Browsing by Author "Chavez, Gloria"
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    Developing cross-cultural leadership skills and cross-cultural team working skills through organization development intervention: a case study of a multinational enterprise (MNE) in Thailand
    ( 2016) Chavez, Gloria
    In the present competitive world of business, organizations need constant improvement in their organizational performance in order to survive in the unprecedented changes, Many previous research studies revealed that employee performance had positive relationships directly with organizational performance; as employees are nobody but the customers themselves. This research study focused on the benefits of leadership management and employee engagement in terms of working as a team. The main purpose of the action research was to develop cross-cultural leadership skills as well as cross-cultural team working skills at Best Water Technology (Thailand), a multinational enterprise in Thailand. This was done through Organization Development Interventions (ODI) by implementing Whole Brain Literacy (WBL) together with Neuro-Linguistic Programming (NLP). The action research was conducted in three phases (pre-ODI / ODI / and post-ODI) to determine the differences between the pre-ODI phase and the post-ODI phase. The findings of this research disclosed the WBL and NLP concepts implemented in OD interventions were effective and valuable not only for personal development but also for organizational development as they developed cross-cultural leadership skills and cross-cultural team working skills among organizational members.
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    Shifting from Transactional Leadership (T2) to Transformational Leadership (T3) behavior with a Full Range Leadership Development Program (FR-LDP) OD Intervention
    ( 2016) Hein, Shwe ; Chavez, Gloria
    Today's business leaders need to consider alternative ways to shift mindsets and behaviors in organizations for them to be effective in these exponential times. The main purpose of this study was to shift middle managers of the Myanmar ABC Company from transactional leadership (T2) to transformational leadership (T3) behavior using a Full Range Leadership Development Program (FR-LDP) with Appreciative Inquiry, Whole Brain Literacy and Action Learning OD Interventions. The action research model was applied using both quantitative and qualitative approaches. Data was collected with the use of 360-degree feedback assessment of MLQ 5X Short leaders and rater instruments, observations, and in-depth interviews. The action research was conducted in three phases of ODI to determine the differences between the pre and post-ODI. The findings of the study showed that the Full Range Leadership Development Program (FR-LDP) intervention program was effective and productive in shifting 27 middle managers from T2 to T3 behavior in the culture of the collectivist society of Myanmar. Specifically a) It shifted from high T2 at pre-ODI to low T2 practice in post-ODI; 2) It shifted and improved from low T3 in pre-ODI to high T3 practice in post-ODI; c) There were concomitant findings from Kirkpatrick's four level learning evaluation model based on their reaction, learning, behavior and result; d) T3 behavior is relevant and most applicable in the collectivistic culture of Myanmar because of the underlying assumptions that are associated with the characteristics of transformational leadership and the traits and key characteristics of collectivistic culture in charismatic perspective.