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EffectiveLeadershipinThailand:

ExploratoryFactorAnalysisofCreativity,NeedforAchievement,Emotional

Intelligence,andDiversity.

ScholarReport ‐KamilaBaczek

LSEAsiaResearchCentre ‐ThailandGovernmentScholarship

28.08.2013–27.09.2013

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Table of Contents 

1.Introduction ...................................................................................................................... 31.1ProblemStatement..........................................................................................................................................................3

2.Methodology ..................................................................................................................... 52.1Participants.........................................................................................................................................................................52.2Measures..............................................................................................................................................................................5

3.SummeryofKeyFindings ................................................................................................ 73.1Leadership..........................................................................................................................................................................73.1.1WhatMakesaLeader?....................................................................................................................................................73.1.2ModernThaiLeaders.......................................................................................................................................................83.1.3ExtraDimensionsforThailand....................................................................................................................................9

3.2CreativityandInnovation...........................................................................................................................................103.2.1CreativityinOrganizations........................................................................................................................................103.2.2CreativityAmongThaiLeaders................................................................................................................................103.2.3BarrierstoCreativityinThailand...........................................................................................................................11

3.3NeedforAchievement..................................................................................................................................................123.3.1StriveForSuccess............................................................................................................................................................123.3.2Goal–OrientationinThailand.................................................................................................................................12

3.4EmotionalIntelligence.................................................................................................................................................133.4.1WhatDoesItMeanToUnderstandOthers?.......................................................................................................133.4.2EmotionalIntelligenceinThailand........................................................................................................................14

3.5Diversity.............................................................................................................................................................................163.5.1WorkplaceDiversity......................................................................................................................................................163.5.2DiversityinThaiWorkplace......................................................................................................................................163.5.3GroupthinkinAsia..........................................................................................................................................................173.5.4GenderLiesinCoreofDiversity................................................................................................................................173.5.5.InternationalExperienceaStepTowardDiversity........................................................................................18

4.Implications .................................................................................................................... 19

5.Conclusion ....................................................................................................................... 19

6.Acknowledgements ........................................................................................................ 20

7.References ....................................................................................................................... 21

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1.Introduction

TheresultsoftheGlobalLeadershipForecastReportof2011suggestedthatonly35

per cent of Thai leaders consider themselves as being effective (Boatman, Wellins &

Chuensuksawadi, 2011). Those numbers are extremely low in comparison to other

countriescreatingaconcernforthefutureofleadershipinThailand.Inthelastfewyearsa

greatdealofattentionhasbeenputonthisissue.Varioussourcesdescribedthesituation

aschallenging(Roongrerngsuke&Liefooghe,2012)andstressful(Talergnsri&McKenzie,

2013).Therefore,inordertoimprovethequalityofleadershipandbecompetitiveinthe

globalmarketsThaileadersneedtoanalysetheirmanagementstrengthsandweaknesses

andadjusttheircurrentpracticestotheworldwidestandards. Giventhecurrentstateof

the leadership in Thailand it is worth examining the implications of leadership

characteristicsinthepresentThaiworkplace.

1.1ProblemStatement

The list of effective leadership characteristics is long, however, researchers agree

that effectivemanagers have a few crucial competencies: striving for success, creativity,

and emotional intelligence (McClelland, 198; Matthew, 2009; Gentry, Weber, & Sadri,

2007).IntheGlobalLeadershipForecast,Thaileaderswereaskedtoidentifyareas,which

they thinkare critical foreffective leadership inThailand. Theyalso selected: creativity,

organizational strategy, and good change management (Boatman et al., 2011). This

suggests that Thai leaders are possibly lacking the critical characteristics necessary for

them to succeed in their workplace and to make their organization more efficient and

productive.Researchshowsthatleaderswhohavebeenlackingincertainskillsnecessary

toprovideeffectiveguidancefortheiremployeesareleavingtheirorganizationsvulnerable

(Sternberg, 2007). Therefore, leadership development could potentially be needed in

ordertoimproveandexpandcreativity,striveforsuccessandempathy.

Currently,onlyabouthalfofThaileadersratethemselvesasbeingeffectiveinoneof

the areas listed above (Boatman et al., 2011). This suggests that almost 50% of the

organizationsinThailandmightbedealingwithpossibleorganizationalissues.Ineffective

leadershipmayhaveseveraldestructiveconsequences.Ineffectiveleadersoftenengagein

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anti‐subordinate behaviors and avoid pro‐organizational actions (Steel, 2011). Less

effective leaders are inflexible and unconcerned about their employees and their needs

(Steel, 2011). They only complete short‐term goals and disregard company culture. In

addition,ineffectiveleaderslackconsistency,distinctiveness,andconsensusmuchrelevant

toorganizations(Howell,Bowen,Dorfman,Kerr,&Podsakoff,1990).However,inorderto

avoid ineffective leadership, knowledge about proper behaviors and effective leadership

actionsshouldbegainedanddeveloped.

