Research on middle leadership capacity at the Post and Telecommunication Enterprises in Vietnam

pril 2018 through a questionnaire, then use quantitative research methods to run data on SPSS25.0 software to quantify the relationship between the elements that constitute the leadership capacity of the middle leader team at 3 Posts and Telecommunications enterprises with the results of their own leadership. 5. New contributions of the thesis 6. The structure of the thesis In addition to the introduction and conclusions, the thesis is structured into 5 chapters: Chapter 1: Overview of research Chapter 2: Theoretical foundations Chapter 3: Research Methods Chapter 4: Reseach Results Chapter 5: Findings and Recommendations CHAPTER 1. OVERVIEW OF RESEARCH 1.1. Overview of the researches on leadership capacity of the enterprise management team Regarding the research contents of the thesis, the author has studied the research related to leadership capacity such as: JeffreyA. Barach and D. Reed Eckhardt (1996); Mohamed (2007); Rod L. Lanigan (2012); Taylor, Cornelius and Kate Colvin (2014); Luu Ngoc Hoat (2015); Truong Hong Vo Tuan Kiet and Lam Huon (2015); Tran Thi Van Hoa (2011); Nguyen Manh Hung (2012); Tran Thi Phuong Hien (2014); Le Quan (2011); Dang Ngoc Su (2012) ... 1.2. Overview of the researches on the components of enterprise leadership capacity From the overview of theories of leadership capacity above, it can be seen that: leadership qualities, leadership knowledge and leadership actions are necessary for any leadership position and there are three components of leadership capacity are: Stogdill (1948, 1974); Sankar (2003); Smith and Foti (1998); Jeffrey D. Horey and Jon J. Facesen (2003); Bass (1996,1997); W.Bennis (1989, 2009); Tran Thi Phuong Hien (2014)... 1.3. Overview of the researches on enterprise leadership results Measurement of leadership results is recorded from different perspectives, serving different research purposes, in which people often approach leadership results in two groups of criteria: group of financial and non-financial indicators: Koene, Vogelaar and Soeters (2002); Knippenberg D.V, Hogg M.A. (2003); Piero et al (2005) .... 1.4. Overview of the researches on the relationship between the components of leadership capacity and enterprise leadership results Reave (2005); Mumford et al (2000); Noel Balliett Thun (2009); Sarah E. Strang và Karl W. Kuhnert (2009); Jon Aarum Andersen (2006); Luong Thu Ha (2015) 3 1.5. Research gaps T The author directs my research on the impact of middle leadership components on enterprise leadership results at Posts and Telecommunications enterprises in Vietnam to study part of the gap in the studies before. CHAPTER 2. THEORETICAL FOUNDATIONS 2.1. Theoretical foundations of leadership and leadership capacity 2.1.1. Theoretical foundations of leadership 2.1.1.1. The concept of leadership True scientific research on leadership has only begun in the twentieth century, although leadership has long been a subject of concern to philosophers and historians. Scholars and researchers around the world have given various definitions to the term "leadership" and these definitions also change over time. This concept can be approached in terms of substance, behavior perspective, can also be approached in terms of influence or interaction interaction. We consider and research some outstanding views of researchers such as Stogdill (1950); Merton (1957); Hemphill & Coons (1957); Bennis (1959); Janda (1960); Tannenbaum, Weschlert & Masarik (1961); Fiedlert (1967); Jacobst (1970); Katzt & Kahnt (1978); Hollandert (1978); Burns (1978); Hart (1980); Herseyt & Blanchardt (1982); Rauch & Behling (1984); Jacobst & Jaques (1990); Campbell (1991); Drath & Palus (1994); Clark (1997); Mumford (2000); Yukl (2002); Warren Bennis (2009) 2.1.1.2. Differentiating between "Leadership" and "Management" 2.1.1.3. Differentiating between "Leadership" and "Administration" 2.1.1.4. The theory of leadership According to Bolden et al. (2003), the summary of leadership theory includes the following outstanding schools: The leader individuality theory; Behavioral leadership theory; Theory of situational leadership; The theory of random leadership; Leading theory leads to goals; Professional leadership theory; New leadership theory on quality. 2.1.2. Theoretical foundations of leadership capacity 2.1.2.1. The concept of capacity The term individual competencies used in research are "a combination of qualities, knowledge and the ability to manipulate them (actions) to perform well the work of the individual". 2.1.2.2. Concept of leadership capacity Based on the BKD (Be - Know - Do) model of Donald J. Campbell & Gregory J. Dardis (2004), the author introduces the concept "Leadership capacity is a combination of knowledge, qualities and practices activities that a leader should have in leadership activities, leadership of subordinates, organizational leadership to achieve the set goals of the enterprise”. 