EXPLORING LEADERSHIP STYLES IN MULTI-GENERATIONAL TEAMS: A CASE STUDY OF THAI FAMILY BUSINESSES

Abstract

Background/ problem: In Thailand, family-owned businesses are vital for creating local economic and social value, with ownership typically being passed down through generations. However, descendant leaders face significant challenges in managing multi-generational teams.

Objective/ purpose: This study explored the conflicts encountered by third-generation leaders in managing multi-generational teams (MGT) in Thai family businesses.

Design and Methodology: A qualitative approach was employed involving in-depth online interviews with 20 successors of Thai family businesses. Participants were selected based on criteria including their leadership roles in family businesses with MGT structures. Using the qualitative interview method, the interviews were conducted in English and Thai.

Findings: The key findings revealed significant conflict arising from communication barriers, divergent management styles and resistance to change among generations. Generational differences in expectations and technology use resulted in inefficiencies and burdens for leaders. A key issue included misalignment between traditional practices from baby boomers and modern expectations from millennials, leading to difficulties in managing diverse teams.

Conclusion and Implications: The study highlights the importance of encouraging collaboration and suggests that mentorship and flexible communication methods can address generational gaps by enhancing habit formation theories with leadership practices. Future research should explore the application of social cognitive and goal-setting theories to better understand their potential for improving team performance and achieving company objectives.