Future Transformational Leadership Competency for the Success of Transitional Thailand Food Industry Management


  • Chatchai Sanguanwongs
  • Taweesak Kritjaroen


The objectives of this study were to determine Transformational Leadership Competency (TLC), to identify TLC with four components, and to compare the mean score of the current TLC and future (expected) TLC of the sample group. The mixed method research was used to conduct the study with qualitative with the Delphi technique by using the questionnaire to collect the opinion of 20 organizational management experts and quantitative with a sample group of 411 Chief Executive Officers (CEO) of food business organizations.

Research results are as follows:

Phrase 1.         A qualitative study was conducted with 20 organizational management experts. There were 30 items of TLC found.

Phrase 2.         A quantitative study was implemented with 411 CEOs. The finding showed that TLC was verified by the four components of Inspirational Motivation (IM), Intellectual Stimulation (IS), Idealized Influence (II), and Individual Consideration (IC) by using Confirmatory Factor Analysis (CFA) with 25 items.

Phrase 3.         After the CFA was analyzed, these TLCs were implemented. The finding revealed that the mean scores of expected (or future) transformational leader competency in the four aspects of IM, IS, II, and IC are higher than the mean scores of current TLCs with the statistically significant level of 0.00 which is lower than 0.05.

The conclusion can be summarized that the four factors of TLC can predict the success of food SMEs in Thailand and be able to lead a company to compete with other food companies at the regional and global levels.