Nghiên cứu năng lực lãnh đạo cấp trung tại các doanh nghiệp bưu chính viến thông việt nam tt tiếng anh

1 INTRODUCTION Research Methods Data collection methods: Data sources for dissertation research include secondary and primary data Necessity of research International economic integration is an indispensable trend in the world today n the process of sources international economic integration, Vietnamese enterprises in general and especially Vietnam Post and Data analysis method: Primary data were surveyed by the author for months from October 2017 to Telecommunications enterprises in particular are facing a great challenge of what to to maintain and April 2018 through a questionnaire, then use quantitative research methods to run data on SPSS25.0 software develop their operations in order to survive and thrive in an increasingly competitive business environment to quantify the relationship between the elements that constitute the leadership capacity of the middle leader Especially in the context of the constantly changing world economy, the trend of deeper and deeper team at Posts and Telecommunications enterprises with the results of their own leadership international economic integration, the increasingly fierce and fierce global business and competition New contributions of the thesis environment, have been setting forth Great requirements and challenges for Vietnamese enterprises and business leaders In particular, the requirement to build a modern leadership team with full qualifications, knowledge and leadership is a very urgent requirement for Vietnamese enterprises today Post and The structure of the thesis In addition to the introduction and conclusions, the thesis is structured into chapters: Telecommunication sector is a spearhead economic sector of Vietnam, businesses operating in the field of Chapter 1: Overview of research Posts and Telecommunications are always considered as effective activities contributing to the growth of the Chapter 2: Theoretical foundations national economy But in the context of today's global competition, not all businesses are successful Up to Chapter 3: Research Methods the present time, the Post and Telecommunications industry in Vietnam has 11 enterprises operating in which are Chapter 4: Reseach Results typically enterprises: Vietnam Posts and Telecommunications Group (VNPT), Vietnam Post Corporation Chapter 5: Findings and Recommendations (VNPost) and Military Telecom Corporation (iettel) with a total of 774 middle leaders with an average age of 40 CHAPTER OVERVIEW OF RESEARCH years and seniority of more than 10 years In recent years, with the adherence to the standards in the regulations on appointment of leaders at all levels, it has basically met the requirements of enterprises and the Post and Telecommunications industry However, up to now, most enterprises in the Post and Telecommunications industry have not developed a title standard for middle and low leaders, but have only built a common title standard for senior leaders (CEO) Therefore, the middle leaders of Post and Telecommunications enterprises in general is still familiar with subsidy management practices, not really breaking through and integrating with the market mechanism Therefore, the current problem is the leadership capacity of the middle leaders of Vietnam 1.1 Overview of the researches on leadership capacity of the enterprise management team Regarding the research contents of the thesis, the author has studied the research related to leadership capacity such as: JeffreyA Barach and D Reed Eckhardt (1996); Mohamed (2007); Rod L Lanigan (2012); Taylor, Cornelius and Kate Colvin (2014); Luu Ngoc Hoat (2015); Truong Hong Vo Tuan Kiet and Lam Huon (2015); Tran Thi Van Hoa (2011); Nguyen Manh Hung (2012); Tran Thi Phuong Hien (2014); Le Quan (2011); Dang Ngoc Su (2012) Post and Telecommunications enterprises to what extent and how much can meet the needs of the global process internationalization and integration For the above reasons, the author has chosen the topic "Research on middle 1.2 Overview of the researches on the components of enterprise leadership capacity leadership capacity at the Post and Telecommunication Enterprises in Vietnam" for my thesis From the overview of theories of leadership capacity above, it can be seen that: leadership qualities, Research purpose leadership knowledge and leadership actions are necessary for any leadership position and there are three Assessing the status of the leadership capacity of the middle leader team at Posts and Telecommunications components of leadership capacity are: Stogdill (1948, 1974); Sankar (2003); Smith and Foti (1998); Jeffrey enterprises in Vietnam, based on which propose feasible solutions to develop and further enhance the D Horey and Jon J Facesen (2003); Bass (1996,1997); W.Bennis (1989, 2009); Tran Thi Phuong Hien capacity of middle leader team at Posts and Telecommunications enterprises in Vietnam (2014) Object and scope of research 3.1 Object of research: the middle leader team at Posts and Telecommunications enterprises in Vietnam 1.3 Overview of the researches on enterprise leadership results Measurement of leadership results is recorded from different perspectives, serving different research purposes, in which people often approach leadership results in two groups of criteria: group of financial and 3.2 Scope of research About space: Currently in Vietnam there are 11 enterprises operating in the field of post and