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IJCIM Sample Paper
IJCIM Sample Paper
Sarinthree Udchachone
Department of Management, Essex Business School, University of Essex, UK
sudcha@essex.ac.uk
Abstract - This research aims to investigate Welcome to the digital age, the success
the relationship between leadership styles, of an organisation in a world of tentative
innovation and organisational market is directly associated with ways of
performance. A quantitative approach will innovative leaders managing in the digital
be applied to analyse the data. This economy. Business requires managers
research seeks to investigate the composing impacts by competing
relationship between leadership styles, successfully in the context of globalisation .
innovation, and organisational Scholars have proposed the concept of
performance. In addition, the mediation organisational learning to enhance
will also be analysed to understand to organisational performance in which
what extents the leadership styles and managers encourage a learning environment
innovation may be related to the within their organisations; knowledge
organisational performance. Hence, this therefore needs to be distributed at every
research aim to designate the effective level of the organisation. In addition, in
leadership styles of the managers and how small firms, managers are the key persons in
they should contribute to creating a making day-to-day decisions, and they are
conductive environment to encourage considered as the most imperative drivers of
innovation in the organisation, and in turn success in enabling firms to achieve their
improve organisational performance. organisational goals . This strengthens that
the decisiveness of the manager is an
Keywords - Organisational Performance, essential contribution towards organisational
Leadership styles, Innovation. success .In particular, managers are
instrumental in creating an organisational
I. INTRODUCTION ethos of learning for each member of the
An improved Organisational Performance Influenced by Leadership Styles
and Innovation: A Case Study of Hotel Industry in Thailand
organisation . Furthermore, establishing and that in 2017 the most jobs in voyage and
sharing a company ethos and culture is seen tourism industry are from Asia: China, India,
as a desirable outcome for organisational Japan, Indonesia and Thailand in
success. This is that attempting to secure the respectively . It clearly sees since Thailand is
best from employees through direct gaining business opportunities for service
supervision is at best costly and often simply sector under ASEAN Economic Community:
unattainable . A number of researchers have AEC. Thai businesses have good prospects
emphasised that leadership is most following the gradual reductions in goods,
significant in organisations seeking to services, trade facilitation, although the pace
transform themselves through organizational of liberalisation is slower than targeted .
learning . Handy highlighted that managers Chung-Herrera et al. verified that
play an important role in contributing leadership is often raised as a core
knowledge and encouraging a learning competency in the hospitality arena. They
environment in the organisation. Similarly, believed that leadership interconnections can
Senge said that the sort of changes needed in be asserted by the development of the
the creation of organisational learning are competency model. Moreover, Michie and
extremely challenging and would need “real Sheehan found that different leadership
leadership”. styles may lead to different levels of
organisational performance. At the same
II. LITERATURE REVIEWS time, Mabey found that different leadership
Based on the Resources Based View styles may create different levels of the
-RBV, internal capabilities enhance innovation. Hence, this may indicate that
competitive advantage and performance. different leadership styles with different
For example, a system of knowledge levels of creating innovation in the
and a system of learning increase organisation may lead to different levels of
competitive advantage through innovation organisational performance.
and strategic linkage of products . Georgellis More specifically, scholars have
et al. discovered that innovation in products indicated that leadership styles, innovation
and services are connected to providing and performance are important and
competitive advantage. While the system interrelated variables contributing to
may be restricted by the managers’ prior organisational performance and thus there is
experience, Brush and Chaganti emphasise a critical need to examine these
that the managers’ human capital is expanded relationships . Leadership may be observed
through the introduction of systems of as part of a learning process taking place
organising. Occasionally these systems are through carrying out day-to-day
adopted from formal training to address responsibilities and in turn influencing to
specific problems such as quality, from create innovation and leading to increase the
customers or business support agencies, or organisational performance. Hence, adopting
from specific techniques such as HRM appropriate Leadership Styles may help to
policies . relocate and hearten learning in the
One of the challenges in the tourism organisation and this would lead to creating
and hospitality is a people-business requiring the innovation and improving employees’
a large number of organisational members skills, which in turn could improve
committed to penetrating customers’ needs . organisational performance overall.
