, enhancing overall employee satisfaction and engagement (Schnackenberg & Tomlinson, 2016).

WLQ, or Workplace Quality, encompasses the overall well-being of employees in their work environment, including job satisfaction, work-life balance, job security, and workplace relationships (Sirgy et al., 2001) A high quality of work-life leads to beneficial outcomes for both employees and organizations, such as enhanced job satisfaction, lower turnover rates, and improved productivity.

The connection between Perceived Organizational Transparency (POT) and Work-Life Quality (WLQ) is gaining attention in research Transparent communication and decision-making foster predictability and control among employees, which is vital for their well-being When employees comprehend the reasoning behind organizational choices and perceive open information sharing, they experience lower stress and anxiety levels, positively influencing their work-life quality (Jiang & Men, 2017).

Transparency in the workplace cultivates trust and fairness, essential elements for a positive work environment When employees trust their organization, they experience greater job security and confidence in managing their work-life balance This security and balance are vital for quality of work-life, especially in high-demand sectors like the Vietnamese Rubber Industry (Tkalac Verčič & Sinčić Ćorić, 2018).

In the Vietnamese Rubber Industry, where employees endure physically demanding conditions and market uncertainties, implementing Positive Organizational Transparency (POT) can significantly improve work-life quality By fostering transparent communication, employees can feel a stronger connection to the organization, enabling them to better balance their work responsibilities with personal life demands.

Given the theoretical and empirical evidence, the following hypothesis is proposed:

H3: Perceived organizational transparency is positively associated with work- life quality among employees

2.3.4 The role of WLQ mediation on the link between TLE and OCB

Transformational Leadership (TLE) is recognized for its role in inspiring and motivating employees, which boosts job performance and strengthens organizational commitment TLEs actively align individual goals with organizational objectives while promoting a positive work environment These leaders encourage employees to exceed their formal job requirements, leading to increased Organizational Citizenship Behavior (OCB)—voluntary actions that enhance overall organizational effectiveness but often go unrecognized by formal reward systems.

Research model

The research model presented in this dissertation, illustrated in Figure 2.1, is based on prior studies and outlines seven hypotheses that explore the relationships among various components It specifically aims to assess the mediating roles of Work-Life Quality (WLQ) and Psychological Ownership Theory (POT) Additionally, the model examines the moderating effects of Communication (COM) on the relationships between WLQ and Organizational Citizenship Behavior (OCB), as well as between POT and OCB Ultimately, the research model highlights the significance of OCB and tests the involvement of Teaching and Learning Engagement (TLE), WLQ, POT, and COM.

The proposed research model synthesizes existing literature and developed hypotheses, offering a framework to examine the relationships among key constructs while highlighting the moderating role of COM It posits that TLE positively impacts both WLQ and POT, driven by a leader's capacity to inspire and cultivate a supportive work environment WLQ and POT serve as crucial mediators, with WLQ facilitating the link between TLE and OCB, indicating that a positive work environment enhances employees' discretionary behaviors for organizational benefit Likewise, POT mediates the relationship between TLE and OCB, emphasizing that transparent communication builds trust and promotes positive employee actions.

Organizational Citizenship Behavior (OCB) serves as the primary dependent variable in the model, shaped by both Work-Life Quality (WLQ) and Perceived Organizational Trust (POT) The framework indicates that a supportive work environment and transparent organizational practices motivate employees to engage in OCB.

The research model indicates that employee commitment (COM) serves as a moderating variable, enhancing the positive impact of work-life quality (WLQ) and perceived organizational support (POT) on organizational citizenship behavior (OCB) Employees exhibiting higher levels of commitment are expected to demonstrate greater resilience and engagement, particularly in challenging work settings.

The research model combines multiple theoretical frameworks, such as Social Exchange Theory (SET), Organizational Support Theory (OST), Leader-Member Exchange (LMX) Theory, Psychological Contract Theory, and Self-Determination Theory (SDT) These theories underpin the understanding of the relationships between various constructs and highlight the moderating role of COM in these relationships.

This study introduces a comprehensive model that enhances existing literature by examining the direct and mediating effects of leadership and organizational factors on employee behavior It highlights the importance of COM as a vital psychological resource that strengthens these relationships.

This model will guide the empirical investigation in the subsequent chapters, where the hypotheses will be tested using data collected from employees in the Vietnamese Rubber Industry.

Critical Evaluation of Existing Literature

This study addresses significant gaps and limitations in the existing literature on TLE, WLQ, POT, OCB, and COM By critically evaluating the strengths and weaknesses of current research, it underscores the necessity for further investigation, especially within the Vietnamese Rubber Industry context.

2.5.1 TLE and its limitations in diverse contexts

The influence of Transformational Leadership (TLE) on organizational outcomes like Work-Life Quality (WLQ) and Organizational Citizenship Behavior (OCB) is well-established, yet most studies have focused on Western contexts, overlooking the distinct cultural and structural differences found in regions like Vietnam Employees in labor-intensive sectors, such as rubber production, encounter unique challenges, including physically demanding work and volatile market conditions, which are often neglected in existing research Therefore, there is a pressing need for context-specific studies that explore how TLE functions across diverse cultural and industrial environments and its impact on employee behavior amid stress and uncertainty.

2.5.2 Work-life quality: A Narrow Focus

While existing literature emphasizes the significance of Work-Life Quality (WLQ) for employee well-being and organizational performance, much of the focus has been on white-collar and service industries, which differ greatly from labor-intensive sectors like rubber production This highlights the need for further exploration of WLQ in industries where physical labor and safety are critical Additionally, current research often prioritizes job satisfaction and work-life balance but fails to adequately examine how these elements interact with organizational practices, such as transparency and leadership styles, particularly in high-stress environments.

2.5.3 Perceived organizational transparency: Overemphasis on trust

Research on Psychological Ownership Theory (POT) emphasizes its significance in fostering trust and alleviating uncertainty within organizations However, existing studies often neglect the interplay between transparency and other factors, such as leadership styles and work-life quality, which can significantly impact employee outcomes like Organizational Citizenship Behavior (OCB) Furthermore, the measurement of transparency has been criticized for its narrow focus on formal communication, overlooking informal practices and the overall organizational culture This study seeks to fill these gaps by examining the influence of POT on work-life quality and OCB, especially in settings where transparency may be lacking.

2.5.4 Organizational citizenship behavior: A need for multidimensional analysis

Organizational Citizenship Behavior (OCB) is a crucial concept in organizational behavior, significantly enhancing organizational effectiveness, as evidenced by extensive research (Podsakoff et al., 2000) However, much of the existing literature presents OCB as a unidimensional construct, neglecting the diverse influences on various citizenship behaviors, such as altruism, conscientiousness, and civic virtue, which are shaped by leadership, transparency, and work-life quality Additionally, the assumption that OCB is universally advantageous overlooks potential drawbacks, including employee burnout and the expectation of unpaid extra work, particularly in high-demand industries like rubber production.