2.2. Theoretical foundations of middle leadership capacity in enterprises 2.2.1. The concept of middle leadership Middle leadership is the intermediary between the senior management (General Director, Director, 4 Chairman, ...) and the staff. They are an important link between the strategic vision of senior leaders and those who directly implement. They are the people who communicate, plan, manage and turn the ideas of senior leaders into reality. 2.2.2. The role of middle leaders 2.2.3. The concept of middle leadership capacity Middle leadership capacity in the thesis is understood as a combination of leadership knowledge, leadership qualities and leadership actions that a middle leader should have in leadership activities, team leadership subordinates to achieve the goals of the enterprise set from the beginning. 2.2.4. Framework of middle leadership capacity 2.3. Elements of middle leadership capacity in the enterprise 2.3.1. Leadership qualities (BE) a. Positive qualities: Far-sighted vision; Adventurous and assertive; Inquisitive; Innovative and creative thinking; Flexible and responsive; Responsibility; Comprehensiveness; Professional ethics; Patience Confidence; Empathy; Inspire b. Negative qualities: Egotistic; Arrogant; Thought to dominate; Crafty tricks 2.3.2. Leadership knowledge (KNOW) - The general business knowledge includes: knowledge about businesses and industries, business areas of enterprises, knowledge about culture and society, - Knowledge of leadership includes: knowledge of personal leadership, knowledge of business strategy, knowledge to run business operations, knowledge of human resource management. - Other additional knowledge is also needed for middle leadership such as knowledge of corporate culture, knowledge of change management, international economic integration, and foreign language and information technology. 2.3.3. Leadership action (DO): Accept the challenge; Create shared vision; Staff development; Set an example for subordinates; Transfusion enthusiasm. 2.4. Factors affecting middle leadership capacity in the enterprise 2.4.1. Factors that belong to the leader himself: Educational level; Experience; Natural qualities; Age; Family traditions; Health 2.4.2. Internal factors: The size of the business; Type of business; Organizational structure of the enterprise 2.4.3. External factors: Economic environment; Political and legal environment; Cultural and social environment; Science and technology environment; The level of competition in the market. 2.5. Enterprise leadership results 2.5.1. Concept of the results of enterprise leadership 5 The results of enterprise leadership are understood as the result of the leadership's impact on employees directly under and on the working environment in the enterprise. 2.5.2. The indicators measure the results of enterprise leadership 2.5.2.1. Financial indicators: sales, profits, business growth, stock market price . 2.5.2.2. Non-financial indicators: Staff satisfied at work; Employees are committed to sticking with the business; Staff feel comfortable mentally; Ability to organize work; Thought to be innovative. 2.6. Research models 2.6.1. Choice of fundamental theory Because of the research topic on the components of leadership capacity, the author decided to "localize" my research in the theoretical framework of leadership capacity under the model of BKD (Be-Know-Do) of Donald J Campbell & Gregory J. Dardis (2004). 2.6.2. Research models Figure 2.2. Research model of the thesis Source: Author's proposal CHAPTER 3. RESEARCH METHODS 3.1. Research process Step 1: Confirm research objectives. Step 2: Building a theoretical framework of leadership designed according to BKD model of Donald J. Campbell & Gregory J. Dardis (2004) including 3 elements of leadership capacity (Be - Leadership qualities, Know- Leadership Knowledge and Do - Action leadership). Step 3: Construction and calibration of scales. MIDDLE LEADERSHIP CAPACITY Leadership qualities (BE) Leadershipknowledge(Know) Leadership action (DO) LEADERSHIP RESULTS Variable control: Age, gender, education, experience. 6 Step 4: Preliminary quantitative research to assess scales with small sample sizes. Step 5: Complete the scale before conducting the official survey. Step 6: Test the model by Pearson correlation coefficient analysis, multivariate regression analysis. Step 7: Presenting a discussion of the research implications of three hypotheses, thereby proposing tasks that middle managers need to perform in their unit management. 