The Only Constant is Change: Developing a Compelling Story to Enable Organizational Transformation

Organizations face volatility, uncertainty, complexity, and ambiguity in their operating environments and must understand the global and organizational contexts in which they operate to transform for success. Organizations’ cultures inform their change capability and nimbleness to respond at a rapid pace. A compelling story that makes the case for change internally and externally contributes to change management success and is essential for leaders to develop and communicate effectively. This article was the basis for a keynote at the Nineteenth International Conference on Knowledge, Culture, and Change in Organizations: A New Story of Organizing

Perceptions of Working versus Becoming a Societal Burden after Retirement: Demographic Analyses of Industrial Workers in Thailand

The stage of aging society in Thailand has resulted in a decline of working population. Additionally, ineffective retirement planning may result in financial insecurity after retirement. This study aims to study the relationship between demographic characteristics of Thai industrial workers and their decision to work and tendency to become family and social burdens after retirement. A sample of 846 industrial workers from every region in Thailand—the Central, North, East, West, South, and North-East—was employed based on the quota sampling approach and intercept survey. Pearson chi-square tests and ordered logit regression modellings were used to analyze the relationships. The research results demonstrate that industrial laborers with marriage history intend to continue working after the age of sixty, which is the regular retirement age in Thailand. Additionally, this study shows that the level of education has a quadratic relationship with the intention to work after retirement. With regard to expectation to become a societal burden after retirement, psychologically the higher the laborers’ income, the more tendencies they have to be scared of becoming a societal burden. The quadratic relationship is also presented between industrial laborers’ ages and their expectation to become societal burdens after retirement. Finally, this study recommends the following to both the Thai government and private sectors: 1) supporting a career after retirement for retired industrial workers; 2) enhancing the elderly’s revenue assurance by encouraging the young to save for their retirement; and 3) improving the quality of elderly care policy.

Tobephobic Leadership: Flip Side of Collegial Leadership

The aim of this study was to investigate the role of emotional intelligence (EQ) to develop the knowledge, skills, attitude, and values of leaders in their working environment. Research affirms that EQ is equally important as the cognitive abilities (IQ) and technical skills for leaders to demonstrate. This study investigated whether leaders who had a high level of EQ would be imbued with collegial skills. On the flip side, another objective of this study was to determine the notion of tobephobic leadership and how this affected the job satisfaction of employees. Four hundred and seventy-four respondents participated in this quantitative study. They were required to complete a structured questionnaire that examined their leaders’ intrapersonal and interpersonal emotionally intelligent behaviours (EIBs). What emanates from this exploratory study is that leaders who lacked EIBs adopted a tobephobic approach, consequently creating anxiety and stress in the workplace. In contrast, exemplary collegial leaders who effectively used both IQ and EQ inspired the best from their workers and sustained high performance individuals, teams, and organizations. This research strongly suggests that the complexities of organizations require a new focus on collegial leadership, as opposed to tobephobic leadership, that extends far beyond possessing IQ alone. Furthermore, this study reveals that EQ is not in opposition to IQ, but it is an extension of the leaders’ potential to succeed. Of necessity, traditional cognitive intelligence (IQ) must be combined with non-cognitive intelligence (EQ) to help leaders perform at their best and inspire their employees to be successful and happy.