telecommunications In the framework of the thesis, the case study author at enterprises: Vietnam Post and Telecommunications Group (VNPT), Vietnam Post Corporation (VNPost) and Military Telecom non-financial indicators: Koene, Vogelaar and Soeters (2002); Knippenberg D.V, Hogg M.A (2003); Piero et al (2005) 1.4 Overview of the researches on the relationship between the components of leadership capacity and enterprise leadership results Corporation (Viettel) Reave (2005); Mumford et al (2000); Noel Balliett Thun (2009); Sarah E Strang Karl W Kuhnert About time: Secondary data was collected in the years 2014-2017, primary data was collected from October 10, 2017 to April 2018, and the proposed solution was to 2025 (2009); Jon Aarum Andersen (2006); Luong Thu Ha (2015)… 1.5 Research gaps Chairman, ) and the staff They are an important link between the strategic vision of senior leaders and T those who directly implement They are the people who communicate, plan, manage and turn the ideas of The author directs my research on the impact of middle leadership components on enterprise leadership results at Posts and Telecommunications enterprises in Vietnam to study part of the gap in the senior leaders into reality 2.2.2 The role of middle leaders studies before CHAPTER THEORETICAL FOUNDATIONS 2.1 Theoretical foundations of leadership and leadership capacity 2.1.1 Theoretical foundations of leadership 2.2.3 The concept of middle leadership capacity Middle leadership capacity in the thesis is understood as a combination of leadership knowledge, leadership qualities and leadership actions that a middle leader should have in leadership activities, team leadership subordinates to achieve the goals of the enterprise set from the beginning 2.1.1.1 The concept of leadership 2.2.4 Framework of middle leadership capacity True scientific research on leadership has only begun in the twentieth century, although leadership has long been a subject of concern to philosophers and historians Scholars and researchers around the world have given various definitions to the term "leadership" and these definitions also change over time This concept 2.3 Elements of middle leadership capacity in the enterprise 2.3.1 Leadership qualities (BE) can be approached in terms of substance, behavior perspective, can also be approached in terms of influence or interaction interaction We consider and research some outstanding views of researchers such as Stogdill a Positive qualities: Far-sighted vision; Adventurous and assertive; Inquisitive; Innovative and creative (1950); Merton (1957); Hemphill & Coons (1957); Bennis (1959); Janda (1960); Tannenbaum, Weschlert & thinking; Flexible and responsive; Responsibility; Comprehensiveness; Professional ethics; Patience Masarik (1961); Fiedlert (1967); Jacobst (1970); Katzt & Kahnt (1978); Hollandert (1978); Burns (1978); Confidence; Empathy; Inspire… Hart (1980); Herseyt & Blanchardt (1982); Rauch & Behling (1984); Jacobst & Jaques (1990); Campbell b Negative qualities: Egotistic; Arrogant; Thought to dominate; Crafty tricks … (1991); Drath & Palus (1994); Clark (1997); Mumford (2000); Yukl (2002); Warren Bennis (2009)… 2.1.1.2 Differentiating between "Leadership" and "Management" 2.1.1.3 Differentiating between "Leadership" and "Administration" 2.1.1.4 The theory of leadership According to Bolden et al (2003), the summary of leadership theory includes the following outstanding schools: The leader individuality theory; Behavioral leadership theory; Theory of situational leadership; The 2.3.2 Leadership knowledge (KNOW) - The general business knowledge includes: knowledge about businesses and industries, business areas of enterprises, knowledge about culture and society,… - Knowledge of leadership includes: knowledge of personal leadership, knowledge of business strategy, knowledge to run business operations, knowledge of human resource management theory of random leadership; Leading theory leads to goals; Professional leadership theory; New leadership - Other additional knowledge is also needed for middle leadership such as knowledge of corporate culture, theory on quality knowledge of change management, international economic integration, and foreign language and information 2.1.2 Theoretical foundations of leadership capacity technology 2.1.2.1 The concept of capacity The term individual competencies used in research are "a combination of qualities, knowledge and the ability 2.3.3 Leadership action (DO): Accept the challenge; Create shared vision; Staff development; Set an example for subordinates; Transfusion enthusiasm to manipulate them (actions) to perform well the work of the individual" 2.4 Factors affecting middle leadership capacity in the enterprise 2.1.2.2 Concept of leadership capacity 2.4.1 Factors that belong to the leader himself: Educational level; Experience; Natural qualities; Age; Based on the BKD (Be - Know - Do) model of Donald J Campbell & Gregory J Dardis (2004), the author introduces the concept "Leadership capacity is a combination of knowledge, qualities and practices activities that a leader should have in leadership activities, leadership of subordinates, organizational Family traditions; Health… 2.4.2 Internal factors: The size of the business; Type of business; Organizational structure of the enterprise… leadership to achieve the set goals of the enterprise” 2.4.3 External factors: Economic environment; Political and legal environment; Cultural and social 2.2 Theoretical