3.2. Data sources 3.2.1. Primary data Primary data was collected from surveys through questionnaires of three typical Post and Telecommunications enterprises in Vietnam (Vnpost, Viettel, VNPT). 3.2.2. Secondary data Secondary data is collected from documents of the General Statistics Office, Ministry of Information and Communications, Ministry of Defense and from the three typical Post and Telecommunications enterprises in Vietnam (Vnpost, Vietel, VNPT). 3.3. Research Methods 3.3.1. Qualitative research 3.3.1.1. Expert method: The expert method is used by the author to further clarify the research contents, especially the opinions of experts who help the author in designing the questionnaire and proposing solutions. 3.3.1.2. In-depth interview method: The objective of the in-depth interview method is to adjust the draft scale designed from the results of the above-mentioned expert method to complete the official scale used in quantitative research. 3.3.2. Quantitative research 3.3.2.1. Preliminary quantitative research Step 1: Designing the official survey form Step 2: Choose a sample to investigate Step 3: Preliminary assessment of the scale 3.3.2.2. Official quantitative research The process of formal quantitative research in this research was conducted by the author through regression analysis of the influence of the three components of leadership capacity on the leadership results of the middle leadership team at 3 Post and Telecommunication enterprises in Vietnam(Viettel, Vnposst, VNPT). CHAPTER 4. RESEARCH RESULTS 4.1. Research results on the status of middle leadership capacity at Post and Telecommunications enterprises in Vietnam 4.1.1. Overview of middle leadership team at Posts and Telecommunications Enterprises in Vietnam 7 4.1.1.1. About the age of the middle leadership team 4.1.1.2. About the gender of the middle leadership team 4.1.1.3. About the education level of the middle leadership team 4.1.1.4. About the qualification of the middle leadership team 4.1.1.5. About seniority of working and management experience 4.1.2. Research results on the status of middle leadership capacity at Post and Telecommunications enterprises in Vietnam 4.1.2.1. About the Leadership qualities (Be) The survey results shown in Table 4.6 show that all leadership qualities including positive and negative qualities are assessed at average and fairly from 3.10 points to 3.49 points. In which, most leadership qualities assessed by other subjects tend to be higher than middle self-assessment leaders. 4.1.2.2. About the Leadership knowledge (Know) The information gathered in Table 4.7 shows that: Most of the leadership knowledge of the middle leadership team is rated at less than 3.5 points on a scale of 5. Assessment of the status of the knowledge also has some points is the heterogeneity between middle leaders and others; Middle leaders tend to underestimate other subjects. 4.1.2.3. About the Leadership action (Do) The information gathered in Table 4.8 shows that: Most of the leadership actions of the middle leadership team are assessed to be quite high, on average 3.5 points on a five-point scale. Leadership qualities and leadership knowledge, when evaluating leadership actions also have heterogeneity between middle leaders and other subjects, middle leaders often tend to underestimate another statue. 4.1.3. General assessment of middle leadership team and middle leadership capacity at Posts and Telecommunications enterprises in Vietnam 4.1.3.1. General assessment of middle leadership team 4.1.3.2. General assessment of middle leadership capacity 4.2. The results of the study on the influence of the components of middle leadership on leadership results at Posts and Telecommunications enterprises in Vietnam 4.2.1. Results of survey screening The author investigated 986 people and collected 831 questionnaires then filtered out 751 valid questionnaires. 4.2.2. Results of sample analysis Data collected from this 751 votes will be used to conduct analysis, to answer the research questions posed. After performing the data cleaning and processing of primary data through Excel software, the final data is entered into SPSS 25.0 software data so that software tools can be started to be distributed and conduct 8 evaluation. The analysis process results are presented in detail in the next section. 4.2.3. Results of assessing the reliability of the scale The analytical results shown in Table 4.11 show that Cronbach's Alpha coefficients for all variables are greater than 0.7. This shows that the survey data is completely reliable. The correlation coefficient of the sum of all observed variables with the factor that these variables represent is greater than 0.5. This shows that the respondents have the concept of the factor group given according to the observed variables expressing that factor, so the scale is built based on the appropriate observed variables. Therefore, the scales were concluded to ensure reliability. Observed variables and factors are retained for further analysis. 