2.5.5 Self-compassion: An emerging but underexplored construct

Compassionate Organizational Mindfulness (COM) is a relatively new concept in organizational research, primarily studied for its psychological benefits in clinical and educational contexts However, its application in workplace settings, particularly as a moderator between organizational factors and employee behavior, is still largely unexplored While existing research highlights COM's effectiveness in reducing stress and improving well-being, its influence on employee perceptions and responses to organizational challenges, such as low transparency and poor work-life quality, remains under-researched This study seeks to address this gap by investigating the moderating role of COM in the relationships between work-life quality (WLQ), perceived organizational transparency (POT), and organizational citizenship behavior (OCB).

2.5.6 Contextual Gaps: The Vietnamese Rubber Industry

The Vietnamese Rubber Industry faces unique challenges, such as physically demanding labor, environmental hazards, and global market pressures, yet there is a lack of thorough research on leadership, transparency, and work-life quality within this context Existing findings from other industries may not be applicable, highlighting the need for context-specific studies This research aims to fill the gap by providing insights into how these constructs influence employee behavior in the challenging environment of the Vietnamese Rubber Industry.

In summary, while current research lays a strong groundwork for understanding the connections between TLE, work-life quality, perceived organizational transparency, organizational citizenship behavior, and COM, there are notable gaps, particularly in context-specific studies within labor-intensive sectors such as the Vietnamese Rubber Industry Furthermore, the moderating role of COM in organizational environments remains underexplored This study seeks to fill these gaps by providing theoretical insights and practical suggestions aimed at enhancing employee well-being and boosting organizational performance in challenging industrial settings.

Importance of Mediating and Moderating Variables in the Vietnamese Rubber

The Vietnamese Rubber Industry is vital to the nation's economy, but it encounters significant challenges such as volatile global rubber prices, high labor demands, and environmental concerns To maintain sustainability in this sector, it is crucial to understand the impact of various factors on employee behavior and organizational performance This study highlights the importance of mediating and moderating variables, specifically Work-Life Quality (WLQ), Perceived Organizational Transparency (POT), and Self-Compassion (COM), which significantly influence organizational outcomes.

2.6.1 The Mediating Role of Work-Life Quality (WLQ) and Perceived Organizational Transparency (POT)

Work-Life Quality (WLQ) is crucial in labor-intensive sectors like rubber production, where employees endure physically demanding tasks, extended hours, and tough environmental conditions A strong WLQ is vital for promoting employee well-being, minimizing burnout, and increasing job satisfaction Research shows that employees who perceive a high quality of work life are more inclined to demonstrate organizational citizenship behavior (OCB), which is essential for sustaining productivity and operational efficiency in these challenging environments (Greenhaus & Allen, 2011; Sirgy et al., 2001).

In the Vietnamese Rubber Industry, addressing workforce retention challenges is crucial, and enhancing Work-Life Quality (WLQ) can effectively reduce turnover rates while boosting employee engagement WLQ serves as a mediator between transformational leadership and Organizational Citizenship Behavior (OCB), allowing organizations to implement leadership strategies that cultivate a supportive work environment, ultimately leading to improved overall performance (Podsakoff et al., 2009).

Perceived Organizational Transparency (POT) is crucial for fostering trust, engagement, and commitment within organizations In Vietnam's rubber industry, rigid hierarchical structures often create communication barriers between management and employees, resulting in distrust and disengagement.

In 2021, it was highlighted that POT acts as a crucial mediating variable, connecting gaps in workplace communication and fostering an environment where employees feel informed, valued, and secure in their roles This transparency in communication significantly enhances Organizational Citizenship Behavior (OCB), as employees are more inclined to exceed their job responsibilities when they trust their organization (Schnackenberg & Tomlinson, 2016).

This study examines the mediating roles of Work-Life Quality (WLQ) and Psychological Ownership Theory (POT) to demonstrate how leadership practices directly impact employee behavior The findings suggest that effective leadership can enhance both individual performance and overall organizational success within the Vietnamese Rubber Industry.

2.6.2 The Moderating Role of Self-Compassion (COM)

Self-Compassion (COM) is an important yet underexplored concept in organizational research, offering significant potential to boost employee resilience This is especially relevant in high-stress industries such as rubber production, where the demands on workers can be particularly intense Emphasizing self-compassion can lead to improved well-being and performance among employees in challenging work environments.

Workers in physically demanding sectors frequently face stress stemming from job insecurity and variable market conditions The presence of Compassionate Organizational Management (COM) can mitigate the adverse impacts of low work-life quality and perceived transparency issues, enabling employees to better manage workplace stressors.

Self-compassion enables employees to treat themselves with kindness and understanding, which in turn reduces burnout and fosters emotional resilience (Neff,

In the Vietnamese Rubber Industry, where employees often lack formal support systems, promoting self-compassion is crucial This approach can amplify the benefits of transformational leadership on organizational citizenship behavior (OCB), even in environments with poor work-life quality and transparency.

The presence of COM enhances the effects of WLQ and POT on OCB by creating a psychologically safe work environment Employees who practice self-compassion are more effective at managing stress and sustaining motivation, leading to increased engagement and discretionary behaviors that benefit the organization This is particularly important in industries where a motivated and resilient workforce is essential for long-term success.

2.6.3 Practical Implications for the Vietnamese Rubber Industry

Integrating mediating and moderating variables into organizational practices can significantly enhance workforce engagement and performance in the Vietnamese Rubber Industry By prioritizing work-life quality (WLQ) and psychological ownership theory (POT), while promoting self-compassion among employees, leaders can effectively tackle challenges such as high turnover rates, low job satisfaction, and workforce burnout This strategic focus not only fosters a committed and high-performing workforce but also contributes to overall organizational success (Bass & Riggio, 2006).

This study presents a detailed model illustrating the interplay between transformational leadership, work-life quality, perceived organizational transparency, and self-compassion in shaping organizational citizenship behavior The results will enrich academic literature and provide practical guidance for industry leaders seeking to improve employee well-being and boost organizational performance within the Vietnamese Rubber Industry.

Summary table of key studies

This dissertation integrates qualitative methods and existing research to develop an effective model for achieving its research objectives The insights and arguments presented enhance key constructs within the study's methodology, as outlined in Table 2.1.

