This study aims to contribute to our understanding of how transformational leadership (TFL) influences organisational learning capability (OLC), psychological contract and performance, as well as the process by which OLC and psychological contract mediate the relationship between TFL and performance. These concepts are widely studied in the western context. This study also aims to examine how applicable these concepts are to a nonwestern context. This study furthermore focuses on investigating two sample groups, namely subordinates and managers, who represent the employee as well as the employer perspective, in contrast to the vast majority of existing works which focus only on one of these two perspectives. This study selected a mixed-methodology case study as its research methodology. This study selected a market-leading company in the consumer-electronics business in Thailand for its single case study, in order to investigate the contextual dimension through in-depth analysis, particularly looking at the relationship and friendship culture emphasised in Thai culture, which is ignored in the western context. The mixed-methodology approach, including quantitative and qualitative methodologies, is utilised. The quantitative research focuses on surveys. In the qualitative research, semi-structured interviews are conducted, together with observations and documentary analysis. The findings reveal that TFL directly influences OLC, psychological contract and performance. However, the challenge comes when we seek links in the research with OLC and work performance. This study suggests that the TFL concept based on Bass (1985) may not be entirely applicable to the Asian context. This research found instead that managers who support only the development of their subordinates' competence cannot be expected to enhance performance. It is important for managers to engender commitment in subordinates. The relationship between managers and followers is a significant factor for performance improvement. If the relationship between managers and subordinates is good, they will help each other to achieve their goals. Therefore, this study suggests that, in applying the TFL concept to the Asian culture, the definition of TFL should be changed to focus not only on the development of subordinates' competence, but also their commitment. This research suggests that HR plays a key role in the organisation by developing managers so that they feel effective enough to develop their subordinates. This research also identifies that senior management has a powerful role to play in reinforcing trust and loyalty to the employees.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:715462 |
| Date | January 2017 |
| Creators | Keawchaum, Supannee |
| Publisher | University of Aberdeen |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?pid=231766 |
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