Nevertheless, Thai managers are known for taking actions into their own hands

when it comes to leadership development. The number of leadership andmanagement

conferences in Thailand has been increasing every year. They range from student

leadershipdevelopmentprograms(EARCOS,2013)tomanagementleadershipconferences

(PRweb.com, 2013) and women empowerment workshops (Women's Empowerment

Program). Those events are attracting participants from all over theworld resulting in

greatopportunity to learnandshareknowledgeamongeachother anddevelopeffective

leadershipcompetenciesandcapabilities.

Althoughthefutureof the leadership inThaiorganizations looksbright, there isa

needtotakea lookat thefundamentalcharacteristicsofeffective leadershipinThailand.

This researchwill analyze differences in global and Thai leadership andwill investigate

crucialcompetenciesofcreativity,empathy,striveforsuccess,andworkplacediversityin

ordertoevaluatecurrentleadershipeffectivenessamongThaileaders.

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2.Methodology

2.1Participants

The participants of the study were nine successful leaders of small andmid‐size

familyenterprisesinBangkokandChiangMaiarea. Familybusinessescompriseofabout

40 percent of business in Thailand and provide the most revenue (Bertrand, Johnson,

Samphantharak,&Schoar,2008).Leaderscamefromvarioussectorsofindustryincluding

media, legal, politics, human resources, academia, and cosmetics. Leaders’ experiences

ranged from one and a half to twenty years in their current role. Also, the number of

peoplewhotheydirectlyorindirectlysupervisedrangedfromasfewaseightindividuals

toseveralthousandsofpeople

Therewere seven female and twomale interviewees. Over 90 percent of people

associate ideal leadership withmale figure (Taylor, Morin, Cohn, Clark, &Wang, 2008).

However,inThailandover39percentofseniormanagementpositionsareheldbywomen

(GrantThorton,2012).SincewomeninThailandaremoreparticipativeintheworkplace,

than females in any other country, it results in more promotions and higher positions

among females. Therefore, this study utilized the opinions of women leaders whose

numbersgrowrapidlyinThaiorganizations.

All of the participants have spent significant amount of time living outside of the

country for educational or professional purposes lasting between one to twenty‐seven

years in length. Someof themalso dealwith international clients and employees on an

everydaybasis.Eventhoughsomeoftheleadershavespentmoretimeabroadthanothers,

their response did not differ in terms of content and suggestions of how to improve

effectiveleadershipinThailand.

2.2Measures

This researcher analyzed existing literature to understand the gap in knowledge

about the development of effective leadership in Thailand. Interviews were semi‐

structuredtoallowforopen‐endedanswers.Nineinterviewswereconductedface‐to‐face,

withanaverageoffortytoninetyminuteslongeach.Mostoftheinterviewstookplaceat

thecompanysite,whichhelpedwithassessingworkambianceandtoobserve leaders in

everyday work environments. Our questions pertained to survey asked questions

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associatedwiththreetraitsofcreativity,emotionalintelligence,andneedforachievement

aswellaslevelsofworkplacediversity. Questionsincludedleaders’overallviewofthree

traits in the workplace and their personal assessment of those traits. Interviews were

conducted in English, which was a working language for all the participants. All

conversationswere recorded, transcribed, and analyzed to identify theemerging themes

listedinthisreport.

The number of interviewswas limitedbydifficulty in recruiting respondents. As

indicated by one of leaders, the Thai are not easily trusting strangers and may be not

willingtosharetheircareerexperiences.Eventhoughthesamplesizeofthisexploratory

studyisrelativelysmall,theresultsstillprovideinformativedataaboutthecurrentstateof

theleadershipinThailand.

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3.SummaryofKeyFindings

3.1Leadership

3.1.1WhatMakesaLeader?

Before one can analyze effective leadership among family enterprises, it is

important to understand what makes an effective leader. Leadership is the process of

influencingandfacilitatingindividualsandgroupstoaccomplishnecessarytasksinawork

environment (Yulk, 2002; Nelson & Quick, 2006). It is about influencing people to do

things that theynormallywouldnotdo. Aneffective leadershiphasbeendescribedasa

holy grail of leadership theories because it results in achievement and completion of

collaborativegoals(Parry&Bryman,2006).However,thedefinitionofeffectiveleadership

is challenging and many sources address it differently. Bird et al’s. (2010) definition

suggeststhatthereareover17differentdimensionsofeffectivegloballeadership.Todate,

theliteraturehasnotbeenverycomprehensiveincreatingaconcisedefinitionofeffective

leadership (Parry & Bryman, 2006). Even though, there are several leadership styles,

whichcouldpotentiallyresultineffectiveleadershiponlyonehasbeendistinguishedasthe

mostsuitablebyresearchersandpractitioners.

