INNOVATIVE LEADERSHIP AND TEAMWORK IN MICE ENTERPRISES
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Abstract
This study employed an explanatory sequential mixed methods design with 3 objectives: 1) to examine the levels of innovative leadership (IL), organizational learning (OL), team effectiveness (TE), and organizational performance (OP) in MICE enterprises in Thailand; 2) to analyze the causal effects of IL on OL, TE, and OP; and 3) to investigate the mediating roles of OL and TE in the relationship between IL and OP. Quantitative data were collected from 300 employees in MICE enterprises through purposive and quota sampling and analyzed using structural equation modeling (SEM). Qualitative data were obtained through in-depth interviews with 15 executives, project managers, and experts in the MICE industry to provide contextual explanations of the quantitative findings. The results revealed that IL exhibited the highest overall mean score, while the dimension related to the allocation of resources and networks to support innovation received the highest rating. The SEM results indicated that the proposed model demonstrated an excellent fit with the empirical data (χ²/df = 1.068, GFI = .948, CFI = .995, RMSEA = .015). IL had significant positive direct effects on OL, TE, and OP. In addition, a significant serial mediation effect was observed along the pathway IL → OL → TE → OP. The model explained 60.8% of the variance in OP. The qualitative findings further confirmed that leaders who promote innovation, support technology adoption, and encourage collaborative learning play a crucial role in enhancing both team and organizational development. The findings suggest that the sustainable development of Smart MICE Organizations requires the integration of IL, OL, and TE to strengthen organizational competitiveness.
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References
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