Antecdent factors for collective leadership development in social enterprises management : case studies of Thai social enterprises
| dc.contributor.advisor | Chartchai Na Chiangmai | |
| dc.contributor.author | Tharinee Suratpipit | |
| dc.date.accessioned | 2024-04-19T07:59:40Z | |
| dc.date.available | 2024-04-19T07:59:40Z | |
| dc.date.issued | 2020 | |
| dc.date.issuedBE | 2563 | |
| dc.description | Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2020 | |
| dc.description.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. | |
| dc.format.extent | 223 leaves | |
| dc.format.mimetype | application/pdf | |
| dc.identifier.other | b211060 | |
| dc.identifier.uri | https://repository.nida.ac.th/handle/662723737/6829 | |
| dc.language.iso | eng | |
| dc.publisher | National Institute of Development Administration | |
| dc.rights | This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. | |
| dc.subject.other | Leadership | |
| dc.subject.other | Social entrepreneurship | |
| dc.title | Antecdent factors for collective leadership development in social enterprises management : case studies of Thai social enterprises | |
| dc.type | text::thesis::doctoral thesis | |
| mods.genre | Dissertation | |
| mods.physicalLocation | National Institute of Development Administration. Library and Information Center | |
| thesis.degree.department | Graduate School of Human Resource Development | |
| thesis.degree.discipline | Human Resource and Organization Development | |
| thesis.degree.grantor | National Institute of Development Administration | |
| thesis.degree.level | Doctoral | |
| thesis.degree.name | Doctor of Philosophy |