Operational Leadership Development Models for Manufacturing Organizations In Bangkok Metropolitan Region
Keywords:
Development of Operational Leadership Skills, Success in Creating Operational Leadership, Digital Culture Building, Operational Strategy ImplementationAbstract
This research aimed to 1) examine the importance of factors influencing the success of operational leadership development, 2) develop an operational leadership model for manufacturing organizations in the Bangkok Metropolitan Region, and 3) assess the practical suitability of the proposed model. The population consisted of 440 executives from manufacturing organizations in the Bangkok Metropolitan Region, selected through purposive sampling. Data were collected using a questionnaire aligned with the research objectives, and the analysis employed confirmatory factor analysis and structural equation modeling.
The results revealed that the development of operational leadership skills (DOS), building a digital culture (BDC), and the implementation of operational strategies (IOS) were significant factors influencing the success of creating operational leadership (SCOL). The operational leadership development model demonstrated a very good level of practical suitability, with strong model fit indices (chi-square = 115.792, chi-square/df = 1.219, df = 95, p-value = .072, CFI = .991, RMSEA = .022). The development of operational leadership skills exerted both direct and indirect effects on the success of operational leadership creation, with the indirect effects transmitted through digital culture building and operational strategy implementation.
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