Table 2 1 Key constructs of previous studies Author Key Constructs Context Findings/Contributions

Highlighted the role of transformational leadership in enhancing employee motivation and organizational outcomes

Author Key Constructs Context Findings/Contributions

Demonstrated the positive impact of transformational leadership on employee engagement and organizational performance

Work-Life Balance in Organizations

Emphasized the importance of work-life balance as a critical aspect of WLQ, linking it to job satisfaction and employee retention

Provided a comprehensive review of the impact of workplace social support on work-family conflict and WLQ

Developed a new measure of WLQ based on need satisfaction and spillover theories, connecting WLQ to overall employee well-being

Offered a critical review of the theoretical and empirical literature on OCB, identifying key antecedents and outcomes

Introduced the concept of OCB and its importance for organizational functioning

Developed and validated the COM Scale, linking COM to improved mental health and emotional resilience

Provided empirical evidence for the benefits of COM in reducing stress and enhancing well-being

Author Key Constructs Context Findings/Contributions

Explored how organizational transparency influences trust and engagement, proposing a new perspective on managing trust through transparency

Introduced SET as a framework for understanding relationships within organizations, highlighting the role of reciprocity and trust

Proposed OST, linking perceived organizational support to employee commitment and job satisfaction

Leader-Member Exchange (LMX) Theory

Discussed the development and effects of high-quality LMX relationships on employee outcomes, including job satisfaction and OCB

Explored the impact of psychological contracts on employee behavior and organizational commitment

Developed SDT, emphasizing the importance of autonomy, competence, and relatedness in fostering motivation and well-being.

Summary of chapter 2

Chapter 2 has provided a comprehensive review of the literature relevant to the key constructs and theoretical frameworks that underpin this study, which explores the relationships between TLE, WLQ, POT, OCB, and COM within the context of the

The Vietnamese rubber industry is significantly influenced by leadership styles such as Transformational Leadership (TLE), which motivates employees and fosters a supportive work environment, ultimately enhancing both individual and organizational outcomes Work-Life Quality (WLQ) is crucial for maintaining employee satisfaction and well-being in the demanding rubber production sector Additionally, Organizational Citizenship Behavior, driven by effective leadership and high work-life quality, reflects discretionary actions that benefit the organization The concept of Perceived Organizational Transparency plays a vital role in building trust and fostering a positive culture within organizations Furthermore, Communication (COM) emerges as a new construct that may moderate the adverse effects of low work-life quality and perceived transparency on employee behavior, highlighting its importance in organizational research.

Theoretical frameworks such as Social Exchange Theory (SET), Organizational Support Theory (OST), Leader-Member Exchange (LMX) Theory, Psychological Contract Theory, and Self-Determination Theory (SDT) establish a foundation for understanding the interplay between leadership styles, organizational practices, and individual differences like Communication Orientation Model (COM) These theories elucidate how these constructs collectively shape employee behavior and impact organizational outcomes.

The Hypothesis Development section presents seven essential hypotheses based on the literature review, illustrating the anticipated relationships among the constructs These hypotheses will direct the empirical investigation in the following chapters, emphasizing both direct and moderating effects within the research model.

A critical evaluation of the existing literature reveals both strengths and limitations in current research, identifying significant gaps that need to be addressed Notably, there is a pressing need for more context-specific studies, especially within labor-intensive sectors such as the Vietnamese Rubber Industry Additionally, the role of communication-oriented management (COM) as a moderating variable in organizational contexts remains underexplored, highlighting an area for future investigation.

This chapter provides a solid theoretical framework for the research by comprehensively reviewing and critically assessing the existing literature It establishes the significance of the study's research questions and hypotheses, thereby paving the way for a detailed analysis of these relationships in the following chapters.

RESEARCH METHODOLOGY

Research design

This study utilizes a mixed-methods research design to investigate the relationships among TLE, WLQ, POT, OCB, and COM in the Vietnamese Rubber Industry The research model is developed by first reviewing existing literature, followed by the creation and validation of the model through qualitative methods, and concluding with the application of quantitative analysis.

This study employs a quantitative approach utilizing structural equation modeling with SmartPLS3 to empirically test hypotheses regarding the relationships among transformational leadership, work-life quality, perceived organizational transparency, organizational citizenship behavior, and self-compassion, specifically within the Vietnamese Rubber Industry.

• Review of the literature on transformational leadership, work-life quality, perceived organizational transparency and self-compassion.

• Identify research gap and research objectives

• Adjusting the scale and research model

• Adjust the questionaire for the main survey

• Discussion on the research results

Qualitative Research

3.2.1 Purpose of the Qualitative Study

The qualitative research component aims to explore the factors affecting work-life quality (WLQ), perceived organizational transparency (POT), and self-compassion (COM) in the Vietnamese Rubber Industry Utilizing expert interviews and group discussions, the study seeks to gather diverse insights, ranging from strategic viewpoints to the real-life experiences of employees.

The qualitative phase is crucial for validating the constructs used in the quantitative analysis and identifying context-specific factors that may influence employee behaviors and organizational outcomes

A mixed-methods qualitative approach was employed, incorporating semi-structured interviews with three experts and twelve group discussions with employees This methodology facilitated an in-depth examination of leadership practices, work-life quality, transparency, and self-compassion from various viewpoints.

• Expert interviews were conducted to obtain strategic insights from industry leaders on current challenges and best practices

• Group discussions were used to explore the perceptions of employees directly involved in day-to-day operations, providing a grassroots perspective on the impact of organizational policies and leadership

The data were analyzed using thematic analysis, allowing for the identification of key themes and patterns that emerged from both the interviews and discussions (Braun & Clarke, 2006)

The study involved 3 expert interviews and 12 group discussions:

The article features insights from three experts: a senior manager with over 15 years of experience in the rubber industry, a human resources director focused on employee engagement initiatives, and an industry consultant with a deep understanding of organizational development.

• The 12 group discussions included a mix of employees from different departments and levels within the organization to capture a range of perspectives

• The participants were selected based on the following criteria:

1 A minimum of 5 years of experience in the rubber industry

2 Involvement in either operational roles or HR-related functions

3 Willingness to share experiences related to work-life quality, transparency, and self-compassion

The combination of expert interviews and group discussions ensured a holistic view, capturing both strategic insights and operational challenges

• The 3 semi-structured expert interviews were conducted either face-to-face or via online platforms (e.g., Zoom) Each interview lasted between 45 to 60 minutes

• The interviews aimed to explore:

1 Leadership challenges and strategies in the Vietnamese Rubber Industry

2 Insights on work-life quality initiatives and transparency practices

3 Perceptions on the role of self-compassion in enhancing employee resilience

• The 12 group discussions were facilitated in-person at various company locations Each session lasted between 60 to 90 minutes

• The discussion guide included open-ended questions to encourage participants to share their experiences related to:

1 The impact of work-life quality on job satisfaction

2 Perceived transparency in communication and decision-making processes

3 Coping mechanisms, including self-compassion, in managing work- related stress

All sessions were audio-recorded with participants' consent, and the data were transcribed verbatim for thorough analysis Both interviews and discussions were analyzed using NVivo software to identify recurring themes and patterns.

