Publication:
Effects of sustainable leadership on customer satisfaction: Evidence from Thailand

dc.contributor.authorSuparak Suriyankietkaewen_US
dc.contributor.otherMahidol Universityen_US
dc.date.accessioned2018-12-11T02:28:20Z
dc.date.accessioned2019-03-14T08:04:21Z
dc.date.available2018-12-11T02:28:20Z
dc.date.available2019-03-14T08:04:21Z
dc.date.issued2016-01-01en_US
dc.description.abstract© Emerald Group Publishing Limited. Purpose The purpose of this paper is to investigate a limited empirical study into the field of sustainable leadership (SL) and customer satisfaction. Hence, the quantitative effects and relationships between SL and customer satisfaction were examined based on empirical analysis and evidence from Thailand. These relationships are of interest for studying long-term corporate success and sustainability in firms. Design/methodology/approach The research design was based on an empirical, quantitative approach using a cross-sectional survey. Convenience sampling was used, gaining responses from 440 business managers across various industries in Thailand. SL model was adopted as a theoretical framework. Findings It is evident in this study that 16 out of 23 SL practices are significantly associated with enhanced customer satisfaction. Multiple regression analyses provide evidence that strong and shared vision, innovation, staff engagement and high quality are significantly and positively expected to increase customer satisfaction. In short, the four practices are the key predictors of and drivers for superior customer satisfaction in firms. Research limitations/implications One important implication is that business owners, leaders and managers from Thailand and other emerging Asia-Pacific economies should adopt these significant practices to improve superior customer satisfaction, thereby contributing to enhanced sustainable enterprises in the long run. Since the existing study is the first investigation into studying the relationships and their effects, it needs replication and cross-validation. Originality/value Overall findings are of empirical and practical significance to expand limited knowledge in the field, with scanty empirical research to date. It offers research insights into the relationships between SL practices and customer satisfaction. Hence, it is of empirical and practical significance. Limitations and future directions are also discussed.en_US
dc.identifier.citationAsia-Pacific Journal of Business Administration. Vol.8, No.3 (2016), 245-259en_US
dc.identifier.doi10.1108/APJBA-03-2016-0031en_US
dc.identifier.issn17574331en_US
dc.identifier.issn17574323en_US
dc.identifier.other2-s2.0-84984876261en_US
dc.identifier.urihttps://repository.li.mahidol.ac.th/handle/123456789/43294
dc.rightsMahidol Universityen_US
dc.rights.holderSCOPUSen_US
dc.source.urihttps://www.scopus.com/inward/record.uri?partnerID=HzOxMe3b&scp=84984876261&origin=inwarden_US
dc.subjectBusiness, Management and Accountingen_US
dc.titleEffects of sustainable leadership on customer satisfaction: Evidence from Thailanden_US
dc.typeArticleen_US
dspace.entity.typePublication
mu.datasource.scopushttps://www.scopus.com/inward/record.uri?partnerID=HzOxMe3b&scp=84984876261&origin=inwarden_US

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