4.2.4. Results of the Exploratory Factor Analysis (EFA) 4.2.4.1. Exploratory Factor Analysis (EFA) for the scale of independent variables - Bartlett's test results show that the variables in the population are correlated with each other (Sig = 0.000 0.5 demonstrates the factor analysis results to group the variables together each other is guaranteed reliability. - The above observed variables have factor load factor (Factor Loading) > 0.5, which is up to the standard, and the difference between the factor load factors of the observed variables is greater than 0.3. Therefore, there is no need to eliminate any observed variables in the analysis. - Eigenvalues coefficient of the third factor is 4.388> 1, proving that the data obtained has a good convergence, confirming that there are 03 factors drawn from the analysis. - The coefficient of total variance extracted of 03 factors is equal to 57,464, showing the variation of factors given in the analysis can explain 57.46% of the variability of the original survey data. The value of extracted variance is greater than 50%, so that an analysis is required. 4.2.4.2. Exploratory Factor Analysis (EFA) for the scale of dependent variable The analytical results shown in Table 4.13 also show that the factor analysis for the dependent variable also ensures reliability when the KMO coefficient = 0.882> 0.5, the variance extracted by 56.784 shows the variation of The observed variables in this group will represent 56.78% of the variation of the factor. 4.2.5. Results of multiple linear regression analysis Table 4.14. Summary of regression models Models R R2 R2 adjustment Durbin- Watson The model of middle leadership team self- assessment .900a 0.780 0.774 1.664 Models of other subjects assessed .872 a 0.760 0.758 1.835 Source: Data analysis results 9 The regression analysis results shown in Table 4.16 show that: The coefficient Sig = 0.000 in the ANOVA test shows that the reliability in the regression analysis results is guaranteed with low errors; This confirms that the independent variables all affect the dependent variable, which also means that the constituent elements of the middle leadership will affect the leadership results. Moreover, the VIF coefficient of all factors is less than 2.0, so there is no multi-collinear phenomenon between independent variables. Both regression models with adjusted Beta coefficients are greater than zero, showing a positive correlation between the independent and dependent variables. With the above results, the regression equation was investigated for the two models as follows: KQ = 0.524* TC + 0.516* HD + 0.385* KT (1) KQ = 0.538* HD + 0.490* TC + 0.434* KT (2) In which: (1) is the evaluation model of middle leadership team, (2) is the evaluation model of other groups (including senior leaders, low leaders and junior staff). 4.2.6. Results of testing the differences between control variables when evaluating leadership results 4.2.6.1. Differences between sex groups 4.2.6.2. Differences between age groups 4.2.6.3. Differences between education groups 4.2.6.4. Differences between experience groups 4.2.7. Test results of research hypotheses With the above analysis results, the initial research hypotheses have been proved to be statistically significant and accepted. CHAPTER 5. FINDINGS AND RECOMMENDATIONS 5.1. Discuss the research results Research results have shown that all three components of the middle leadership team are leadership qualities, leadership knowledge and leadership actions that positively impact leadership results at Post and Telecommunication enterprises in Vietnam. Therefore, the conclusion of the thesis can be drawn as "When the middle leadership team has the ability to respond to leadership capacity as much as possible, the results of business leadership will be better". 5.2. Recommendations 5.2.1. Improve leadership qualities (BE) Firstly, middle leadership team at Post and Telecommunications enterprises in Vietnam themselves must always be aware of the importance of learning and training to form appropriate personal qualities for your leadership. Secondly, during their operation, middle leadership team at Posts and Telecommunications enterprises in Vietnam must find the missing and weak personal qualities to improve the personal nature; On the other hand, new characteristics must be formed to suit the characteristics of the Post and Telecommunications 10 industry and the change of the operating environment of the enterprise. Thirdly, in addition to the awareness of the importance of learning and training leadership qualities, the medium leadership team at Post and Telecommunications enterprises in Vietnam also need to know how to apply them sensible on your business leadership action. 