An analysis of data from three expert interviews and twelve group discussions uncovered key themes regarding challenges, opportunities, and best practices associated with work-life quality (WLQ), perceived organizational transparency (POT), and self-compassion (COM) within the Vietnamese Rubber Industry The subsequent sections offer a comprehensive overview of these significant findings.

Theme 1: Work-Life Quality (WLQ) and Its Impact on Employee Retention Both experts and employees consistently emphasized the crucial role of WLQ in maintaining employee motivation and reducing turnover rates The physically demanding nature of rubber tapping, combined with long working hours, was frequently mentioned as a source of stress

A senior manager emphasized that employee turnover is often not linked to salary dissatisfaction, but rather stems from the inability to manage the intense work schedule and the insufficient personal time available.

In group discussions, participants raised significant concerns regarding the impact of a high-pressure work environment on their physical and mental well-being Employees highlighted that extended hours and a lack of adequate rest during peak seasons frequently result in burnout.

An employee expressed concerns about the demanding work schedule, stating, “We often work from dawn till dusk with minimal breaks, which affects us both physically and emotionally We hope the company will consider implementing shorter shifts during peak periods.”

Some employees suggested that improvements in WLQ, such as providing flexible work hours or additional support for personal well-being, could significantly enhance job satisfaction

• Another group discussion participant mentioned: o “If management could provide more support for work-life balance, like flexible schedules or wellness programs, it would definitely improve morale and reduce turnover.”

Theme 2: Perceived Organizational Transparency (POT) as a Driver of Trust and Engagement

Transparency plays a crucial role in building employee trust and engagement, with both experts and employees emphasizing the need for open communication to create a positive work atmosphere Despite this, many participants expressed concerns about the inadequate level of transparency in their organizations, resulting in heightened feelings of distrust.

Expert 2, an HR director, highlighted the importance of transparency in the workplace, stating that it involves sharing not only positive news but also being candid during challenging times This honesty fosters appreciation among employees and cultivates long-term trust within the organization.

Group discussions revealed that employees often feel left out of important decisions, which can lead to a sense of detachment from the organization’s goals

A participant expressed concerns about the lack of communication regarding the company's performance and policy changes, stating that it often feels like decisions are made without transparency, leaving employees to follow directives without understanding the rationale behind them.

Employees have requested more frequent updates regarding company performance, policy changes, and strategic decisions, believing that increased transparency would enhance their alignment with the organization's goals.

Open communication from management regarding challenges and successes fosters a sense of involvement among employees Increasing the frequency of town hall meetings or Q&A sessions would enhance this engagement further.

Theme 3: Self-Compassion (COM) as a Strategy for Enhancing Resilience The concept of self-compassion was less familiar to participants, but once explained, both experts and employees acknowledged its potential benefits in managing work-related stress Experts stressed the importance of fostering self-compassion among employees as a way to build resilience, especially in high-pressure environments like the rubber industry

Quantitative Research

After the qualitative phase, the study utilizes a quantitative research approach to examine the hypothesized relationships within the research model This phase includes a preliminary survey to confirm the measurement scales, succeeded by a larger survey aimed at hypothesis testing and model validation.

The quantitative research employs a cross-sectional survey design, gathering data through a structured questionnaire from employees in the Vietnamese Rubber Industry The survey instrument is built on constructs refined during a qualitative phase and incorporates validated scales for key variables including TLE, QWL, POT, OCB, and SEC Each variable is assessed using a multi-item Likert scale, with items adapted from recognized literature sources, such as the Multifactor Leadership Questionnaire for TLE and the Self-Compassion Scale for COM.

A two-stage sampling process is utilized in the quantitative phase, beginning with a preliminary data collection from 150 employees to conduct a pilot test of the questionnaire, which is sufficient for Exploratory Factor Analysis (EFA) and reliability testing (Hinkin, 1995) After refining the questionnaire based on pilot test feedback, it is distributed to a larger sample of 500 employees from various companies within the industry, ensuring diverse representation across different job roles and levels The sampling method employed is convenient sampling.

The survey is available in both online and paper formats to ensure accessibility for all participants To enhance response rates, reminders are sent to those who have not completed the survey by the deadline Ultimately, the final dataset includes 406 valid responses, as some individuals expressed concerns about confidentiality or did not finish the survey.

3.3.3 Preliminary Research: Pilot Test Results

In the initial research phase, data from 150 pilot survey respondents is analyzed to evaluate the reliability and validity of the scales The internal consistency, assessed using Cronbach’s alpha, demonstrates high reliability across all constructs (all α > 0.70) Additionally, an Exploratory Factor Analysis (EFA) confirms construct validity, with factor loadings exceeding 0.50 for all items, indicating that the scales effectively capture the intended constructs.

Following the pilot test results, the questionnaire underwent minor revisions, including rewording certain items for clarity and removing redundant questions to enhance survey efficiency The finalized version of the questionnaire was subsequently utilized for the main survey.

3.3.4 Data Analysis of Main Survey

The main survey questions are detailed in Appendix 3, and the data analysis involves multiple steps Initially, the measurement model is assessed through Confirmatory Factor Analysis (CFA) to establish construct validity, focusing on both convergent and discriminant validity Following this, Structural Equation Modeling (SEM) is conducted using SmartPLS software to evaluate the proposed relationships among TLE, QWL, POT, OCB, and COM To address common method bias, Harman’s single-factor test is utilized, and control variables, such as demographic factors, are incorporated into the analysis to mitigate potential confounding effects.

Scale and questionnaire

Transformational leadership (TLE) plays a crucial role in shaping organizational outcomes such as employee satisfaction, commitment, and performance (Bass & Riggio, 2006) Leaders who embody transformational qualities can effectively inspire and motivate their teams, promote innovation, and cater to individual needs, making them vital in dynamic and competitive sectors like the Vietnamese Rubber Industry.

Bass and Avolio (1995) assert that the Multifactor Leadership Questionnaire (MLQ) is the leading tool for evaluating Transformational Leadership Effectiveness (TLE) across various organizational settings Grounded in comprehensive research, the MLQ highlights the critical role of TLE in enhancing organizational effectiveness (Avolio, 2011) This instrument effectively captures the multifaceted nature of TLE by examining four essential dimensions.

Idealized influence highlights a leader's capacity to serve as a role model, fostering respect, admiration, and trust among followers Leaders demonstrating high idealized influence are perceived as ethical, charismatic, and dedicated to the common good Studies indicate a strong correlation between idealized influence and employee loyalty and trust (Jung & Avolio, 2000).

Inspirational motivation reflects a leader's skill in conveying a compelling vision that energizes and instills confidence in their followers This dimension is essential for fostering employee engagement and motivation, which are vital for maintaining high performance in challenging industries, as highlighted by Shamir, House, and Arthur (1993).

Intellectual stimulation reflects a leader's capacity to challenge assumptions, inspire creativity, and foster innovative problem-solving Leaders who excel in this area encourage their followers to engage in critical thinking and explore novel approaches, thereby cultivating a culture of continuous improvement.