foundations of middle leadership capacity in enterprises 2.2.1 The concept of middle leadership Middle leadership is the intermediary between the senior management (General Director, Director, environment; Science and technology environment; The level of competition in the market 2.5 Enterprise leadership results 2.5.1 Concept of the results of enterprise leadership The results of enterprise leadership are understood as the result of the leadership's impact on employees directly under and on the working environment in the enterprise 2.5.2 The indicators measure the results of enterprise leadership 2.5.2.1 Financial indicators: sales, profits, business growth, stock market price … 2.5.2.2 Non-financial indicators: Staff satisfied at work; Employees are committed to sticking with the business; Staff feel comfortable mentally; Ability to organize work; Thought to be innovative 2.6 Research models Step 4: Preliminary quantitative research to assess scales with small sample sizes Step 5: Complete the scale before conducting the official survey Step 6: Test the model by Pearson correlation coefficient analysis, multivariate regression analysis Step 7: Presenting a discussion of the research implications of three hypotheses, thereby proposing tasks that middle managers need to perform in their unit management 3.2 Data sources 3.2.1 Primary data 2.6.1 Choice of fundamental theory Primary data was collected from surveys through questionnaires of three typical Post and Because of the research topic on the components of leadership capacity, the author decided to "localize" my research in the theoretical framework of leadership capacity under the model of BKD (Be-Know-Do) of Donald J Campbell & Gregory J Dardis (2004) Telecommunications enterprises in Vietnam (Vnpost, Viettel, VNPT) 3.2.2 Secondary data Secondary data is collected from documents of the General Statistics Office, Ministry of Information and 2.6.2 Research models Communications, Ministry of Defense and from the three typical Post and Telecommunications enterprises in Vietnam (Vnpost, Vietel, VNPT) 3.3 Research Methods 3.3.1 Qualitative research MIDDLE LEADERSHIP CAPACITY 3.3.1.1 Expert method: The expert method is used by the author to further clarify the research contents, Leadership qualities (BE) LEADERSHIP RESULTS Leadershipknowledge(Know) especially the opinions of experts who help the author in designing the questionnaire and proposing solutions 3.3.1.2 In-depth interview method: The objective of the in-depth interview method is to adjust the draft scale designed from the results of the above-mentioned expert method to complete the official scale used in Leadership action (DO) quantitative research Variable control: Age, gender, education, experience 3.3.2 Quantitative research 3.3.2.1 Preliminary quantitative research Step 1: Designing the official survey form Figure 2.2 Research model of the thesis Source: Author's proposal Step 2: Choose a sample to investigate Step 3: Preliminary assessment of the scale 3.3.2.2 Official quantitative research CHAPTER RESEARCH METHODS 3.1 Research process The process of formal quantitative research in this research was conducted by the author through regression analysis of the influence of the three components of leadership capacity on the leadership results of the middle leadership team at Post and Telecommunication enterprises in Vietnam(Viettel, Vnposst, VNPT) Step 1: Confirm research objectives CHAPTER RESEARCH RESULTS Step 2: Building a theoretical framework of leadership designed according to BKD model of Donald J Campbell & Gregory J Dardis (2004) including elements of leadership capacity (Be - Leadership qualities, 4.1 Research results on the status of middle leadership capacity at Post and Telecommunications Know- Leadership Knowledge and Do - Action leadership) enterprises in Vietnam Step 3: Construction and calibration of scales 4.1.1 Overview of middle leadership team at Posts and Telecommunications Enterprises in Vietnam 4.1.1.1 About the age of the middle leadership team evaluation The analysis process results are presented in detail in the next section 4.1.1.2 About the gender of the middle leadership team 4.2.3 Results of assessing the reliability of the scale 4.1.1.3 About the education level of the middle leadership team The analytical results shown in Table 4.11 show that Cronbach's Alpha coefficients for all variables are 4.1.1.4 About the qualification of the middle leadership team greater than 0.7 This shows that the survey data is completely reliable The correlation coefficient of the 4.1.1.5 About seniority of working and management experience sum of all observed variables with the factor that these variables represent is greater than 0.5 This shows that the respondents have the concept of the factor group given according to the observed variables 4.1.2 Research results on the status of middle leadership capacity at Post and Telecommunications enterprises in Vietnam 4.1.2.1 About the Leadership qualities (Be) expressing that factor, so the scale is built based on the appropriate observed variables Therefore, the scales were concluded to ensure reliability Observed variables and factors are retained for further analysis 4.2.4 Results of the Exploratory Factor Analysis (EFA) The survey results shown in Table 4.6 show that all leadership qualities including positive and negative qualities are assessed at average and fairly from 3.10 points to 3.49 points In which, most leadership