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A study of Thai employees' preferred leadership style

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  • Vimolwan Yukongdi

Abstract

This study examined the perceived and preferred style of leadership among employees in Thai organizations. Data were collected from a sample of employees in manufacturing firms. Correlation analysis and analysis of variance techniques were employed to examine the relationships between preferred leadership style, perceived leadership style, influence in decision-making, satisfaction with participation and job satisfaction. The results showed that the most preferred style of leader for employees was the consultative manager, followed by participative, paternalistic, whilst the least preferred leader was an autocratic manager. On the other hand, the largest proportion of employees perceived their managers to be consultative, followed by paternalistic, autocratic and participative. In addition, employees who perceived their managers to be more democratic also reported a higher level of influence in decision-making, greater satisfaction with participation and job satisfaction. Implications for theory and practice are discussed.

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  • Vimolwan Yukongdi, 2010. "A study of Thai employees' preferred leadership style," Asia Pacific Business Review, Taylor & Francis Journals, vol. 16(1-2), pages 161-181, April.
    • Handle: RePEc:taf:apbizr:v:16:y:2010:i:1-2:p:161-181
    DOI: 10.1080/13602380903168962
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    Cited by:

    1. Tim G. Andrews & Chris Rowley & Khongphu Nimanandh & Ruth Banomyong, 2018. "Age negotiation at the Asian corporate subsidiary: challenges of managerial ‘youth’ in Thai-based subsidiaries of Western multinationals," Asia Pacific Business Review, Taylor & Francis Journals, vol. 24(3), pages 330-350, May.
    2. Sawega James Walala & Esther Wangithi Waiganjo & Agnes Njeru, 2015. "Effect of Leadership Style on the Delivery of Quality Education in Public Technical and Vocational Education Institutions in Kenya," International Journal of Business Administration, International Journal of Business Administration, Sciedu Press, vol. 6(1), pages 63-76, January.
    3. Tim G. Andrews & Nartnalin Chompusri, 2013. "Understanding Organizational Practice Adoption at the Thai Subsidiary Corporation," Management International Review, Springer, vol. 53(1), pages 61-82, February.
    4. Tim G. Andrews & Khongphu Nimanandh & Khin Thi Htun & Orapin Santidhirakul, 2022. "MNC response to superstitious practice in Myanmar IJVs: Understanding contested legitimacy, formal–informal legitimacy thresholds, and institutional disguise," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 53(6), pages 1178-1201, August.
    5. Pajaree Ackaradejruangsri & Atthaphon Mumi & Sirirat Rattanapituk & Pijak Pakhunwanich, 2023. "Exploring the Determinants of Young Inclusive Leadership in Thailand: Research Taxonomy and Theoretical Framework," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 14(4), pages 3696-3723, December.

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