The newest approach to effective leadership is the Transformational Leadership

Theory (Bass & Steidlmeier, 1999). Transformational leaders have several prominent

characteristics. They have an ability to persuade others to follow and commit to their

vision (Judge & Piccolo, 2004). Transformational leaders challenge followers by

encouragingcreativityandinnovationinproblemsolving. Lastly,leadershavetheability

to get to know and understand follower’s needs and concerns (Bass B. M., 1995).

According to Global Leadership Organizational Behavior Effectiveness research project,

TransformationalLeadershiphasbeenestablishedasarootofeffectiveleadershiparound

theworld(House,Hanges,Dorfman,&Gupta,2004).

Giventheglobaldefinitionofeffectiveleadershipitissignificanttoanalyzewhether

Thailand differs from the international dimensions. Studies show that transformational

leadershiphasbeensuccessfulamongdifferentnations,butculture isanotherdimension

that also plays an important role in leadership development (Singh & Krishnan, 2005).

ThisisespeciallysignificantindevelopingcountriessuchasThailandorIndia.Leadership

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is about socialization and understanding followers, therefore cultural differences and

traditionsshouldbetakenintoaccountinleadershipanalysis(Singh&Krishnan,2005).In

orderfortheleadershiptobeauthenticinagivencountry,aleaderneedstoexpresscore

valuesoftheculture.Therefore,analysisofculturaldifferencesinThailandwouldhelpto

better understand unique leadership approaches of Thai leaders. The next section

discussestheThaicultureanditseffectsoneffectiveleadership.

3.1.2ModernThaiLeaders

Effective leadership has been a challenge and struggle in Asia. Therefore,

researchers from the Center for Creative Leadership and Human Capital Leadership

Institutecreatedthe“DevelopingTopLeadersinAsia”reportdescribingkeycompetencies

andcapabilitiesnecessaryforeffective leadershipinAsia(CenterforCreativeLeadership

and Human Capital Leadership Institute, 2012). Researchers developed five categories

including:peopledevelopers,relationshipbuilders,strategicenablers,nibbleadaptersand

constant learners. Theresultsstatedthat,Asianleadersneedtohaveapassionforwork

and a strategicmindset for recruiting and developing talent: they should possess strong

communication skills and develop sincere bonds with both employees and clients:

successful leaders know empowering others occurs through responsibilities sharing and

delegation,andtheyvaluediversityto improvechangemanagementandunderstandthat

constant learningneeds to occur in order to becomemore effective (Center for Creative

LeadershipandHumanCapitalLeadershipInstitute,2012).

In this study, interviewed leaders had a similar view of the effective leadership

characteristics amongAsian countries. They also considered transformational leadership

as a great form of successfulmanagement (Roongrerngsuke & Liefooghe, 2012). When

interviewedtheystatedthatcleargoalsanddirectionsplayasignificantrole.Visionhelps

employeestounderstandcompanyapproachesandneeds,andhelprespondaccordingly.

Leaders should act as trainers who coach subordinates and communicate well with

everyone. Open and sincere communication allows relationship building and helps to

avoidvagueandambiguoussituations. Inaddition, leaders stated that it is important to

workalongsidewiththeemployeesondifferentprojects.Ithelpstocreateabondwithin

teamsandindividualsandincreasesmutualunderstanding.

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The Thai leaders interviewed know their strengths and engaged in implementing

well‐established practices. They understand that improving what they have already

learned and accomplished is very important. In addition, they followwhat they preach

making their organizationsmore effective. However, they alsomentioned that they are

onlyhumansandtherearefewthingsintheirpersonaltraitsthattheyneedtoimproveon.

Nevertheless, being aware of their own flaws and weaknesses makes them more

transparentandthereforelikedandrespectedbytheiremployees.

3.1.3ExtraDimensionsforThailand Eventhough,Thaileaderspossesssimilarcharacteristicsasanyothergloballeaders

therearefewextradimensionsnecessarytobecomeaneffectiveleaderinThailand.When

enteringleadershiproles,Thaileadersneedtoholdontotheoldtraditionsinordertohave

amixofbotheffectiveWesternpracticesandimportantThaivalues.Maintaininghealthy,

strong relationships and traditions plays a significant role in Thai society. One of the

traditions puts especially high emphasis on relations between leaders and employees.

