136 29 4 - 2552

LeadershipforEfficiencyOrganization

........

E-mail: napawan_kan@utcc.ac.th

294-2552

2 (1)

(Continuous Change) (2)

(Discontinuous Change)

(1)

(2)

(3)

5

.

137 29 4 - 2552

:

Abstract

Todays business involves environmental changes. Environmental changes are of two

broad types: continuous change and interrupted change. Consequently, organizations

must change, adapt, and be flexible in order to be efficient. Efficient organizations

adjust to the environmental changes. Thus, modern organizations should have 3

leadership types. The first is competent leadership. Competent leadership refers to

personal traits and qualities, exercising a discretionary time span, maintaining the best

degree of flexibility, identifying and developing potential, motivating and providing

inspiration, paying attention to detail and managing core competencies. Second, high-

performance leadership is personal leadership, tracking leadership and potential

leadership at every level of the organization. Third, leadership as an exercise in virtual

reality is leadership as management, leadership as excellent management, leadership

with values, trustworthy leadership and spiritual leadership. Leadership has become

an important organizational and human quality necessary to manage and respond to

a changing environment.

Keywords: Leader, Leadership, Competent Leadership, High-performance Leadership,

Leadership as an Exercise in Virtual Reality

2 (1)

(Continuous Change)

(2)

(Discontinuous Change)

138 29 4 - 2552

ATM

5. (New Legislation):

6.

(Environmental Shocks):

Doyle

Stern

3 (1)

(Leadership asCompetency) (2)

Doyle and Stern

(2006, 94-95)

1. (New Technology):

2. (New Segments):

(Leisure Market)

3. (New Channels

of Distribution):

Dell Computer

4.

(Market Redefinition):

Docutel ATM

IBM Burroughs

.

139 29 4 - 2552

(High-performance

Leadership) (3)

(Leadership

as an Exercise in Virtual Reality)

1.

(Leadership as

Competency)

Morden (1997: 519)

Armstrong (1990: 165)

Cole (1996: 213)

Hamel and Prahalad (1994: 202-

203)

(Competence)

(Leadership as Competency)

1.1

(Personal Traits and Qualities):

Bennis and Nanus (1985 cited in Morden,

1997: 521)

1.2

(Time Span of Discretion): Jaques (1976

cited in Morden, 1997: 521)

1.3

(Maintaining Best Fit):

140 29 4 - 2552

1.4

(Identifying and Developing Potential):

Hickman (1992 cited in Morden, 1997: 522)

(Murphy, 1996 cited in Morden, 1997:

522)

1.5

(Motivat ing and Providing

Inspiration):

1.6 (Paying

Attention to Details): Peters and Waterman

(1982 cited in Morden, 1997: 522)

Peters and Austin (1986 cited in Morden,

1997: 522)

1.7 (Managing

Core Competences):

(1) (Managing the

Knowledge Base) (2)

(Managing Core Competences) (3)

(Management of the

Technology Dynamics) (4)

(Management of the Innovation

Dynamics) (5)

(Management of Change Processes)

2. (High-

performanceLeadership)

Jones (2004: 34)

.

141 29 4 - 2552

(Sustainable Competitive Advantage)

(1)

(2)

(3)

(1)

(Stakeholders)

(Stakeholders)

(2)

(3)

142 29 4 - 2552

3.

(Leadership

asanExerciseinVirtualReality)

Fairholm (1998: 187)

.

143 29 4 - 2552

5

(1)

(LeadershipasManagement)

Frederick W. Taylor

(Hard Sciences)

Selznick (1957 cited in Fairholm,

1997: 189)

(Shared

Value)

Kotter (1991 cited in Fairholm, 1997: 189)

(Empowerment)

Selznick (1957 cited

in Fairholm, 1997: 189) Kotter (1991

cited in Fairholm, 1997: 189)

(2)

(LeadershipasExcellentManagement)

Juran (1989 cited in

Fairholm, 1997: 189)

144 29 4 - 2552

Juran

(3)

(ValuesLeadership)

Juran

Fairholm (1991: 190)

(Competency)

(4) (Trust

Leadership)

.

145 29 4 - 2552

(Gibb, 1978 cited in Fairholm, 1997: 190)

Fairholm

(5) (Spiritual

Leadership)

Fairholm

(1997: 191)

(Downsizing)

(Nair, 1994 cited in

Fairholm, 1997: 191)

(Stakeholders)

3

146 29 4 - 2552

5

Armstrong, M. 1990. How to Be an Even

BetterManager. London: Kogan Page.

Bennis, Warren, and Nanus, Burt. 1985.

Leaders: The Strategies for Taking

Charge.New York: Harper & Row.

Cole, A. 1996. Management: Theory and

Practice. London: DP Publications.

Doyle, Peter, and Stern, Phil l ip. 2006.

MarketingManagementandStrategy.

London: Prentice Hall.

Fairholm, Gilbert W. 1991. ValuesLeadership:

Toward a New Philosophy of

Leadership.New York: Praeger.

____. 1994. Leadership: a Function of

Interactive Trust. JournalofLeadership

Studies, 2: 9-19.

____. 1997. Capturing the Heart of

Leadership:SpiritualityandCommunity

the New American Workplace.

Westport, CT: Praeger.

____. 1998. Leadership as a Exercise

in Virtual Real i ty . Leadership &

Organization19: 187-193.

Gibb, R. 1978. Trust: A View of Personal

and Organizations Development.

Los Angeles, CA: Guild of Tutors Press.

Hamel, Gary, and Prahalad, Coimbatore K.

1994. Competing for the Future.

Boston, MA: Harvard.

Jones, Graham. 2004. High-Performance

Leadership. Human Resource

Management12: 34-38.

Morden, R. 1996. PrinciplesofManagement.

London: McGraw-Hill.

Morden, Tony. 1997. Leadership as

Competence. Management Decision

35: 519-526.

Asst. Prof. Napawan Kananurak received her Master of Business

Administration in Marketing from the University of New Haven, U.S.A. She is

currently Assistant Professor in the School of Business, University of the

Thai Chamber of Commerce. Her main interests are Product and Pricing

Management, Brand Management and Marketing Strategy.