Creative Leadership Affecting Organizational Performance according to the Balanced Scorecard: A Case Study of Public Limited Companies in Bangkok, Thailand

Abstract

This paper aims to analyze a relationship and the effect of creative leadership on organizational performance according to the Balanced Scorecard of Public Limited Companies in Bangkok. The samples used in this study were 370 participants who were administrators, general managers, department heads and employees working in Public Limited Companies located in Bangkok metropolitan areas. The research questionnaire was used as a tool to collect data. Statistics used in this study consisted of percentage, mean, standard deviation, Pearson Correlation and Multiple Regression Analysis (MRA). The research results indicated that creative leadership was positively related to organizational performance of Public Limited Companies in Bangkok. Creative leadership also had an effect on organizational performance of Public Limited Companies. The variable of creative leadership which had the highest effect on organizational performance was creativity (Beta = .528, p < .01), followed by vision (Beta = .524, p < .01), inspiration (Beta = .428, p < .01), problem solving (Beta = .178, p < .01), flexibility (Beta = .168, p < .01), and trustworthiness (Beta = .128, p <.05). Creativity is considered as the most important characteristic of organizational leaders; therefore, the company leaders should be encouraged to have creativity in order to create innovation, find new ways to solve problems and drive organization to achieve sustainable growth and development. In addition, this research provides detailed concepts, theories and new findings about creative leadership and organizational performance according to Balanced Scorecard, which can be used as references for further study.