“Bunkhun”,whichrefers toobligationandneedtotakecareofothers, isoneof themost

importanttraditionsexplainingthepatternofrelationshipsamongThais(Roongrerngsuke

& Liefooghe, 2012). Close relationships are very significant because they carry kindness

andsincerity. Eventhough,onegivesafavourtoanother,theydonotexpectanythingin

return. This isalsoassociatedwith“Namjai” ‐a traditionofshowingaconsideration for

othersandtakingturnsinhelping(Roongrerngsuke&Liefooghe,2012). Inorganizations

notonlyemployeeneedstoworkhard,butalsoshowgratitudefortheleader. Managers

andsupervisorsshouldalsorespectandshowunderstandingfortheirsubordinates.This

indicatesthat inordertobecomeaneffective leader inThailandoneneedstomakesure

theypayspecialattentiontonetworkingandrelationshipsbuilding.

Current leadersareaware thatkeeping traditionalvalues isnecessary inorder to

become an effective leader in Thailand. However, traditionalism alone is not enough.

Therefore, there is a need to evaluate if leaders also practise global values of creativity,

empathyandneedforachievement.

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3.2CreativityandInnovation

3.2.1CreativityinOrganizations

Threedimensionshavebeenfoundtobeespeciallynecessaryinordertobecomean

effective leader. The first of them is creativity. Creative leaders have been found to be

successfulinguidingthechangeinorganizationsbyrisktakingandavoidingresistanceto

ambiguity. In highly innovative environments, teams led by innovative leaders have a

greater tendency to make good decisions and have more trust through open

communication (Nelson,Wood,&Gabris, 2011). Therefore, creativitywas found tobea

strongpredictorofleadershipinsuccessfulchangemanagement(Mathew,2009).

In today’s organizations high value is put on creativity and innovation (Mok &

Morris, 2010). Many firms experience rapid changes and in order to adjust to current

expandingmarkets theyneednew, creativeways to solve theproblems (Gumusluoglu&

Ilsev,2009).Nowadays,modernmanagementfromtheWestisinfluencingThaileadership

(Roongrerngsuke& Liefooghe, 2012). Therefore, leaders need to be flexible in order to

combineboth,newandoldtraditionsintheworkplace.

3.2.2CreativityAmongThaiLeaders

Even though, Thai leaders consider themselves as being less creative than other

global leaders, they understand the need for nurturing creativity and innovation in the

workplace(Boatman,Wellinis,&Chuensuksawadi,2011). Inourstudyparticipantshave

indicated that creativity plays a significant role in organizational life regardless of the

sectorof the industry. Individualshavepresentedvariousexamplesof theircreativity in

workplacerangingfrominnovativeresolutionforbudgetgapstooriginalpromotionofthe

companyontheglobalmarket.Specialattentionshouldbedirectedtothefactthatcreative

problem solutions presented by leaders always involved engaging other employees and

subordinatestoovercometheissues.Workingtogetherwasnotonlyintroducedasmeans

to finish the project, but also to help with improving company spirit and to increase

involvement.Studiesshowthatwhenallemployeestakepartinvariouscompanyprojects

theyfeelasapartofthewholeandbecomemoreproductiveandefficient(Gollan,Lewin,

Marchington,&Wilkinson,2010).ThisprovesthatThaileadershaveinnateunderstanding

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thatinvolvementisanimportantpartoforganizationalcultureandcreativity.

3.2.3BarrierstoCreativityinThailand

Unfortunately, creativity in Thai organizations has several barriers. Some of the

listedreasonsofwhycreativitymaynotbewidelyspreadinorganizationswerethelong‐

standing traditions of patron‐client relationship and seniority. The emergence of this

systemdatesbacktotheSukhothaiPeriod(thirteenthcentury)beinglongengravedinThai

history(Roongrerngsuke&Liefooghe,2012). Atthattime,kingswhogovernedThailand

were viewed by the nation as protectors and advisers. The social structure became

horizontallystratifiedwhereintherelationshiptheclientshavebecomedevotedandfully

respectful to their patrons (Roongrerngsuke & Liefooghe, 2012). Even though, the

tradition of such relationship is highly valued in Thai culture, current organizational

leaders indicate that it also can also cause a problem for emergence of creativity and

innovation. For example, “Krengjai”, one of the Thai values that encourages conflict

avoidance, was indicated as one of the biggest barriers to creativity. This multilayer

concept describes the consideration for others, unwillingness to impose upon others,

especially with higher status and avoidance of making others uncomfortable

(Roongrerngsuke&Liefooghe,2012).Itoccurswhenaclientisreluctanttoaskthepatron

forhelp, or avoidsquestioning senior’s decision. Even though, “Krengjai” couldpossibly

help to softly resolve organizational issues due to no conflict attitude, it also hinders

creativityduetolackofcommunication.