Individualized consideration is a key aspect of transformational leadership, emphasizing the importance of recognizing and addressing the unique needs of each team member By offering personalized support and mentorship, transformational leaders empower their followers to reach their full potential This approach is especially crucial in sectors where employee well-being significantly influences overall productivity (Bass & Riggio, 2006).

The Multifactor Leadership Questionnaire (MLQ) is chosen for this study due to its strong psychometric properties and extensive validation in various organizational contexts (Antonakis, Avolio, & Sivasubramaniam, 2003) With Cronbach's alpha values consistently above 0.80 for each dimension, the MLQ demonstrates high internal consistency Its capability to capture the nuanced behaviors of transformational leaders makes it ideal for exploring leadership dynamics in the Vietnamese Rubber Industry, where effective leadership is crucial for addressing global competition and market fluctuations.

In this study, the Multifactor Leadership Questionnaire (MLQ) was utilized to assess employees' evaluations of their immediate supervisors, employing a 5-point Likert scale from 1 (strongly disagree) to 5 (strongly agree) This choice of the MLQ aligns the measurement of Transformational Leadership Effectiveness (TLE) with best practices in leadership research, ensuring a reliable and valid assessment of the impact of TLE behaviors on essential organizational outcomes.

Table 3 1 Relevant studies with respect to TLE

Idealized Influence 1 My leader instills pride in me for being associated with him/her

2 My leader goes beyond self-interest for the good of the group

3 My leader talks optimistically about the future

4 My leader articulates a compelling vision of the future

5 My leader seeks differing perspectives when solving problems

6 My leader gets me to look at problems from many different angles

7 My leader spends time teaching and coaching

8 My leader treats me as an individual rather than just a member of a group

This table details the essential dimensions of Transformational Leadership Effectiveness (TLE) evaluated in this study, highlighting the specific items used for each dimension By incorporating these dimensions, the research offers an in-depth understanding of leadership practices in the Vietnamese Rubber Industry and their effects on employee outcomes.

WLQ is a holistic measure that captures multiple dimensions of the work environment, highlighting employee well-being, satisfaction, and engagement It plays a vital role in shaping both individual and organizational outcomes, affecting job performance, employee retention, and overall organizational commitment.

This study utilizes the WLQ conceptual framework developed by Martel and Dupuis (2006), which provides a modern and comprehensive method for understanding and measuring work-life quality The model enhances previous frameworks by including key dimensions that reflect the complexities of today’s work environments, such as the effects of organizational change, the significance of supportive management practices, and the necessity of achieving work-life balance.

Martel and Dupuis (2006) highlight several crucial dimensions for assessing Work-Life Quality (WLQ), including Job Satisfaction, Work-Life Balance, and Work Environment Job Satisfaction reflects employees' contentment with their roles, emphasizing the meaningfulness of their work, recognition, and effective skill utilization, which significantly impacts motivation and engagement Work-Life Balance evaluates how well employees manage their work obligations alongside personal and family needs, especially in demanding industries Lastly, the Work Environment encompasses the physical and psychological conditions of the workplace, such as safety, colleague relationships, and supervisory support, all of which are vital for promoting employee well-being and minimizing work-related stress.

This study utilizes a 12-item scale, adapted from Martel and Dupuis’s (2006) model, to measure Work-Life Quality (WLQ) within the Vietnamese Rubber Industry The scale effectively captures key dimensions of WLQ and is highly relevant to this specific context Employees rate each item on a 5-point Likert scale, from 1 (strongly disagree) to 5 (strongly agree), reflecting their perceptions of how supportive their work environment is for their well-being.

The following table summarizes the constructs and items used to measure WLQ in this study:

Table 3 2 Relevant studies with respect to WLQ

1 I am satisfied with the overall quality of my work environment

2 My job gives me a sense of accomplishment

3 I feel that my job allows me to utilize my skills and abilities effectively

4 The recognition I receive for my work is adequate

5 I am able to maintain a good balance between my work and personal life

6 My work schedule allows me to meet my personal and family needs

7 I have enough flexibility in my work hours to manage personal responsibilities

8 My job does not interfere with my ability to enjoy personal time

9 My workplace provides a safe and healthy environment

10 I have a good relationship with my colleagues

11 My supervisor supports my professional development

12 The management practices in my organization are fair and transparent

This 12-item scale, based on the work of Martel and Dupuis (2006), provides a robust and validated framework for assessing the quality of work-life in the Vietnamese Rubber Industry By adopting this scale, the study ensures that all critical dimensions of WLQ are thoroughly evaluated, contributing to a deeper understanding of how work- life quality influences employee behavior and organizational effectiveness

POT, or Perceived Organizational Transparency, measures how employees view their organization's openness, clarity, and honesty in communication and actions Transparency plays a vital role in building trust, enhancing engagement, and promoting organizational citizenship behavior among employees When employees perceive their organization as transparent, they are more inclined to trust leadership, demonstrate commitment, and engage in behaviors that exceed their formal job responsibilities.

RESEARCH RESULTS AND DISCUSSION

Results of qualitative method

A discussion involving three experts from branch companies and twelve experienced employees of Vietnam Rubber Group, each with over five years of service, yielded significant insights The findings indicate that communication (COM) plays a moderating role in the relationships between training and learning effectiveness (TLE) and work-life quality (WLQ), as well as between organizational potential (POT) and WLQ Consequently, the research model has been revised to reflect these important connections.

In summary, the qualitative research identifies five key factors: TLE, POT, WLQ, COM, and OCB However, the proposed research model suggests that COM may serve as a moderator in the relationships between TLE and WLQ, as well as between POT and WLQ.

Results of quantitative method

To implement the quantitative approach, a survey was conducted among personnel of the Vietnam Rubber Group using two main methods: online distribution and face-to-face interviews The online method achieved a response rate of 75.1% through email and social media, while face-to-face interviews accounted for 24.9% of responses from individuals who preferred in-person interaction Table 4.1 details the demographic characteristics of the survey participants.

In a study of 406 observations, the gender distribution reveals that 61.8% of participants are male while 38.2% are female, highlighting a significant disparity This imbalance can be attributed to the rubber sector's preference for male labor, which is influenced by the nature of the job and its requirements.

The survey reveals that the majority of participants, 36.5%, are aged 26 to 35, closely followed by those aged 36 to 45 at 35.2% Individuals aged 18 to 25 represent 20.7%, while those 40 and older account for just 7.6% In terms of education, 74.9% hold a university degree, 17.2% have a high school diploma, and 7.9% possess postgraduate qualifications These findings indicate that participants have a significant level of understanding and analytical skills, suggesting a thoughtful approach to problem evaluation and decision-making.

