Antecdent factors for collective leadership development in social enterprises management : case studies of Thai social enterprises
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2020
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2563
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eng
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223 leaves
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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Tharinee Suratpipit (2020). Antecdent factors for collective leadership development in social enterprises management : case studies of Thai social enterprises. Retrieved from: https://repository.nida.ac.th/handle/662723737/6829.
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Antecdent factors for collective leadership development in social enterprises management : case studies of Thai social enterprises
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Abstract
A rapid change in today’s world of volatility, uncertainty, complexity and
ambiguity (VUCA) has urged the leaders to operate in the form of collective leadership.
As a result, many organizations are shifting from traditional leadership roles of formal
leaders or teams of individuals onto other team members depending on the expertise
required. However, not many organizations have become successful in achieving
leadership transformation as traditional view of leadership focusing on single person
role as leader has been rooted in leadership study for a long time. Thus, the current
study provides a broad understanding of the antecedent factors that foster collective
leadership development in social enterprises management in Thai social enterprises in
various industries. A multi-level study at the group and organizational level is provided
in order to gain deeper understanding of the phenomenon. Additionally, as human
resources play a significant role in facilitating leadership development in the firms,
various interventions on organizational development are suggested in the study.
In addition, this study deployed the inductive approach using qualitative case
studies. Data collection were collected through the interviews with 17 participants in 3
companies based on purposive sampling technique. All 3 companies have been awarded
by The Stock Exchange of Thailand (SET) for outstanding performance in driving their
business toward sustainability (Sustainability Awards) and listed companies who have
their resources both financially and non-financially to support social enterprises (Social Enterprise Investment Award) in 2015. Multiple methods of data collection including
interviews, document analysis, survey and participant observation are used along with
five stages thematic analysis process to analyze the data.
Findings of the study suggested variety of insights. First the concept of
collective leadership was described following 5 themes: 1) network of expertise; 2)
unwavering process improvement; and 3) mission to achieve unifying goals. Second,
the antecedent factors for collective leadership development were explored. There were
4 themes identified to have positive impact to collective leadership development: 1)
leadership capability; 2) collaborative network; 3) culture of shred leadership; and 4)
collective learning. Third, there were also additional factors that were found to
accelerate collective leadership development. Those factors were described into 4
themes according to the following: 1) leadership empowerment; 2) climate for change;
3) continuous learning; and 4) coaching and mentoring system. Finally, a systematic
management of business value creation model was proposed.
The implications for scholar include the utilization of mixed methods and data
triangulation, which enables the richness and quality of the research. Expanding
research study to other industry and recruiting more participants from different setting
could enrich research results and be able to generalize to wider audiences.
The implications for practice include the application of findings as HR
interventions in order to facilitate collective leadership development in organizations
who have interest for social enterprise management. The interventions suggested in this
study consisted of the following: selection and staffing; performance management
system; training and development; and organization development.
Key limitations in this study included the fact that qualitative approach using
interview, document analysis, survey and fiend observation was the major method used
for this study, limitation regarding language used in the study, and the small number of
participants, which limited the study in terms of ability to generalize findings beyond
the sample groups and industries coverage.
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Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2020