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Article
Publication date: 9 August 2011

Sooksan Kantabutra and Molraudee Saratun

The purpose of this paper is to investigate vision‐based leadership effects on follower satisfaction in a Thai state enterprise.

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1088

Abstract

Purpose

The purpose of this paper is to investigate vision‐based leadership effects on follower satisfaction in a Thai state enterprise.

Design/methodology/approach

Extending previous research, the present study examines relationships between vision realization factors and employee satisfaction. Derived from the literature, these vision realization factors are vision communication, motivation, and empowerment of employees. In total, five directional hypotheses are developed and tested accordingly through a series of regression analyses.

Findings

Findings indicate that vision communication, motivation, and empowerment of employees are directly predictive of enhanced employee satisfaction at the Thai state enterprise.

Practical implications

To enhance employee satisfaction, supervisors of all levels at the Thai state enterprise should focus on frequently communicating their vision to their direct subordinates, particularly through written and technology‐mediated channels. The supervisors should also delegate work to their subordinates, provide resources and support services to them, and encourage them to make more decisions regarding daily operations. The supervisors should additionally act as a role model for their subordinates, build subordinates' self‐confidence, create challenges for them, and reward subordinates who act consistently with their vision.

Originality/value

Although leaders are widely exhorted to espouse vision and vision‐based leadership was empirically endorsed in the Thai culture, vision‐based leadership and its effects have been little investigated in the Thai state enterprise sector. This paper contributes to this area.

Details

Management Research Review, vol. 34 no. 9
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 15 May 2007

Sooksan Kantabutra and Gayle C. Avery

Purpose – The purpose of this article is to examine the relationships between vision attributes (of brevity, clarity, challenge, stability, abstractness, future…

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4908

Abstract

Purpose – The purpose of this article is to examine the relationships between vision attributes (of brevity, clarity, challenge, stability, abstractness, future orientation, and desirability or ability to inspire) and content (relating to customer and staff satisfaction imageries), and customer and staff satisfaction in Australian retail stores, taking into account vision realisation factors of vision communication, organisational alignment, motivation, empowerment and a staff personal factor comprised of staff emotional commitment to and use of the vision. Design/methodology/approach – Variables of vision attributes and content, vision communication, organisational alignment, motivation, empowerment and staff personal factor were derived from the literature. Data were from store managers, staff and customers of 101 apparel stores in Sydney. These variables were tested for significant relationships through chi‐square and regression analyses. Findings – Findings endorse the importance of espousing a vision containing reference to customer and staff satisfaction, although the seven attributes variable was not significant in this study. Empowerment of staff and staff personal factor were directly predictive of enhanced customer satisfaction, while motivation and empowerment of staff, and staff personal factor were directly predictive of enhanced staff satisfaction. Practical implications – Retail store managers should develop a store vision containing reference to customer and staff satisfaction. They should communicate their vision, align organisational components with the vision, empower and motivate staff. Staff should also use the vision to guide their work and emotionally commit to the vision. Original/value – While vision is core to vision‐based leadership theories, little is known about what characterises an effective vision. This study attempts to uncover this unknown.

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Leadership & Organization Development Journal, vol. 28 no. 3
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 31 May 2013

Sooksan Kantabutra and Parisa Rungruang

This paper aims to examine relationships between vision realization factors (vision communication, motivation and empowerment of employees), employee satisfaction, and…

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1392

Abstract

Purpose

This paper aims to examine relationships between vision realization factors (vision communication, motivation and empowerment of employees), employee satisfaction, and affective organizational commitment in a state‐owned energy provider in Thailand.

Design/methodology/approach

Subjects are drawn randomly from employees working at the Thai state‐owned energy provider who completed a questionnaire made up of valid and reliable instruments that measure each of the variables studied. Hypotheses are tested through a series of regression analyses.

Findings

Findings indicate that vision communication, motivation and empowerment of employees, and follower affective organizational commitment are three direct predictors of enhanced employee satisfaction. Empowerment of employees and employee satisfaction are two direct predictors of employee affective organizational commitment. These findings indicate a reciprocal relationship between employee satisfaction and affective organizational commitment, with a stronger effect from employee satisfaction on affective organizational commitment than the reverse.