The descriptive statistics reveal that 24.9% of respondents work in sales, closely followed by 24.5% in sales departments, 17.2% in information technology, 13.5% in human resources, 11.1% in finance and accounting, and 8.9% in other departments As a result, participants' views on transformational leadership, perceived organizational transparency, self-compassion, and organizational citizenship behavior vary across departments, which will significantly support the research objectives of the dissertation.

4.2.2 Testing research model with constructs

The research model comprises five key constructs: transformational leadership, assessed through four items; perceived organizational transparency, evaluated with four items; work-life quality, measured by three items; self-compassion, represented by three items; and organizational citizenship behavior, which includes four items.

As shown in table 4.2, loading values items meet reliability conditions, which values of Cronbach Alpha, loading, composite reliability are larger than 0.7 (Hair et al.,

The analysis indicates that the average variance extracted (AVE) exceeds 0.5, while the heterotrait-monotrait ratio (HTMT) of constructs remains below 0.90, confirming the presence of discriminant validity Consequently, the model demonstrates compliance with reliability, convergent validity, and discriminant validity standards, as outlined by Sarstedt et al.

Table 4 2 Components with reliability and validity

Construct Items Loading Alpha CR AVE

TLE2 0.746 TLE3 0.692 TLE4 0.772 Work-life quality (TLE) WLQ1 0.835 0.789 0.877 0.704

WLQ2 0.852 WLQ3 0.830 Perceived organizational transparency

POT2 0.852 POT3 0.859 POT4 0.848 Self-Compassion (COM) COM1 0.687 0.604 0.784 0.549

COM2 0.784 COM2 0.748 Organizational citizenship behavior

Table 4 3 The result of Heterotrait-Monotrait Ratio (HTMT)

COM OCB POT PTOxCOM TLE WLQ WLQxCOM

The SmartPLS software analysis revealed that transformational leadership (TLE) and perceived organizational transparency (POT) account for 49% of the variations in work-life quality (WLQ) Additionally, WLQ and POT together explain 64% of the variations in organizational citizenship behavior (OCB) The findings presented in Table 4.3 indicate that the relationships between TLE and WLQ, as well as TLE and POT, are both statistically significant Consequently, TLE positively influences both WLQ and POT, supporting the hypotheses H1 and H2.

The moderating role of COM is evident through significant interactions with WLQ and POT, both at the 1% significance level This suggests that worker empathy significantly influences the relationship between work quality and organizational citizenship behavior (OCB), validating hypothesis 6 Additionally, the impact of perceived organizational transparency (POT) on OCB is notably moderated by COM, confirming hypothesis 7 This highlights the importance of employee empathy in shaping their commitment and dedication to the organization.

Table 4 4 Relationships amongst factors and total effects

The indirect relationships between Perceived Organizational Trust (POT) and Organizational Citizenship Behavior (OCB) (0.285), Team Leader Effectiveness (TLE) and OCB (0.358), and TLE and Work-Life Quality (WLQ) (0.399) are statistically significant However, the specific indirect effect of TLE on OCB through WLQ is not significant, while all other specific indirect effects are deemed substantial as indicated in Table 4.5.

Table 4 5 Total indirect effects Relationship

TLE -> POT -> OCB 0.205 0.204 0.029 7.168 0.000 POT -> WLQ -> OCB 0.285 0.287 0.043 6.633 0.000 TLE ->POT -> WLQ ->OCB 0.141 0.143 0.027 5.169 0.000 TLE -> WLQ -> OCB 0.012 0.012 0.016 0.739 0.025 TLE -> POT -> WLQ 0.339 0.340 0.034 9.905 0.000

The validation of the hypotheses was conducted using quantitative techniques, revealing that seven hypotheses have been confirmed, as shown in Table 4.6 This finding provides strong evidence that the research gap has been effectively addressed, which will be further explored in the upcoming section.

H1: Transformational leadership is positively associated with work-life quality among employees Supported

Transformational leadership significantly enhances employees' perception of organizational transparency, fostering a positive work environment This perceived transparency, in turn, contributes to improved work-life quality among employees Furthermore, work-life quality serves as a crucial mediator in the relationship between transformational leadership and organizational citizenship behavior, highlighting its importance in promoting employee engagement and commitment.

H5: Perceived organizational transparency mediates the relationship between transformational leaders and organizational citizenship behavior among employees

H6: Self-compassion moderates the relationship between work- life quality and organizational citizenship behavior among employees

H7: Self-compassion moderates the relationship between perceived organizational transparency and organizational citizenship behavior among employees

The examination of the Vietnamese rubber industry's results reveals significant connections among transformational leadership (TLE), perceived organizational transparency (POT), work-life quality (WLQ), compassion behavior (COM), and organizational citizenship behavior (OCB) This discussion delves into these findings, highlighting their practical and theoretical relevance for organizations operating within this sector.

Transformational Leadership and Work-Life Quality

Transformational leadership (TLE) significantly enhances work-life quality (WLQ), highlighting the crucial role of transformational leaders in fostering an environment that supports employees' professional and personal balance In the Vietnamese rubber industry, these leaders leverage their vision, communication skills, and supportive nature to improve their employees' WLQ By prioritizing employee well-being, transformational leaders can implement policies that promote a healthy work-life balance, including flexible working hours and opportunities for professional development.

The direct influence of Transformational Leadership Engagement (TLE) on Work-Life Quality (WLQ) indicates that when leaders actively promote work-life balance, employees enjoy increased job satisfaction and well-being Leaders who offer clear guidance, acknowledge employee contributions, and support career goals can greatly enhance the overall quality of work life This supports the findings of Hermanto et al (2024), emphasizing the vital role of transformational leaders in fostering employee well-being through supportive leadership practices.

Transformational Leadership and Perceived Organizational Transparency

The study highlights the significant impact of transformational leadership on perceived organizational transparency (POT) Leaders who emphasize transparency and open communication foster trust and create an environment where employees feel engaged and informed about organizational processes In the Vietnamese rubber industry, where trust and transparency are essential for employee engagement, transformational leaders are crucial in keeping employees updated on changes, strategic decisions, and the company's overall direction.

CONCLUSIONS AND IMPLICATIONS

Conclusions

This research investigates the connections between Transformational Leadership Effectiveness (TLE), Quality of Work-Life (WLQ), Perceived Organizational Transparency (POT), Organizational Citizenship Behavior (OCB), and employee Commitment (COM) within the Vietnamese Rubber Industry The results offer substantial empirical evidence for the proposed relationships, enhancing the existing literature on leadership, organizational behavior, and employee well-being.

The results demonstrate that Transformational Leadership (TLE) significantly enhances both Quality of Work-Life and Perceived Organizational Transparency This supports previous studies by Avolio and Yammarino (2013) and Bass and Riggio (2006), which emphasize the vital role of transformational leaders in improving employees' perceptions of their work environment By cultivating a supportive, inspiring, and ethical leadership style, these leaders contribute to an organizational culture that fosters employee satisfaction and engagement, as noted by Judge and Piccolo (2004).