qualities assessed by other subjects tend to be higher than middle self-assessment leaders 4.1.2.2 About the Leadership knowledge (Know) 4.2.4.1 Exploratory Factor Analysis (EFA) for the scale of independent variables - Bartlett's test results show that the variables in the population are correlated with each other (Sig = 0.000 0.5 demonstrates the factor analysis results to group the variables together each other is guaranteed reliability The information gathered in Table 4.7 shows that: Most of the leadership knowledge of the middle leadership team is rated at less than 3.5 points on a scale of Assessment of the status of the knowledge also has some points is the heterogeneity between middle leaders and others; Middle leaders tend to underestimate other subjects 4.1.2.3 About the Leadership action (Do) - The above observed variables have factor load factor (Factor Loading) > 0.5, which is up to the standard, and the difference between the factor load factors of the observed variables is greater than 0.3 Therefore, there is no need to eliminate any observed variables in the analysis - Eigenvalues coefficient of the third factor is 4.388> 1, proving that the data obtained has a good convergence, confirming that there are 03 factors drawn from the analysis The information gathered in Table 4.8 shows that: Most of the leadership actions of the middle leadership team are assessed to be quite high, on average 3.5 points on a five-point scale Leadership qualities and leadership knowledge, when evaluating leadership actions also have heterogeneity between middle leaders and other subjects, middle leaders often tend to underestimate another statue 4.1.3 General assessment of middle leadership team and middle leadership capacity at Posts and Telecommunications enterprises in Vietnam 4.1.3.1 General assessment of middle leadership team - The coefficient of total variance extracted of 03 factors is equal to 57,464, showing the variation of factors given in the analysis can explain 57.46% of the variability of the original survey data The value of extracted variance is greater than 50%, so that an analysis is required 4.2.4.2 Exploratory Factor Analysis (EFA) for the scale of dependent variable The analytical results shown in Table 4.13 also show that the factor analysis for the dependent variable also ensures reliability when the KMO coefficient = 0.882> 0.5, the variance extracted by 56.784 shows the variation of The observed variables in this group will represent 56.78% of the variation of the factor 4.1.3.2 General assessment of middle leadership capacity 4.2 The results of the study on the influence of the components of middle leadership on leadership results at Posts and Telecommunications enterprises in Vietnam 4.2.5 Results of multiple linear regression analysis Table 4.14 Summary of regression models Models R R2 R2 adjustment DurbinWatson The model of middle leadership team selfassessment 900a 0.780 0.774 1.664 Models of other subjects assessed 872a 0.760 0.758 1.835 4.2.1 Results of survey screening The author investigated 986 people and collected 831 questionnaires then filtered out 751 valid questionnaires 4.2.2 Results of sample analysis Data collected from this 751 votes will be used to conduct analysis, to answer the research questions posed After performing the data cleaning and processing of primary data through Excel software, the final data is entered into SPSS 25.0 software data so that software tools can be started to be distributed and conduct Source: Data analysis results The regression analysis results shown in Table 4.16 show that: The coefficient Sig = 0.000 in the ANOVA test shows that the reliability in the regression analysis results is guaranteed with low errors; This confirms that the independent variables all affect the dependent variable, which also means that the constituent elements of the middle leadership will affect the leadership results Moreover, the VIF coefficient of all factors is less than 2.0, so there is no multi-collinear phenomenon between independent variables Both 10 industry and the change of the operating environment of the enterprise.… Thirdly, in addition to the awareness of the importance of learning and training leadership qualities, the medium leadership team at Post and Telecommunications enterprises in Vietnam also need to know how to apply them sensible on your business leadership action regression models with adjusted Beta coefficients are greater than zero, showing a positive correlation 5.2.2 Improve leadership knowledge (KNOW) between the independent and dependent variables With the above results, the regression equation was Firstly, participating in training courses for middle leaders organized by domestic and foreign units with investigated for the two models as follows: topics related to the basic knowledge that a middle leaders must have and new leadership knowledge KQ = 0.524* TC + 0.516* HD + 0.385* KT (1) consistent with the characteristics of the Post and Telecommunications industry integrated from other countries in the world such as: knowledge of human resource management, financial management, personal KQ = 0.538* HD + 0.490* TC + 0.434* KT (2) leadership, knowledge on planning and building a business strategy… In which: (1) is the evaluation model of middle leadership team, (2) is the evaluation model of other Secondly, regularly update and supplement new leadership knowledge through the mass media, via the groups (including senior