Research limitations/implications

How supervisors empower and motivate their subordinates in the Thai state‐owned energy provider still needs a further investigation. The relationship between employee satisfaction and affective organizational commitment needs to be re‐examined by future research, using a different research design and statistical technique.

Practical implications

Leaders at all levels of the state‐owned energy provider should frequently communicate their vision to, motivate and empower their subordinates to enhance subordinate satisfaction and affective commitment.

Originality/value

The body of knowledge about vision‐based leadership in an Asian state‐owned energy provider is scanty. The present study contributes to this area.

Details

Asia-Pacific Journal of Business Administration, vol. 5 no. 2
Type: Research Article
ISSN: 1757-4323

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Article
Publication date: 28 March 2008

Sooksan Kantabutra

The purpose of this paper is to examine the relationships between vision attributes and content, and customer and staff satisfaction in Thai retail stores, taking into…

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2009

Abstract

Purpose

The purpose of this paper is to examine the relationships between vision attributes and content, and customer and staff satisfaction in Thai retail stores, taking into account vision realization factors of vision communication, organizational alignment, motivation of staff and empowerment of staff.

Design/methodology/approach

Variables of vision attributes and content, vision communication, organizational alignment, motivation of staff and empowerment of staff were derived from the literature. Data were from store managers, staff and customers of 126 apparel stores in Bangkok. These variables were tested for significant relationships through regression analyses.

Findings

Vision attributes is an indirect predictor of improved staff and customer satisfaction. Visions containing images about leadership were positively correlated with customer satisfaction. Motivation of staff is the only direct predictor of enhanced staff satisfaction, while vision, empowerment of staff, organizational alignment, and vision communication are four indirect predictors of improved staff satisfaction. On the other hand, vision, vision communication, empowerment of staff, motivation of staff, and staff satisfaction are five indirect predictors of enhanced customer satisfaction.

Practical implications

Retail store managers should develop a store vision characterized by the vision attributes and containing reference to market leadership. They should communicate their vision, align organizational components with the vision and empower and motivate staff according to the vision.

Originality/value

While vision is core to vision‐based leadership theories, little is known about what characterizes an effective vision. This study explains this unknown.

Details

International Journal of Retail & Distribution Management, vol. 36 no. 4
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 22 June 2010

Sooksan Kantabutra

Although leaders are widely believed to employ visions, little is known about what constitutes an “effective” vision, particularly in the higher education sector. This…

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2660

Abstract

Purpose

Although leaders are widely believed to employ visions, little is known about what constitutes an “effective” vision, particularly in the higher education sector. This paper seeks to proposes a research model for examining relationships between vision components and performance of higher education institutions, as measured by financial stability, student satisfaction and growth, process improvement, and learning and faculty satisfaction. The model proposes that vision attributes of brevity, clarity, abstractness, challenge, future orientation, stability, and desirability, and vision content relating to financial stability, student satisfaction and growth, process improvement, and learning and faculty satisfaction can affect performance through four vision realisation variables.

Design/methodology/approach

Based on a critical review of existing theoretical concepts and empirical evidence, a new research model, as well as research hypotheses, are developed for future research.

Findings

With future empirical support, the model will help university and college administrators to effectively improve their institutional performance.

Originality/value

While vision is core to the prevailing vision‐based leadership theories, little is theoretically and empirically known about attributes for effective visions, particularly in the education sector. The paper proposes a model for future research to fill this gap.

Details

International Journal of Educational Management, vol. 24 no. 5
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 5 January 2010

Sooksan Kantabutra and Gayle C. Avery

The purpose of the paper is to identify characteristics of visions that are associated with desirable performance outcomes.

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12321

Abstract

Purpose

The purpose of the paper is to identify characteristics of visions that are associated with desirable performance outcomes.

Design/methodology/approach

The paper examines findings from various vision studies in American, Australian and Thai businesses to derive characteristics of effective vision statements.

Findings

Effective visions are characterized by conciseness, clarity, abstractness, stability, future orientation, challenge and desirability or ability to inspire in Australian, Thai and US businesses. Such visions are associated with higher performance outcomes.Originality/valueWhile vision is emphasized by authors and consultants as critical to superior performance, little is known about what characterizes effective vision. This study uncovers this unknown.