The study reveals that Quality of Work-Life and Perceived Organizational Transparency are crucial predictors of Organizational Citizenship Behavior These findings align with earlier research emphasizing the role of a positive work environment and transparent communication in promoting employee engagement in beneficial behaviors (Organ, 1988; Podsakoff et al., 1990) Furthermore, this research extends these insights by demonstrating their relevance in the Vietnamese Rubber Industry, a sector marked by intense competition and difficult working conditions (Nguyen & Phan, 2022).

The research highlights the significant moderating role of Compassionate Organizational Management (COM) in the relationships between Work-Life Quality (WLQ), Psychological Ownership Theory (POT), and Organizational Citizenship Behavior (OCB) Consistent with Neff (2003) and Barnard and Curry (2011), it is evident that COM aids individuals in managing stress and promoting well-being in high-pressure environments Employees exhibiting higher levels of COM demonstrated an enhanced ability to cope with work-related pressures, allowing them to maintain positive contributions to their organization even amidst challenges.

The study underscores the critical role of leadership, workplace quality, and transparency in promoting organizational citizenship behaviors, aligning with existing theoretical perspectives (Yukl, 2013; Schnackenberg & Tomlinson, 2016) Additionally, the validation of COM as a moderating factor enhances psychological literature by emphasizing its significance in boosting employee resilience and fostering positive workplace outcomes (Neff & Germer, 2013).

This study highlights the critical relationship between leadership, organizational practices, and psychological resources in influencing employee behavior It emphasizes the significance of TLE, quality of work-life, organizational transparency, and communication in fostering a supportive and productive culture These insights are especially pertinent to the Vietnamese Rubber Industry, where sustaining high employee engagement and citizenship behavior is vital for success in a competitive landscape.

Contributions

This study significantly enhances the fields of organizational behavior, leadership studies, and positive psychology, especially within labor-intensive sectors such as the Vietnamese Rubber Industry The findings not only expand upon existing theories but also introduce innovative perspectives, thereby enriching the academic discourse.

This research significantly extends Transformational Leadership Theory by demonstrating that transformational leadership positively impacts both Quality of Work-Life (WLQ) and Psychological Ownership Theory (POT) These findings build upon the foundational work of Avolio and Yammarino (2013) as well as Bass and Riggio, highlighting the crucial role of transformational leadership in enhancing workplace outcomes.

Transformational leadership plays a crucial role in enhancing employee motivation and organizational commitment This leadership style promotes a transparent and supportive work environment, significantly impacting employee well-being and organizational culture Its importance is especially pronounced in high-pressure, labor-intensive settings, where fostering a positive atmosphere is essential for maintaining employee engagement and performance.

This research enhances the Quality of Work-Life (QWL) literature by validating Martel and Dupuis's (2006) framework in a non-Western, labor-intensive setting It confirms that Work-Life Quality (WLQ) is a significant predictor of Organizational Citizenship Behavior (OCB), highlighting its role as a multidimensional construct that influences employees' discretionary actions These findings align with and expand upon the work of Sirgy et al (2001), which connects WLQ to positive organizational outcomes By focusing on the Vietnamese Rubber Industry, the study illustrates that WLQ principles are universally applicable, even in challenging work environments.

This study enhances the understanding of Organizational Transparency by empirically demonstrating its significant role in influencing Organizational Citizenship Behavior (OCB) While transparency is known for fostering trust and engagement, this research reveals that it also directly impacts employees' willingness to engage in citizenship behaviors This insight expands the theoretical framework of transparency, indicating that it not only builds trust but also motivates employees to contribute beyond their formal roles, ultimately enhancing organizational effectiveness.

This study introduces a novel contribution by integrating Compassionate Other-Mindedness (COM) into organizational behavior research, an area that has been largely overlooked despite extensive studies in psychology The research empirically demonstrates that COM moderates the relationships between Work-Life Quality (WLQ), Psychological Ownership Theory (POT), and Organizational Citizenship Behavior (OCB), showcasing its potential as a psychological buffer against workplace stress By applying COM to organizational contexts, this study paves the way for further exploration of psychological resources that can bolster employee resilience and foster positive organizational outcomes, ultimately promoting a more comprehensive approach to employee well-being.

The study enhances the cross-cultural validation of essential organizational constructs by applying them to the Vietnamese Rubber Industry It demonstrates the relevance of Western-developed theories, including transformational leadership, WLQ, and transparency, in a non-Western context, thereby supporting the generalizability of these concepts across various cultural settings This cross-cultural perspective contributes to the global discourse on organizational behavior and offers valuable insights for scholars and practitioners engaged in diverse cultural environments.

This study presents valuable insights for leaders, managers, and HR professionals in labor-intensive sectors, such as the Vietnamese Rubber Industry The findings offer actionable strategies to enhance employee well-being, boost organizational performance, and cultivate a positive and transparent workplace environment.

Research confirms that Transformational Leadership (TLE) significantly improves Quality of Work-Life (WLQ) and Perceived Organizational Transparency (POT) This highlights the necessity for organizations to adopt transformational leadership practices Leaders should inspire and motivate employees while fostering a supportive and transparent work environment Implementing training programs that enhance transformational leadership skills—such as effective communication, ethical behavior, and personalized support—can boost employee satisfaction, engagement, and overall organizational performance This is particularly vital in demanding industries like the Vietnamese Rubber Industry, where effective leadership is closely tied to organizational success.

The study emphasizes the vital importance of Work-Life Quality (WLQ) in promoting Organizational Citizenship Behavior (OCB) For HR professionals and organizational leaders, enhancing WLQ through flexible work arrangements, wellness programs, and supportive environments can significantly boost employee commitment and discretionary effort Organizations that prioritize WLQ improvements are likely to experience benefits in employee well-being, overall productivity, and organizational effectiveness.

In labor-intensive industries, where work can be particularly demanding, prioritizing WLQ can help mitigate burnout and turnover, leading to a more resilient and engaged workforce

Research indicates that Perceived Organizational Transparency significantly predicts Organizational Citizenship Behavior (OCB), highlighting the importance of effective organizational communication strategies To enhance transparency, leaders and managers must clearly communicate goals, processes, and decisions to employees This transparent communication builds trust and motivates employees to engage in behaviors that exceed their formal job roles, fostering a collaborative and productive organizational culture In competitive sectors such as the Vietnamese Rubber Industry, where trust and collaboration are vital, prioritizing transparency is crucial for achieving long-term success.

This study reveals that communication (COM) plays a crucial role in moderating the relationships between work-life quality (WLQ), personal organizational trust (POT), and organizational citizenship behavior (OCB) Organizations are encouraged to incorporate COM training into employee development programs to help manage stress and maintain balance in high-pressure environments By enhancing COM, companies can improve employee resilience, decrease turnover due to stress, and foster a supportive workplace culture Practical initiatives may include workshops, mindfulness training, and resources that promote the adoption of COM practices in daily work routines.