Furthermore, the manager is the key person
who can make an impact to compete
successfully in the dynamic world economy. III. LEADERSHIP STYLES
Especially in Asia, where regulations are not It is widely accepted that the managers,
as stringent in others developed economies as leaders, play key parts in ensuring
p. 218. According to Williams, he predicted organisational learning. Highlighting this key
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Vissanu Zumitzavan, Ph.D, Sarinthree Udchachone, and Varit Intrama, Ph.D
role, Senge p. 321 asserted that “the leadership style describes the managers
neglected leadership role is that of the likely to focus on higher motivation
designer of the ship; no one has a more development and motivate the subordinate’s
sweeping influence on the ship than the motivation by inspiring vision of the future .
designer”. Leaders also face the task of Elaborating further, transformational
developing and sustaining fundamental leadership theory could be considered a form
change in order to encourage learning in the of behavioural theory. It is based on the
organisation. Daft suggested that the premise that leadership could be learned [33,
leader’s role in the process of organisational 36]. More importantly, there is substantial
learning can be divided into three distinct evidence indicating that transformational
roles: to create and share vision; to design an leadership helps to increase higher levels of
appropriate horizontal structure to help to individual performance . For example, Judge
achieve this vision; and to act as “servant and Piccolo (2004) established that managers
leaders”; servant leadership facilitates the at Federal Express who were rated as
growth, goals, and empowerment of transformational received higher
followers. Additionally, research underlined performance evaluation. However, Yukl
that transformational forms of leadership are argued that Bass and Avolio’s leadership
particularly important in promoting theory would be more prominent if the
organisational learning (Bass 1985b; Bass essential influence processes were identified
and Avolio, 1989, Gleue, 2002). more clearly and used to explain how each
It has been suggested that the type of behaviour affects each type of
transformational leadership approach is more mediating variable and outcome.
effective than others in creating change in an Compared to transformational
organisation compared with transactional leadership approach, transactional leadership
leadership. In recent literature, Bass and is recognised as the traditional management
Avolio are widely acknowledged for function of leading . There are three key
developing these new leadership concepts. dimensions making up transactional
According to Bryman , their basic ideas are leadership namely contingent rewards,
heavily influenced by Burn’s work. Burn management by exception-active and
believed that transactional leadership is more management by exception-passive.
common place than is transformational Contingent rewards refer to the degree to
leadership, if less dramatic in its which the leader sets up constructive
consequences. Bass however, further transactions or exchanges with subordinates.
developed the concepts of transactional and Transactional leadership clarifies
transformational leadership. He established expectations and establishes the rewards for
them as two separate theories and meeting these expectations. On the other
distinguished the different features for hand, management by exception-active refers
transformational and transactional leadership to managers who monitor subordinates’
. behaviour, anticipate problems and take
Bass proposed that transformational corrective actions before the behaviour
leaders are likely to make their employees creates serious difficulties. In contrast,
trust, respect, and admire them by management by exception-passive means
concentrating on idealised influence, that the managers will take action when the
individualised consideration and behaviours of their subordinates have already
inspirational motivation, which in turn, produced problems .