Nevertheless, current organizational leaders are aware of the problems and have

ready solutionsofhow to increase creativity. They suggest thathavingdiversity in idea

generation could result in a greater productivity and efficiency. Therefore, exchange of

ideasbetweenseniorsandsubordinatescouldimprovebothqualityandquantityofideas.

Makingalloftheworkers,regardlessoftheirpositionwiththecompany,asteammembers

isalsocrucialtoimprovecreativity.Currentleaderssuggestthatbeingopen‐mindedand

listening to others’ opinion could not only increase creativity but also improve mutual

understandingandrespect.Moreover,constantquestioningofideascouldresultinhigher

innovationandimprovements.Questioningallowsdiggingdeepertogettotherootsofthe

problemsandhelpavoidingfixingonlysuperficialissues.

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Organizationsarelookingforthe“creativeadvantage”intheformofcreativetalent

andleaders.Creativityplaysanimportantpartinbecomingaleader,aswellasnurturing

others to sustain creativity in the workplace (Mok & Morris, 2010). Researchers and

practitioners indicate the need for creativity and innovation in organizations (Mock &

Morris,2010).Thaileadersseemtounderstandthechallengeandhavedevelopedsystems

ofimprovingtheirworkplace.

3.3NeedforAchievement

3.3.1StriveForSuccess

Another trait of effective leaders is to strive for success. Studies show that

individualswithhighneedforachievementarededicatedtotheirwork,achievetheirgoals

(Fahed‐Sreih & Morion‐Delerm, 2012), and are theorized to be the most effective

employeesinorganizations(Yulk,2002).

Several characteristics differentiate individuals who score highly on the need for

achievement scale (Nelson&Quick, 2006). They avoid routine tasks and seek solutions

thatwillbemoretimeeffective.Theylookformoreinnovativeideastosolvetheproblems

(McClelland, 1987). Individuals set high, but still attainable goals. They also focus on

actionsthatcanimprovetheirperformanceandliketoreceivefeedback.Peoplewithhigh

scores tend to plan and hope for their success (Nelson&Quick, 2006). They like being

goodatwhattheydo,thereforetheybecomeexpertsintheirfields.

3.3.2Goal–OrientationinThailand Inthisstudy,leadershaveshowntheirunderstandingofimportanceofsettinghigh

goals. They not only pushed themselves to be successful but also inspired their

subordinates to aimhighaswell. Mostof the leadersagreed thatgoals inorganizations

should be set extremely high. This way employees will be motivated and stimulated to

achieve higher goals. In addition, boredom and procrastination will be also reduced

knowing thatemployeesneed toputextraeffortand time inorder tocomplete the task.

Leaders stated that even though they frequently set unrealistic goals, which potentially

may not be reached, setting the bar highwould drive others to success. However, they

have also stated that if the goals are not reached to the fullest they do not punish

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employeesand in turncelebrate currentachievements. Inaddition, leadersexpress their

admirationfortheemployeeswhohaveputalotofefforttofinishtheproject.

AccordingtoHofstede’sculturaldimensions,Thailand isa long‐termgoaloriented

country. It refers to howmuch society values long‐termover short‐termdecisions. The

conceptof“MornKarnKlai”,whichmeans‘lookingahead’hasbeenveryimportantinThai

history(Pimpa,2012).Thestrongworkethiccomesfromthistraditionwhereleaderswant

and strive for longevity and prosperity for the organization. This is also a reason why

employees stay long in organizations to reach the stability and show commitment to

organization.

Followingthis tradition interviewed leadersalso indicated thesignificanceof long

termgoals.Theyhavestressedtheimportanceoflookingahead,scheduling,planningand

dreaminginordertoimprovetheorganization.However,theyhavealsoshownthatshort‐

termgoalsarealsocrucial.Thishelpstoevaluatethenecessarystepsofhowtoachievethe

long‐term projects. The long‐term goals of prosperity of organization can also be seen

through themotivational aspirations of the leaders.Most interviewed individuals stated

that theygetmotivatedwhen theyachieveadesired targetandbyseeing theircompany

doing well. They indicated that they get energized by seeing others in the company

benefitingandsucceedingandbyhavingagoodteamthatsupportseachother’sefforts.