Details

Journal of Business Strategy, vol. 31 no. 1
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 2 February 2010

Hanna Kurland, Hilla Peretz and Rachel Hertz‐Lazarowitz

Fundamentally, the success of schools depends on first‐rate school leadership, on leaders reinforcing the teachers' willingness to adhere to the school's vision, creating…

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9181

Abstract

Purpose

Fundamentally, the success of schools depends on first‐rate school leadership, on leaders reinforcing the teachers' willingness to adhere to the school's vision, creating a sense of purpose, binding them together and encouraging them to engage in continuous learning. Leadership, vision and organizational learning are considered to be the key to school improvement. However, systematic empirical evidence of a direct relationship between leadership, vision and organizational learning is limited. The present study aims to explore the influence of principals' leadership style on school organizational learning, using school vision as a mediator.

Design/methodology/approach

The data were collected from 1,474 teachers at 104 elementary schools in northern Israel, and aggregated to the school level.

Findings

Mediating regression analysis demonstrated that the school vision was a significant predictor of school organizational learning and functioned as a partial mediator only between principals' transformational leadership style and school organizational learning. Moreover, the principals' transformational leadership style predicted school organizational vision and school organizational learning processes. In other words, school vision, as shaped by the principal and the staff, is a powerful motivator of the process of organizational learning in school.

Research implications/limitations

The research results have implications for the guidance of leadership practice, training, appraisal and professional development.

Originality/value

The paper explores the centrality of school vision and its effects on the achievement of the school's aims by means of organizational learning processes.

Details

Journal of Educational Administration, vol. 48 no. 1
Type: Research Article
ISSN: 0957-8234

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Book part
Publication date: 19 June 2019

Supachart Iamratanakul

The purpose of this chapter is to identify and analyze various critical success factors (CSFs) that can facilitate retailing business in Thailand. This chapter further…

Abstract

The purpose of this chapter is to identify and analyze various critical success factors (CSFs) that can facilitate retailing business in Thailand. This chapter further aims to understand the mutual interactions among these CSFs through identification of the hierarchical relationships among them. A framework for Thai retailers has been developed, wherein the hierarchical interrelationships between identified CSFs have been presented and interpreted using total interpretive structural modeling (TISM). Cross-impact matrix multiplication applied to classification analysis has been further employed to identify the driving power as well as dependence power of these CSFs. In the present research, 15 CSFs have been identified through literature review and expert opinions. The methodology employed in this study provides a mechanism to conduct an exploratory study by identifying the factors and analyzing their interactions through the development of a hierarchical framework. The proposed framework developed through qualitative modeling is an effort to understand relevant factors that can apply to the Thai retailers. This study makes a significant contribution in the literature of retailing business, which captures the perspective of different customers.

Details

Asia-Pacific Contemporary Finance and Development
Type: Book
ISBN: 978-1-78973-273-3

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Abstract

Details

Smart Cities
Type: Book
ISBN: 978-1-78769-613-6

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Article
Publication date: 1 February 1992

William D. Greenfield, Joseph W. Licata and Bob L. Johnson

Drawing on Blumberg and Greenfield′s studies of effectiveprincipals, offers an operational definition of school vision, based onteachers′ perceptions of that vision. The…

Abstract

Drawing on Blumberg and Greenfield′s studies of effective principals, offers an operational definition of school vision, based on teachers′ perceptions of that vision. The instrument developed consists of three subscales: (1) vision exchange – the principal′s effectiveness in exchanging his/her vision with the school community; (2) vision internalization – the principal′s effectiveness in getting others to internalize this vision, and; (3) vision sacrifice – the principal′s effectiveness in encouraging others to sacrifice for this vision. In an effort to validate the School Vision Inventory (SVI), three hypotheses were tested. The perceived robustness of the principal′s role was significantly correlated with two subscales of the SVI: exchange and sacrifice. Significant correlations were also found between teachers′ perceptions of the principal′s supervisory expertise and vision exchange and sacrifice. Finally, there were higher mean principal vision scores in schools where teachers perceived progress being made towards vision realization. Presents the SVI as a potentially useful way of assessing school vision, providing further insight into the dynamics of professional life in schools.

Details

Journal of Educational Administration, vol. 30 no. 2
Type: Research Article
ISSN: 0957-8234

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