implies serving as a charismatic role model Managers who have this leadership
and expressing a vision that could be created. style are less likely to support their
It also suggests a need for intellectual employees in terms of developing their
stimulation, defined as questioning old skills. Instead they prefer to provide
assumptions and the status quo [32, 33]. This appropriate rewards and focus on clarifying
An improved Organisational Performance Influenced by Leadership Styles
and Innovation: A Case Study of Hotel Industry in Thailand
10
Vissanu Zumitzavan, Ph.D, Sarinthree Udchachone, and Varit Intrama, Ph.D
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Vissanu Zumitzavan, Ph.D, Sarinthree Udchachone, and Varit Intrama, Ph.D
scale from the manager can be an effective any particular paradigm is stronger than the
form of measurement. Therefore, in this other. In each review there are relative pros
study, the managers of each organisation and cons specific to any research question
were asked to evaluate their financial under investigation . Hence, there are two
performance compared with other approaches of philosophy underpinning the
organisation in their sector. way the knowledge is developed; the
positivism and interpretivism. The research
V. RESEARCH OBJECTIVES model and design of this research have been
The aim of this research is to developed based on the theories moreover
investigate which types of management data will be collected and developed theory
leadership style are supportive of the as a result of data analysis.
company. Hotels in Thailand will be used as There are several main characteristics
a case study. of the deductive approach. Firstly, there is
Research questions: The research is designed the search to explain casual relationships
to answer the question ‘Which types of among variables that will be investigated.
management leadership style are supportive This approach is engaged to investigate the
to the hotel? Hotel in Thailand will be used main objectives of this research to identify
as a case study. The research question has the characteristics of hotel managers and to
been generated by these research objectives explore their relationship with the success of
which is to investigate the relationship organisation in consideration of the
between leadership styles, innovation and, leadership styles theory. Upon this study the
organisational performance. Thus, this research questions will be defined supportive
research question reflects the specification styles of the managers in the organisations.
linked to the relevant literatures and also, Secondly, according to Saunders et al (2003),
promises insights into the research topic. “to pursue the principle of scientific rigour
the deductive approach dictated that
Research Philosophy academic researchers should be independent
The philosophy of social science is to of what is being observed”. For this reason,
establish relations between the research demographic data and length of management
interests of those being studied, and to experiences, need to be operationalised in the
ensure that the result of research can be ways generating questions measured
applied universally. For the social science, quantitatively . Regarding these factors, the
gaining knowledge is by both deductive and leadership styles of managers who have
inductive. While, deduction tends to be different demographic backgrounds may
related to the quantitative approach, generate different levels of the business
induction seems to be correlated to a success. Furthermore, the analysis is
qualitative approach. Accordingly, the implicitly related to the complex of business
element of deductivism and inductivism are situations; therefore, this research requires an
indicative of the positivist basis quantitative understanding of the perspective of managers
research. Therefore, this paper is thus in term of managing the innovative
essentially found on positivist organisation.
epistemological position. It has enabled to The third characteristic of deduction is
investigate which styles will be the most to collect and analyse data to answer the
supportive leadership styles to create research questions. It will show which type
innovation within the firms and also of leadership styles of the managers in those
improved organisational performance. leading organisations. Moreover, those
The philosophical paradigms, deductive and leadership styles of mangers of innovative
inductive approaches can be compared organisation will be particularly discussed
through a series of the studies. The and explained.
descriptive of these studies do not imply that
An improved Organisational Performance Influenced by Leadership Styles
and Innovation: A Case Study of Hotel Industry in Thailand
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Vissanu Zumitzavan, Ph.D, Sarinthree Udchachone, and Varit Intrama, Ph.D
data collection is the survey; questionnaire complete the questionnaires. The results may
will be probed and developed by the experts leads to explain the supportive leadership
in the academic research and management styles of the managers by maintaining the
fields. In the stage of the pre-test, the employees’ skills and encouraging
managers will be asked to participate to innovation in the organisation, and in turn
answer the questionnaires. Subsequently, the increasing organisational performance.
