Inclusive Leadership and Twenty-First Century Management Skills of Executives Affecting Success in Logistics Service Providers
Article Sidebar
Main Article Content
Abstract
The purposes of this research were to (1) study the level of executives’ inclusive leadership in logistics service providers; (2) study the relationship and influence of executives' inclusive leadership on success in logistics service providers; (3) study the level of management skills of executives in logistics service providers; and (4) study the relationship and influence of the management skills of executives on the success of logistics service providers. The sample consists of the company's top executives, such as the owner, executive chairman, or managers, for 340 people. The variables used in the study consist of three latent variables: the latent variable for business success, the leadership of executives, and 21st century management skills. Data were collected using both paper-based and online questionnaires. Statistics used to analyze the data were percentage, mean, standard deviation, frequency distribution, one-sample t-test, Pearson's correlation coefficient, and path analysis using structural equation model techniques. The results showed executives of logistics service providers had a high level of inclusive leadership. Inclusive leadership did not have a positive correlation with success for logistics service providers. Inclusive leadership had an indirect effect on the success of logistics service providers. Executives of logistics service providers had high levels of 21st-century management skills. Management skills of executives in the 21st century had a positive correlation with the success of logistics service providers, and management skills had a direct effect on the success of logistics service providers.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Views and opinions appearing in the Journal it is the responsibility of the author of the article, and does not constitute the view and responsibility of the editorial team.
References
Bourke, J., & Titus, A. (2019, March 29). Why Inclusive Leaders are Good for Organizations, and How to Become One. Harvard Business Review. https://hbr.org/2019/03/why-inclusive-leaders-are-good-for-organizations-and-how-to-become-one
Bovee, C.L., & Thill, J.V. (2015). Business in Action (7th ed.). Pearson Education.
Center for Economic and Business Forecasting. (2020). CEBF Business Research: CEBF BR Business Research by Center for Economic and Business Forecasting: 10 Outstanding Businesses in 2021. https://cebf.utcc.ac.th/upload/analysis_file/file_th_591d22y2020.pdf
Department of Business Development. (2022). Department of Business Development Enhances Entrepreneur’s Skills to Implement Logistics Management Strategies to Increase Inventory Storage Efficiency and Raise the Level of Logistics and Supply Chain Professionals to the International Level. https://www.dbd.go.th/news_view.php?nid=469422265.
Department of International Trade Promotion. (2022). Logistics Service Providers: Type of Business LSPs. https://www.tradelogistics.go.th/th/service-provider
Department of Trade Negotiations. (2022). Logistics Services. https://api.dtn.go.th/files/v3/5d777d5eef414061d86fc30e/download
Dillion, B., & Bourke, J. (2016). The Six Signature Traits of Inclusive Leadership. Deloitte University Press.
Freight Max Advertising Co., Ltd. (2022). Problems or Obstacles in the Development of Country’s Transportation System. http://freightmaxad.com/magazine/?p=382.
Janakiraman, M. (2011). Inclusive Leadership: Critical for a Competitive Advantage. https://slidelegend.com/download/inclusive-leadership-critical-for-a-competitive-advantage-berlitz_59d78fd01723dd5283382ddc.html
Kopecka, N. (2015). The Balanced Scorecard Implementation, Integrated Approach and the Quality of its Measurement. Procedia Economics and Finance, 25, 59-69.
Kuknor, S.C., & Bhattacharya, S. (2019). Inclusive Leadership: New Age Leadership to Foster Organizational Inclusion. European Journal of Training and Development, EJTD. DOI: 10.1108/EJTD-07-2019-0132
Management Library. (2022). Basic Skills in Management and Leadership. https://management.org/freebusinesstraining/leadership.htm
Moore, L.M., & Rudd, R.D. (2004). Leadership Skills and Competencies for Extension Directors and Administrators. Journal of Agricultural Education, 45(3), 22-33.
Moore, L.M., & Rudd, R.D. (2005). Extension Leaders’ Self-evaluation of Leadership Skill Areas. Journal of Agricultural Education, 46(1),68-78.
Muchtar, Y.C., Absah, Y., Isfenti, S., & Elisabet, S. (2021). The Role of Innovative Work Behavior as the Mediator Between Inclusive Leadership and Subjective Career Success. In Proceedings of the 3rd International Conference on Business and Management of Technology (ICONBMT 2021). DOI: 10.2991/aebmr.k.211226.029
Nembhard, I.M., & Edmondson, A.C. (2006). Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Important Efforts in Health Care Teams. Journal of Organizational Behavior, 27(7), 941-966. https://doi.org/10.1002/job.413
Rao, M.S. (2021). Peter Drucker’s Principles, Philosophies, and Practices. The Journal of Values-Based Leadership, 14(2), Article 16.
Rigby, D.K. (2015). Management Tools 2015 An Executive’s Guide. Bain & Company. https://media.bain.com/Images/BAIN_GUIDE_Management_Tools_2015_executives_ guide.pdf
Rigby, D.K. (2017). Management Tools 2017 An Executive’s Guide. Bain & Company. https://media.bain.com/Images/BAIN_BOOK_Management_Tools_2017.pdf
Singmatr, S., Meemana, P., & Kaewin, D. (2017). Leadership Traits of the Executive in the 21st Century. In RMU Graduate Research
Conference 2017.
Shambaugh, R. (2017). All Voices on Deck: How Inclusiveness Can Help Define Your Leadership Style. https://onlinelibrary.wiley.com/doi/full/10.1002/ltl.20300
Sharma, D. (2022). The Top 10 Human Skills for Managers (with examples). https://www.risely.me/10-important-human-skills-that-every-manager-should-master
Zhou, Y. (2018). The Impact of Inclusive Leadership on Employee Engagement: The Mediator of Psychological Capital and the Moderator of Job Embeddedness[Doctoral dissertation, National Institute of Development Administration].