This study offers valuable insights for the Vietnamese Rubber Industry, which encounters challenges like fluctuating global demand and competitive pressures By leveraging the findings, organizations can implement targeted strategies to enhance leadership effectiveness, boost employee well-being, and cultivate a transparent organizational culture These initiatives will not only aid in retaining skilled workers but also enhance overall operational efficiency and competitiveness in the global market.

This study provides valuable insights for organizational policy-making, highlighting the importance of HR policies that focus on leadership development, transparent communication, and employee support By leveraging these findings, decision-makers can create environments that not only meet industry standards but also establish new benchmarks for employee satisfaction and enhance organizational performance.

Limitations and Directions for Future Research

This study offers significant insights into the connections between Transformational Leadership (TLE), Quality of Work-Life (WLQ), Perceived Organizational Transparency (POT), Organizational Citizenship Behavior (OCB), and COM (SEC) However, it is essential to recognize certain limitations that could affect the interpretation and broader applicability of the results These limitations also highlight opportunities for future research to expand on the contributions of the current study.

A key limitation of this study is its cross-sectional design, which restricts causal inferences and prevents definitive establishment of the temporal sequence of relationships While the identified connections are supported by theoretical frameworks and prior research, future investigations should adopt a longitudinal approach This would enable a more detailed exploration of how transformational leadership, work-life quality (WLQ), psychological ownership theory (POT), and organizational citizenship behavior (OCB) interact and evolve over time, offering valuable insights into the dynamics and causal pathways within organizational contexts.

The findings of this study, conducted within the labor-intensive Vietnamese Rubber Industry, may not be universally applicable to other sectors or cultural contexts While they provide valuable insights for similar industries, future research should replicate this study across diverse industries and cultural settings to enhance generalizability Comparative studies in manufacturing, services, and technology sectors could clarify whether the observed relationships are consistent in different environments Furthermore, investigating these dynamics within various cultural contexts could shed light on how cultural differences influence the effects of leadership, work-life quality (WLQ), and psychological ownership theory (POT) on organizational behaviors.

This study's reliance on self-reported data raises concerns about common method bias, which may have affected the results despite attempts to mitigate it through statistical techniques To enhance the validity of future research, it's crucial to utilize multiple data sources, such as combining self-reports with supervisor assessments or objective performance metrics Adopting a multimethod approach will help minimize the influence of common method bias and offer a more thorough understanding of the relationships among the variables examined.

The study's measurement of Compassionate Other-Mindedness (COM) has limitations due to the use of the shortened version of the COM Scale (SCS) by Neff (2003), which, while validated, may not encompass all dimensions of COM as effectively as the full scale Future research should consider employing the complete SCS or alternative assessment tools for a more comprehensive evaluation of COM Additionally, exploring other psychological resources, such as resilience and mindfulness, could provide insights into their moderating effects on the relationships between Work-Life Quality (WLQ), Perceived Organizational Trust (POT), and Organizational Citizenship Behavior (OCB).

This study concentrated on positive organizational outcomes, particularly organizational citizenship behavior (OCB), while neglecting potential negative effects such as job strain and burnout, which may also be influenced by leadership, work-life quality (WLQ), and transparency Future research should take a balanced approach by exploring both the positive and negative impacts of these organizational factors For example, investigating the effects of transformational leadership and WLQ on OCB, employee well-being, stress levels, and turnover intentions would offer a comprehensive understanding of how these variables influence organizational effectiveness.

In summary, this study enhances our comprehension of leadership, work-life quality, organizational transparency, and communication within the Vietnamese Rubber Industry, while also identifying key areas for future research By addressing these limitations, subsequent studies can further illuminate the intricate dynamics at play and improve the relevance of these findings across various organizational and cultural contexts.

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APPENDIX Appendix 1: The expert lists employed in expert evaluations

No Name Position Experience year in the rubber industry

2 Asked to hide Vice director 16

3 Asked to hide Director of human resource

Appendix 2: the list of employees employed in group discussions

No Name Position Gender Experience year in the rubber industry

1 Asked to hide Manager of sales department

2 Asked to hide Manager of planning and investment department

3 Asked to hide Manager of human resource department

4 Asked to hide Middle manager of production department

5 Asked to hide Staff of sales department

6 Asked to hide Staff of finance Female 12

7 Asked to hide Staff of information technology

8 Asked to hide Staff of human resource department

9 Asked to hide Staff of planning and investment department

10 Asked to hide Staff of production Male 11

11 Asked to hide Staff of sales department

12 Asked to hide Staff of production department

1 How long have you been working here? DUR

If the respondent has been working at Vietnam Rubber Group larger than 12 months, the next questions are considered Otherwise (≤ 12 months), stop the survey.

Please indicate your agreement with the questions below by circling the values on a five-point Likert scale: 1 = strongly disagree, 2 = strongly disagree, 3 = moderate, 4 agree, 5 = strongly agree

1 Leadership rules/behavior help workers believe in themselves (TLE1)

2 Principals collaborate on solving problems (TLE2) □ □ □ □ □

3 The principal encouraged staff to reach goals (TLE3) □ □ □ □ □

4 The principle provides attentive observation and offers moral encouragement (TLE4)

5 I am willing to enhance my work-life quality with good support policies (WLQ1)

6 Fair and sufficient compensation that motivates me to participate in the work (WLQ2)

7 I am motivated to engage in my work when conflict resolution is based on the principles of openness, honesty, and justice (WLQ3)

8 The organization ensures openness by providing employees with information about its remedial activities

9 Employees have conversations about the effect on earnings per share (PTO2)

10 Organizational structure changes are widely promoted

11 Employees frequently get internal reports from the business on a regular basis (PTO4)

12 I know I can be kind to myself when I'm hurting (COM1) □ □ □ □ □

13 Whenever I encounter an issue at work, I adopt steps to exhibit greater compassion (COM2)

14 I am able to manage the challenging emotions that arise while tending to my work (COM3)

15 I maintain ties with coworkers and supervisors to prevent conflict (OCB1)

16 I am eager to assist colleagues who are busy (work is overburdened) (OCB2)

17 I am prepared to give my time to assisting others with their professional problems (OCB3)

18 Despite the absence of any observers, I comply to the regulations of my place of work (OCB44)

1 Please circle below to identify your gender? GEN

2 Can you please circle below to identify your age? AGE

3 What department are you working for? DAP

4 Can you please circle the question below to identify your income? INC

5 Can you please circle the question below to identify your education? Edu

6 Can you please circle the question below to identify your position? POS

☐ Executive (CEO, COO, CFO, Board of director) 1

Thank you for your cooperation!

Appendix 4: Output of quantitative method