Transformational Leadership and Customer Integration Affecting Supply Chain Performance of Thailand Logistics Service Providers
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Abstract
This research article aims to (1) Study transformational leadership, supply chain integration and supply chain performance, (2) Study and analyze the appropriate components of transformational leadership, supply chain integration, and supply chain performance. (3) Study the influence of transformational leadership factors, supply chain integration, and supply chain performance. The quantitative methodology was applied with data collection through questionnaires undertaken with 300 informants. Statistics used in the hypothesis include Structural Equation Modeling Analysis (SEM).
Findings are as follows: (1) Transformational leadership has a direct and positive influence on supply chain performance, (2) Transformational leadership has a direct and positive influence on supply chain integration, (3) Transformational leadership has a positive indirect influence on supply chain performance of logistics service providers in Thailand. Structural Equation Modeling Analysis found that the hypothesized model is consistent with the model and has high accuracy. Considered from 2= 38.84, Chi-square/df = 1.14 and p-value = 0.14 the CFI = 0.97 Benefits from this research can be used to explain the relationship between transformational leadership and customer integration that influence the supply chain performance of logistics service providers in Thailand. The study results can be used in management to guide the management for sustainable organizational performance.
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Academic articles, research articles, and book reviews in the Ph.D. in Social Sciences Journal are author’s opinions, and not the publisher’s, and is not the responsibility of the Ph.D. in Social Sciences Journal Philosophy Association, Ramkhamhaeng University. (In the case that research is done on human, the researcher has to be trained in Ethics for Doing Research on Human Training and has to produce the evidence of the training).
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