Effective leaders have been theorized to strive for responsibility and goal‐

achievement (McClelland, 1987). Thai leaders understand that setting high goals is

significant intheworkplace.Especially insmallbusinessestheneed forachievementhad

been established as the most suitable predictor of leadership success (Fahed‐Sreih &

Morin‐Delerm,2012).Studiesshowthatcharismaticleadershelpfollowerstoenvisionthe

future and gain higher need for success through the encouragement of leaders (Choi,

2006). Vision can clarify what goals need to be achieved, resulting in higher need for

achievement(Choi,2006).Thaileadersalsoencouragetheiremployeesthoughvisionand

longtermgoals,whichinturnincreasestheirleadershipeffectiveness.

3.4EmotionalIntelligence

3.4.1WhatDoesItMeanToUnderstandOthers?

Duetoincreaseofcompetitionandcontinuouschangesinorganizationsleadership

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needstostayalertedandrespondaccuratelywhendealingwith internationalclientsand

diverse employees. The third most important dimension of effective leadership is

emotional intelligence. Emotional intelligence isanumbrella termofuseful skills,which

help with reading other people’s emotions (Yulk, 2002). Empathy, which is one of the

components of emotional intelligence, is an ability to recognize feelings and emotions

experienced by others (Pedersen & Pope, 2010). It refers to shared understanding of

emotionsfromonepersontoanother(Yulk,2002).Additionally,itisadegreetowhicha

personisattunedtohisorherownemotions.

Research shows that emotional intelligence is linked to effective leadership (Yulk,

2002).Empathycanfacilitatefasterproblemsolving,efficienttimemanagement,andhelp

managecrisesbyfacilitatingbetterstrategicdecisions(Pederson&Pope,2010).Empathy

is especiallynecessary for leaders todevelop good relationshipswith their subordinates

andcolleagues,as collaboration is a crucialaspectof teamwork. Theability to influence

othersthroughunderstandingoftheirneedsisasignificantaspectofleadership.Empathy

helps leaders to develop increased awareness and comprehension to prevent making

incomplete decisions and false hypotheses (Pederson & Pope, 2010). In addition,

empathetic leaders tend to show genuine commitment to organizations and employees

(Lee,2012).

3.4.2EmotionalIntelligenceinThailand

Someleadersstatedthattheydonotknowhowtodealwithorganizationalchange

(Boatman,Wellinis,&Chuensuksawadi,2011)thereasonbeingtheirlackofsensitivityto

employees’ emotions and concerns. However, in the current study all the leaders

interviewed have presented high emotional intelligence skills. They indicated that it is

especiallysignificanttoshowsubordinatesthatleaderscarefortheirworkers’well‐being.

Theystatedthatcommunicationanddialogwhendiscussingproblemshelpswithfinding

better resolutions. High emotional intelligence also helps leaders to see that employees

may have some limitations and may not be able to perform all of the assigned tasks.

Therefore,understandingofother’sweaknesses isan importanttrait inorganizations. It

allowsleaderstoevaluatewhethertheycanpushtheiremployeestoworkharderortake

workawayandassignthemadifferenttask.

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Interviewees have indicated that they were able to gain emotional intelligence

through their international exposure, while studying or working abroad, as well as

spending timewith diverse groups of people. Throughmeeting the different people and

seeingtheiroutlookontheworldtheywereabletolearnthatnoteveryoneisthesameand

itisimportanttospendthetimetogettoknowoneanother.Thisinturnhelpedthemto

becomemoreflexibleandunderstandingintheircurrentworkplace.

However, leaders interviewed stated that empathy is significant in theworkplace,

butonlytoacertainextent.Theystatedthatleadersshouldcareforemployees,buttheir

kindness should not go over the boundaries. They suggested thatwhen leaders are too

empatheticemployeesmighttakeadvantageofit. Workersmayaskformoredaysoffor

requestadditionalleewayontheirbehalf.Leadersstatedthattoacertainextenttheycould

andwouldhelptheirsubordinates,butnotnecessaryinorganizationalsettings.

Possibly due to the fact thatmanyThai companies are familybusinesses run and

passonfromonegenerationtoanother,theatmosphereinallotherorganizations isalso

family‐like.Currentleadersmentionedthatintheirrelationshipwiththeirbossestheyfelt

as a part of a family. The highermanagers have treated them as ‘sons’ and ‘daughters’.

Theywere coached,mentored, and cared for. In current relationships leaders relate to

theirsubordinatesas ‘sisters’and ‘brothers’. Psychologistsstatethatthispracticeisvery

commonintheworkplaceinThailand(Dattner,2011). Transferenceisatermexplaining

why individuals experience re‐enacting of their past at work. Especially a ‘sibling

relationship’consistedofbothcooperationandcompetitionisverycommoninworkplace.

Atwork like in a family there are rewards, punishments and discipline (Dattner, 2011).

