A STUDY OF LEADERSHIP AMONG PRIVATE HOSPITAL EXECUTIVES IN NORTHEASTERN THAILAND
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Abstract
This study aimed to: 1) Examine the definition and leadership characteristics of private hospital executives in Northeast Thailand, and 2) Analyze and synthesize a model or dimensions of leadership. Utilizing a qualitative research methodology, this study integrated Appreciative Inquiry (AI) with Action Research. The key informants consisted of 10 private hospital executives, along with heads of general administration and nursing departments, totaling 30 participants from 10 private hospitals across 7 northeastern provinces. The research instruments included semi-structured in-depth interviews and focus group discussions. Data were analyzed using reflexive thematic analysis based on the Braun and Clarke framework, combined with a synthetic interpretation of field data. The findings revealed that private hospital executives in Northeast Thailand defined leadership as being human-centric, managing with loving-kindness and compassion, listening to personnel, building collaboration, and balancing service quality, business goals, and social responsibility amidst resource challenges, healthcare system shifts, and professional shortages. Seven leadership characteristics were synthesized: humanitarian leadership, collaborative leadership, visionary leadership, listening leadership, fair leadership, adaptive leadership, and balancing leadership. Furthermore, the study synthesized an “Appreciative Leadership Model” tailored to the private hospital context. This model comprises 3 core components: an inner layer of the Four Sublime States of Mind (Brahmavihara IV) as the moral foundation; a middle layer consisting of 8 leadership characteristics; and an outer layer utilizing the 4-D Appreciative Inquiry process as a mechanism for organizational development. This structure is grounded in a socio-cultural context that emphasizes care and empathy, allowing it to be effectively applied to leadership development.
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