levels of the validity and reliability will be Different types of documentary
tested to ensure whether they are in the secondary data may support the analysis of
satisfaction levels. Data collection methods the research questions and meet the research
used in this study included survey objectives. The main advantage of using
questionnaires; the data were subjected to secondary data is the saving of resources
Multiple Regression Analysis. such as time and money . It is also easily
Questionnaire: this method is suitable accessible, relatively inexpensive and
for the research objectives to identify the quickly obtained . In line with Saunders et al
traits of leaders. There are also some that stated ‘if you need your data quickly,
disadvantages of using this method. Robson secondary data may be the only viable
states that “what they say might contradict alternative.’ Consequently, using secondary
with what they have done and they will not data could help save a lot of time and money
necessarily report their real attitudes”. and then it could allow researcher to have
Although, there are several advantages by more time to think about theoretical aims and
using questionnaires It represents a substantive issues . However, there are some
straightforward approach to the study’s disadvantages of secondary data; for
attitude, beliefs and motives . And it is also instance, it may cost a lot of money to access
efficient in term of time limitation and an important data. Saunder and Lewis
budgeting. However, the disadvantages of suggested that there are a wide range of
conducting questionnaires; then the answer available online sources with direct
might be incorrect. In conclusion, combining connections to downloadable files, but such
primary and secondary data would be the data may not be valid or reliable.
best way of enhancing the validity and Nevertheless, the secondary data used in this
reliability of this study. research will be suspiciously selected.
innovation created in each organisation will In this study, we will investigate the
also be investigated. relationship between leadership styles,
Dependent variable: Organisational innovation and organisational performance.
Performance: the managers of each hotel will A quantitative approach will be applied to
be asked to evaluate their financial analyse the data. We would like to find out
performance compared with other firms in that the leadership styles will have a positive
their sector. correlation with organisational performance,
Figure 1 demonstrated the connection and which styles will be the most effective
between leadership styles, innovation, and leadership styles. At the same time, we
organisational performance. These concepts would like to know that in case the
are applied to elucidate the rendition of innovation occurred in the organisation
leadership and innovation into organisational would bring out the different levels of the
performance. In addition, regarding the organisational performance. Hence, this
ASEAN community, there is the research has thus indicated how managers
consideration of the continually growing might contribute to creating a conductive
numbers of tourists travelling all around the environment to support innovation in the
world. The well-understanding concerning organisation, and in turn improve
how to meet customers’ satisfactions may be organisational performance.
needed for any organisation to survive in
today business in the Southeast Asia, LIMITATION AND
especially in Thailand. IMPLEMENTATIONS
This section considers limitations that
VIII. CONCLUSIONS may take place in this research. There may
In conclusion, organisational be difficulties of quantifying participants’
performance can be measured on a variety of response to questionnaires concerning
dimensions and no single measurement incomplete data consequent upon issues of
completely describes all aspects of confidentiality. For instance, although the
performance. In line with financial researchers emphasised confidentiality and
performance is an appropriate way to made attempt to reassure participants of
measure the basic overall performance of agreement, certain questions relating to
each organisation against others within the costing and accounts proved to be sensitive.
same business area. Due to the nature of Moreover, some leaders may be reluctant to
small business, the manager plays a vital role provide information about their management
in determining the creation and development style and monetary returns. Restricted access
of the organisation . will affect data collection. To conquer this
Also, as suggested by Oliver and limitation, participants will be offered the
Eskildsen and Kristensen organisational declaration of confidentiality.
performance can be typically evaluated on a The results of this research may also
rating scale whereas importance can be either recommend the pathway to increase the
rated by the respondents or estimated on the performance of the organization by
basis of performance. It appears that to suggesting the appropriate implementations
understand the organisational performance of and types of leadership styles which are
each organisation, gathering data by using a supportive to the organization. In addition,
rating scale from the manager can be an the results of this research may be useful for
effective form of measurement. Therefore, in other allied industries and regions enclosed
this study, the managers of each organisation the relevant conditions such as behaviours,
were asked to evaluate their financial cultures and environments.
performance compared with other
organisation in their sector.
BIBLIOGRAPHY [
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Vissanu Zumitzavan, Ph.D, Sarinthree Udchachone, and Varit Intrama, Ph.D