Employeesgetreinforcedbymanagersinasimilarmannerlikeatchildrengetathome.In

Thailand,childrenneedtorespecteldersandtoobeysetrules.Nevertheless,becausethe

relationship between managers and subordinates are very close in the workplace

employeesfeelmorecomfortableandworkmoreeffectivelyknowingthattheirmanagers

understandtheirneeds.

Emotionalintelligenceasleadershipcompetencyisacrucialfactorwhenleaderstry

toexpressenthusiasmtowardorganizationalchange.WongandLaw(2002)callempathy

the essential trait for effective leaders. Building relationships between leaders and

employees,especiallyacrossculturalboundaries,hasbeenproventobedifficult(Brower,

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Schoorman,&Tan,2000). However,Thai leadersunderstand that closeconnectionscan

improvetheworkplace.Leadersagreethatempathyhelpsincreasetheunderstandingand

mutualrespect.

3.5Diversity

3.5.1WorkplaceDiversity

Diversity is another very important dimension, which could help increase all the

previously mentioned traits among leaders. Effective leaders also put a great value on

diversityinworkplace.Diversityinorganizationsdoesnotonlyincludeculturaldiversity,

but also age, education, gender, and marital status. It can be described as collection of

individuals different from each other on number of dimensions (Ayub, Aslam, Razzaq,

Iftekhar,&Hafeez,2013).

Diversity inworkplacehas anumberof positive consequences. In technologyand

research oriented companies, the diverse workforce facilities high levels of innovation

because, as suggested byMorgan (1989), “creativity thrives on diversity”. Organizations

cateringtodiversityarealsomoreflexibleandadapttochangemoreeasily.Incompanies

where employees come from different backgrounds there is a high level of divergent

thinking supporting the importance ofwide spread the diversity in theworkplace (Lee,

2012). Inaddition,Lee(2012)statesthat leadersneedtodrawondifferentculturesand

backgrounds inorderto learnmoreaboutemotional intelligence. Inorganizationswhere

leadersareempathetic,bothdiversityandequalityamongworkersiswidelyspread.

3.5.2DiversityinThaiWorkplace IntheThaiworkplace,diversityalsoplaysanimportantrole.Leadersinterviewed

inourstudyindicatedthatdiversityisverysignificant.Theystatedthatwhenemployees

comefromdifferentbackgroundscreativityincreasesandthereisabetterqualityofidea

generation. Peopleget to learn fromeachotherandrealize that therearedifferentview

pointsandapproachestosolveproblems.

Most of the leaders agreed that diversity in workplace starts with talent

management.Theypurposelychosepeopledifferentfromeachothertoworkinteamsand

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groups in order to increase diversity. They also encourage “no hate, no drama” policy

wheretheycanlearnnewthingsfromeachotherwithoutdiscriminationandprejudice.

3.5.3GroupthinkinAsia LeadersindicatedthatdiversityinworkplaceisevenmoreimportantinAsiathanin

other places. Due to lack of diversity companies have been losing efficiency and

productivity. Leaders interviewed identified a “groupthink” as a common issue, which

occurswhengroupofpeoplecomestoincorrectdecisionwithoutevaluationofalternative

solutions(Parker,2009).Thisoftenoccurswhengroupsconformduetodesireorconflict

avoidanceandconformityaswellaslackofdiversity.Additionally,oftenemployeeschose

to be silent and not express their opinions causing their voice to be unheard (Parker,

2009). Interviewees stated that this problem could possibly occur due to traditions of

saving face in Asian cultures. Individuals are afraid to be laughed at and embarrassed

when offering new creative ideas, therefore they avoid expressing their opinions. This

behaviourhasbeenhighlyregardedinThaicultureformanygenerations(Roongrerngsuke

& Liefooghe, 2012). In history, it has been also used to improve social order. Current

organizational leaders advise that this practice should be avoided at work because it

hinders organizational effectiveness (Roongrerngsuke&Liefooghe, 2012).Managers and

supervisorsshouldencouragesubordinatestoshareideasofanysortinordertohelpthe

company to standout among their competitors. This suggests thatThai leaders should

implementpracticesofopencommunicationsintheirworkplaceinordertoavoidcommon

mistakes.

3.5.4GenderLiesattheCoreofDiversity Todaywomen play a significant role in Thai workplace (Romanow, 2012). Even

thoughcurrentlythenumberoffemalesinpowerisnotverysubstantial,womenarehighly

praised as good organizational leaders. With increased numbers of women in the

workplace economic growth has achieved a sublime incline (Romanow, 2012). Studies

around theworld show thatwomen are brought in to powerwhen organizations are in

crisis (Brussel,2012). Womentend tobemoreempatheticandcaring,whichhelpswith

resolving organizational issues. In Thailand on average there are more female

18

professionals in theworkplace than inanyotherAsiancountry,whichRomanow (2012)

suggestsasareason forThailandKingdomhavingastrongeradvantageofsucceeding in

corporateleadership.

