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Collaboration Leadership Creating Changes ISSN- 2394-5125 VOL 7, ISSUE 19, 2020 COLLABORATION LEADERSHIP CREATING CHANGES Vichian Puncreobutr Faculty of Education, English Program, St Theresa International College, 1 Moo 6, Rangsit Nakornnayok Road, Bungsan, Ongkharok, Nakornnayok 26120, [email protected] Received: 1 June 2020 Revised and Accepted: 10 July 2020 ABSTRACT: This research has the objective of studying the Collaboration Leadership, Leadership Behavior, Characteristic of Collaboration Leadership and Collaboration Leadership Styles to Create Changes. Studied from the document, in- depth interview with 83 executive administrators of PTT Public Company Limited, department executives of social sectors and international higher education institutions, who collaborate in creating the changes for the organizations and for the society. From the study it is found that 1) Collaboration Leadership is a process in which the leaders have the influential power towards the colleagues, both within the organizations and with other organizations by using the resourceful potentiality among the organizations 2) The behavior of the collaboration leadership consisted of 4 specific behaviors or STIC behaviors: S: Self- efficacy in creating collaboration, T:Transformation Catalyst creating changes, I: Imagining Future Possibilities and C: Corporate Social Responsibility 3) There are 2 important characteristics of collaboration leadership: Ability in creating the changes and the ability in creating collaborative activities 4) Leadership styles for collaboration to create changes are the relationship of the ability to create changes and the ability to create the collaborative activities, consisted of 4 types of collaboration leadership: Organization developer, organization creator, changes creator, and social creator KEYWORDS: Collaboration Leadership, Collaboration Leadership Behavior, Collaboration Leadership Characteristic, Collaboration Leadership Styles to create changes I. INTRODUCTION Leaders are people with two important qualifications: Management proficiency and specific competency (Finkelstein and Hambrick, 1996). Successful leaders must use all abilities to lead the organization to achieve results in 3 aspects: Being able to set up the organization direction, design the styles of the organization and cultivating organizational culture (Dess and Miller, 1993). Using suitable leadership in managing the organization with the collaboration of the people in the organization and with the other organizations effectively (Agranoff, 2007). Collaboration means, various organizations having different perspective on the problems but collaborate together in seeking the new inventive ideas, to have the changes in the working system (Gray, 1989), in order to obtain the new end products together (Linden, 2002). Leaders who use collaboration in working together, would begin from creating a collaboration group or a net work group, where the members of the group could voice an opinion freely and equally (Lucas,1998). Solving the problems together successfully when an organization does not have the potential to solve the problem self (Agranoff & McGuire, 2003). The collaboration among the business organizations has been in operation continuously which is the driving force to improve the quality of work (Jackson & Maddy, 2005). Apart from this, the collaborations among the business organization and educational organization in developing the education, such as, collaboration in education management with the local government organization (Chanita Rakpolmuang, 2015), research collaboration between university and industrial sector (Duangtip Viboolsakchai, 2012:8), collaboration from the elementary schools (Pisit Thep kraiwal, 2011) or collaboration from vocational schools (Vichian Puncreobutr, 2003). Leadership collaboration is therefore, expected to be applied as a guideline and a tool in the new, modern management (Agranoff, 2006). As for Thailand, there has been a collaboration in the business sector to create the changes, both, in business organizations and changes in the public communities or in the society, such as that of the PTT Public Company Limited which is one of the biggest business organization of the country (Pongsun Boonsun, 2015). Concerning PTT Public Company Limited, the leading business organization in Thailand, it is also a company with world class business management, the administrators use the abilities of human resources, creating collaborations from the personnel within the organization and with the other organizations in offering 8806 ISSN- 2394-5125 VOL 7, ISSUE 19, 2020 the best to the customers and the society, causing an unceasing development in creating quality products for the market and creates social changes to be a sustainable society (Pongsun Boonsun, 2015). Therefore, when such a big business organization such as the PTT Public Company Limited which has been using the collaborations with other business organizations and with the educational institutions, that has created both, the company growth and the changes which are beneficial to the society. It is shown that leadership collaboration has been used in creating changes effectively. From the success of collaboration leadership as above mentioned, the researcher has studied the collaboration leadership to create changes, using collaboration leadership as tools in managing the organization. To be beneficial in managing various organizations, both, business organizations and educational institution administrators at various levels. To use in developing the organizations, together with being useful to the other concerned units of work in promoting, supporting the personnel development, to develop the next generation of executives. Objectives The objective of this research is as follows: 1. To study the collaboration leadership, creating changes in Thailand 2. To study the behavior of collaboration leadership, creating changes in Thailand 3. To study the characteristic of collaboration leadership, creating changes in Thailand 4. To study the styles of collaboration leadership, creating changes in Thailand II. METHODOLOGY This is a qualitative research, consisted of 2 phrases, as follows: Phrase 1. The study of the conceptual framework in using the collaboration leadership The study in this phrase is to analyze the document to obtain the conceptual framework in using the collaboration leadership to create changes by content analysis. The conceptual framework is further used in setting up a structured interview form. Phrase 2. The study of collaboration leadership, creating changes The study in this phrase is to study the collaboration leadership, behavior of collaboration leader, characteristic of collaboration leader and the styles of collaboration leader, creating changes.Using in-depth interview with collaboration administrators and civil society groups who benefited from the collaboration. A group of 8 collaboration administrators of PTT Public Company Limited and 28 administrators from the government sector, private companies, social organizations and international higher education institutions, who collaborated in creating changes to the organizations and the society. Civil society groups of 47 persons, benefitting from the collaboration consisted of community leaders and local folks in the servicing area. Totaling 83 key informants acquired by Snowball method. Tools used in collecting the data are analysis document, interview forms, voice recorder and the researcher self. The data was collected during January 2017-December 2019. The data obtained was tested by Triangulation and further analyzed. III. RESULTS AND DISCUSSION It is found that: 1. Collaboration Leadership From the study it is found that the collaboration administrators have the leadership by emphasizing on collaboration among one another in creating the changes. The characteristic of the collaboration leadership which occurred is a process in which collaboration leaders use their influential power towards their colleagues in their own organizations and towards the other organizations, in order to bring the resources abilities among the organizations which are human abilities, organization competency and the best performances of the organization, to use in creating new activities, affecting the changes in the organization/or the changes in the society. 2. Behavior of the collaboration leader It is found from the study that the collaboration leader has a specific leadership behavior of emphasizing on the creating of collaboration or it is called, specific collaboration leadership which consisted of 4 behaviors: S: Self- efficacy in creating collaboration, T: Transformation Catalyst in creating changes, I: Imagining Future Possibilities and C: Corporate Social Responsibility. Thus, the specific leadership behavior is called STIC behaviors as follows: 2.1 S: Self-efficacy in creating collaboration is the leadership behavior of believing in having the perception of the ability to create collaboration, demonstrating the confident behavior towards the success of collaboration and empowering the colleagues to work together to achieve the goal efficiently. 2.2 T: Transformation Catalyst is a behavior in which the leaders use influential power to motivate the colleagues to change the way of thinking, changing the working process, to achieve the goal in a different way 8807 ISSN- 2394-5125 VOL 7, ISSUE 19, 2020 from the previous ways and changing the achievement of unchallenged goal to the change of reengineering by acting as a model and urging
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