The impact of global leadership competency and trust in leader on team process effectiveness in Thailand
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2018
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2561
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eng
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187 leaves
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b203132
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Natcha Niljaeng (2018). The impact of global leadership competency and trust in leader on team process effectiveness in Thailand. Retrieved from: https://repository.nida.ac.th/handle/662723737/6013.
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The impact of global leadership competency and trust in leader on team process effectiveness in Thailand
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Abstract
While the global leadership studies have grown drastically over decades, the
knowledge on how global leadership competency impact on trust in leader and team
effectiveness remains under-explored. This research aims to study the impact of global
leadership competency and trust in leader on team process effectiveness to foster more
cohesive theoretical and empirical work in the area.
This study used quantitative research approach in 5 multinational companies in Thailand which consist of both expatriate leaders and local leaders (N = 818). This research explored relationships of the respondents’ perceptions toward global leadership competency of their direct superior, trust in leader and team process effectiveness. The research employed and modified 3 standard questionnaires hence construct validity was confirmed by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). This study used both descriptive and inferential statistics to provide a summary of the research data on the variables. The descriptive statistical techniques included frequency, percentage, means, and standard deviation. For the inferential statistical analysis, this research employed one-way ANOVA, correlation analysis, and structural equation modeling (SEM) to empirically test the research questions.
The findings suggested that there was high impact of global leadership competency on trust in leader and also found a moderate impact of global leadership competency on team process effectiveness. The results also indicated a small impact of trust in leader on team process effectiveness. Discussion, practical implication, limitation as well as recommendation for the future research are also presented at the end of this paper.
This study used quantitative research approach in 5 multinational companies in Thailand which consist of both expatriate leaders and local leaders (N = 818). This research explored relationships of the respondents’ perceptions toward global leadership competency of their direct superior, trust in leader and team process effectiveness. The research employed and modified 3 standard questionnaires hence construct validity was confirmed by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). This study used both descriptive and inferential statistics to provide a summary of the research data on the variables. The descriptive statistical techniques included frequency, percentage, means, and standard deviation. For the inferential statistical analysis, this research employed one-way ANOVA, correlation analysis, and structural equation modeling (SEM) to empirically test the research questions.
The findings suggested that there was high impact of global leadership competency on trust in leader and also found a moderate impact of global leadership competency on team process effectiveness. The results also indicated a small impact of trust in leader on team process effectiveness. Discussion, practical implication, limitation as well as recommendation for the future research are also presented at the end of this paper.
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Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2018