DEVELOPING THE STEWARD-INTEGRATOR LEADERSHIP (SIL): A NEW LEADERSHIP STYLE FOR THIRD-GENERATION THAI FAMILY BUSINESSES

Abstract

Background/ Problem: Thai family businesses form a cornerstone of the national economy, yet many face succession challenges as third-generation leaders navigate the tension between preserving legacy and driving modernization. Existing leadership models, including transactional, transformational, and servant, address parts of this challenge but lack cultural integration with Thai kinship-based governance and high power-distance norms. Consequently, multi-generational conflicts and unclear leadership practices pose a threat to long-term sustainability.

Objective/ Purpose: This study examines the relationships among Stewardship (ST), Visionary Transformation (VT), Servant Orientation (SO), and Integrative Mediation (IM) on Leadership Effectiveness (LEFF) among multi-generational leaders in Thai family businesses.

Design and Methodology: Two hundred and forty respondents, representing Boomers, Gen X, Millennials, and Gen Z, participated in the survey. Data were analyzed using Structural Equation Modeling (SEM) to validate the proposed framework.

Results:  Confirmatory Factor Analysis (CFA) demonstrated satisfactory construct reliability and validity (factor loadings = 0.68–0.79; CR = 0.82–0.88; AVE = 0.50–0.56). The model fit indices indicated an excellent fit (χ²/df = 1.128, GFI = 0.904, RMSEA = 0.023). The SEM results confirmed that all leadership dimensions significantly and positively influenced leadership effectiveness: IM (β = 0.39), VT (β = 0.36), SO (β = 0.33), and ST (β = 0.30). Among these predictors, Integrative Mediation emerged as the strongest determinant, emphasizing the importance of conflict resolution, relational harmony, and empathy in leadership performance. The findings suggest that effective leadership in Thai family enterprises is multidimensional, integrating transformational, servant, and stewardship qualities through mediation competence.

Conclusion and Implications: This study contributes to the development of the Visionary Habit Framework (VHF) and advances understanding of soft-power leadership as a culturally grounded approach for next-generation leaders in Thailand’s family business context.