5.2.2. Improve leadership knowledge (KNOW) Firstly, participating in training courses for middle leaders organized by domestic and foreign units with topics related to the basic knowledge that a middle leaders must have and new leadership knowledge consistent with the characteristics of the Post and Telecommunications industry integrated from other countries in the world such as: knowledge of human resource management, financial management, personal leadership, knowledge on planning and building a business strategy Secondly, regularly update and supplement new leadership knowledge through the mass media, via the internet, through magazines and newspapers related to leadership activities such as: business magazines, Saigon businessman newspaper, knowledge magazine today Thirdly, participate in business forums, clubs or seminars to share leadership and management experiences in order to collect information and improve the leadership vision for themselves such as business clubs, forums business director, middle business forum, staff day seminar or Post and Telecommunications industry 5.2.3. Improve leadership action (DO) - For action of Accepting the challenge - For action on Staff Development - For action of setting an example for subordinates 5.2.4. Developing "Leadership Capacity Framework" and "Career Map" for the middle leadership team at Posts and Telecommunications industry in Vietnam Table 5.1. Suggestions for “Leadership Capacity Framework” of the middle leadership team at Posts and Telecommunications industry in Vietnam Name of capacity Description of capacity LEADER SHIP QUALITIES Innovation and Creativity Supporting creative ideas of employees Seeing obstacles as opportunities for creative change Flexible and Responsive Sensitivingto business opportunities in the market Knowing how to change the issued decision to suit the actual situation of the business Responsibility High responsibility in work 11 Daring to be responsible for your own actions, words and failures Assertiveness Being consistent with your decisions Daring to make decisions in emergency and complex situations Visionary Sensitiving to business opportunities in the market Know how to look far and wide Comprehension Ability to cover all jobs Ability to assess the work situation Empathetic Interested, motivated staff in a timely manner Listening to the sharing of employees Empathy with the plight of the staff LEADER SHIP KNOWL EDGE Business leadership Knowledge of personnel management Knowledge of laws related to Post and Telecommunications Knowledge of foreign languages and basic information technology Knowledge of corporate culture Knowledge of decentralization, authorization and work assignment Knowledge of self-leadership Knowledge of risk management and change management Knowledge of business planning and strategy building Professional knowledge Professional knowledge about Post and Telecommunications such as: multimedia technology, information technology, multimedia communications, information security, electronic techniques ... Accept the challenge Daring to cope with difficult challenges Looking for business opportunities 12 LEADER SHIP ACTION from new products, new technologies, new markets. Looking for opportunities and challenges to test your abilities Proactively to overcome difficulties Enthusiastic action for employees Praising employees for achievements Building the organizational culture Composing the song of Posts and Telecommunications Building the team spirit Staff development Fostering for employees Braving to decentralize and delegate rights according to each employee's forte Encouraging employees to make their own decisions Listening and caring about the opinions of your employees Set an example for subordinates Clearly and fully aware of its management functions and duties Providing a process for achieving clear goals Compling with commitments and keep promises Create shared vision Spreading the enthusiasm and goodwill at work for employees Encouraging people to share bright future wishes Imagining the future prospects Source: Author's proposal Table 5.2. Suggestions for “Career Map” of the middle leadership team at the Post and Telecommunications industry in Vietnam Full name: Position: Department is working: 13 B u sin ess is w o rking : E xp ectatio n s o v er th e n ext 5 -10 y ears Th e co m p eten cies req uired of a m iddle lead er Th e lead ership cap acity b uilding plan is req uired 1 . F o r th e co u ntry : . 1 . L ead ership q u alities: 1 .L ead ership q u alities: 2 . F o r b u sin esses: . 2 . L ead ership k n o w ledg e: . 2 .L ead ership k n o w ledg e: . 3 . F o r fam ilies: . 3 . L ead ership actio n s: 3 .