Nevertheless, interviewed female leaders addressed that it was hard for them to

climbthecorporateladder.Theyhadtoadhereandfollowtherulesofthe‘manbusiness

world’. Itwasespeciallytoughfortheyoungwomenleaderstobeseenandrespectedby

others,duetothecountrylonglastingtraditionsofrespectingseniorityandmalefigures.

They often had to dress to look older and domorework than any other organizational

leader. However, they stated that nowadays the inequality is not that big of an issue

anymoreandfemalesarepromotedmoreoftenthanbefore(Roongrerngsuke&Liefooghe,

2012).

3.5.5.InternationalExperienceaStepTowardDiversity Current leaders agree that international exposure helpswith increasing diversity.

Allinterviewedleaderswhohavecompletedapartoftheireducationinanothercountryor

workedabroadindicatedthattheywereablenotonlyto increasetheirdiversitybutalso

ultimately improve their creativity and emotional intelligence. They indicated that

prolongedstayabroadallowedthemto learnnewthingsandinturnseetheirworkplace

and their employees differently. They stated that organizations should be providing

employeeswith an access to international networks and firm‐specific events to improve

culturalknowledge.Organizationsshouldconsiderimplementingculturaltrainings,which

would be also useful for travel and in other international encounters (Schooley, 2009).

Workingtogetheronaprojectwouldincreasemutualunderstanding,respect,anddiverse

ideageneration(Zander,2002).

19

4.Implications

OneofthereasonswhyThai individuals intheGlobalLeadershipForecastdidnot

feel like effective leaders may have been due to lack of appropriate training (Boatman,

Wellinis, & Chuensuksawadi, 2011). Currently, only one‐third of surveyed leaders, who

have enrolled in the leadership effectiveness programs state that the training has been

effective (Boatman, Wellinis, & Chuensuksawadi, 2011). With increased number of

leadershipdevelopmentprogramsinAsia leadersshouldtakeadvantageof itandchoose

theprogramsthatarerenownedandwhichprovidegreatorganizationalresults.

Asglobalisationbroadens(Suárez‐Orozco&Qin‐Hilliard,2004)bothorganizations

and future leaders will have to pay more attention to international and global markets

(Arnett, 2002). Therefore, current leadership development programs should explore the

opportunitiesof implementing cross‐cultural educationprograms into their learningand

development departments. Early training and education would help to develop more

effectiveleadersoftomorrowandincreaseinternationalawareness.

5.Conclusion

Currently,therearenotmanystudiesexploringeffectiveleadershipcharacteristics

among Thai leaders. The present study was designated to be an exploratory study for

findingevidenceabouteffectiveleadershipcompetenciesandcapabilitiesofmodernThai

leaders.This study introduces the idea thatwith increasedglobalisation anddiversity in

theworkplace, leadersneedtoadjusttheircurrentpracticesinordertobecomeeffective

managers. Leaders need to pay special attention to the transformational leadership in

particular to characteristics of creativity, strive for success, empathy and diversity. The

presentfindingsdemonstratethattraditionalismofThaileadershipcontinuestostillplay

an important role. This study also suggests that rigid traditionalism could potentially

hinderorganizationaleffectivenessduetolackofeffectivecommunicationbetweenleaders

andsubordinates. Thispapertouchesuponrelationship,whichisconceptuallyintriguing

because it bridges two important constructs of traditionalism and mix of Western

managementpractices.Thepresentresearch is therefore intendedtomakecontributions

totheliteratureoncharacteristicsofeffectiveleadershipinThailand.

20

6.Acknowledgements

IgratefullyacknowledgefinancialsupportreceivedfromtheRoyalThaiEmbassyin

LondonwiththehelpoftheAsiaResearchCentreattheLondonSchoolofEconomicsand

PoliticalScience(LSE). Thisresearchwouldnotbepossiblewithoutyourgenerosityand

kindness.

Foremost, Iwould like to expressmy genuine gratitude to Ruth Kattumuri, Keith

Tritton,andKevinShields,fortheassistanceandinsightfulfeedbackformyresearch.Their

guidancehelpedmeinallthetimeofresearchandwritingofthisproject.

Iwouldalso like to thankallofmy interviewees. Thankyou for takingyour time

andsharingyourexperienceswithme.Iwillalwaysbegratefulforyourkindnessandhelp.

21

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