leaders, low leaders and junior staff) internet, through magazines and newspapers related to leadership activities such as: business magazines, 4.2.6 Results of testing the differences between control variables when evaluating leadership results 4.2.6.1 Differences between sex groups Saigon businessman newspaper, knowledge magazine today… Thirdly, participate in business forums, clubs or seminars to share leadership and management experiences in order to collect information and improve the leadership vision for themselves such as business clubs, 4.2.6.2 Differences between age groups forums business director, middle business forum, staff day seminar or Post and Telecommunications 4.2.6.3 Differences between education groups industry… 4.2.6.4 Differences between experience groups 5.2.3 Improve leadership action (DO) 4.2.7 Test results of research hypotheses - For action of Accepting the challenge… With the above analysis results, the initial research hypotheses have been proved to be statistically significant and accepted CHAPTER FINDINGS AND RECOMMENDATIONS 5.1 Discuss the research results Research results have shown that all three components of the middle leadership team are leadership qualities, leadership knowledge and leadership actions that positively impact leadership results at Post and - For action on Staff Development… - For action of setting an example for subordinates… 5.2.4 Developing "Leadership Capacity Framework" and "Career Map" for the middle leadership team at Posts and Telecommunications industry in Vietnam Table 5.1 Suggestions for “Leadership Capacity Framework” of the middle leadership team at Posts and Telecommunications industry in Vietnam Telecommunication enterprises in Vietnam Therefore, the conclusion of the thesis can be drawn as "When the middle leadership team has the ability to respond to leadership capacity as much as possible, the results Name of capacity of business leadership will be better" 5.2 Recommendations Innovation and Creativity 5.2.1 Improve leadership qualities (BE) Firstly, middle leadership team at Post and Telecommunications enterprises in Vietnam themselves must always be aware of the importance of learning and training to form appropriate personal qualities for your leadership LEADER SHIP QUALITIES creative ideas of Seeing obstacles as opportunities for creative change Sensitivingto business opportunities in the market Flexible and Responsive Secondly, during their operation, middle leadership team at Posts and Telecommunications enterprises in Vietnam must find the missing and weak personal qualities to improve the personal nature; On the other hand, new characteristics must be formed to suit the characteristics of the Post and Telecommunications Description of capacity Supporting employees Responsibility Knowing how to change the issued decision to suit the actual situation of the business High responsibility in work 11 Assertiveness 12 Daring to be responsible for your own actions, words and failures from new products, technologies, new markets Being consistent decisions Looking for opportunities and challenges to test your abilities with your Daring to make decisions in emergency and complex situations Visionary Proactively to overcome difficulties LEADER SHIP ACTION Sensitiving to business opportunities in the market new Know how to look far and wide Enthusiastic action for employees Praising employees for achievements Building the organizational culture Composing the song of Posts and Telecommunications Ability to cover all jobs Comprehension Ability to assess the work situation Building the team spirit Interested, motivated staff in a timely manner Empathetic Fostering for employees Listening to the sharing of employees Staff development Empathy with the plight of the staff Knowledge of personnel management Braving to decentralize and delegate rights according to each employee's forte Encouraging employees to make their own decisions Listening and caring about the opinions of your employees Knowledge of laws related to Post and Telecommunications Knowledge of foreign languages and basic information technology Set an example for subordinates Clearly and fully aware of its management functions and duties Providing a process for achieving clear goals Knowledge of corporate culture Business leadership LEADER SHIP KNOWL EDGE Compling with commitments and keep promises Knowledge of decentralization, authorization and work assignment Spreading the enthusiasm and goodwill at work for employees Knowledge of self-leadership Create shared vision Knowledge of risk management and change management Encouraging people to share bright future wishes Imagining the future prospects Knowledge of business planning and strategy building Professional knowledge Accept the challenge Professional knowledge about Post and Telecommunications such as: multimedia technology, information technology, multimedia communications, information security, electronic techniques Daring to challenges cope with difficult Looking for business opportunities Source: Author's proposal Table 5.2 Suggestions for “Career Map” of the middle leadership team at the Post and Telecommunications industry in Vietnam Full name: Position: Department is working: 13 14 Business is working: Le Van Thuan (2018), "From the situation of the middle leadership team of the Post and Expectations over the next 5-10 years The competencies required of a middle leader The leadership capacity building plan is required For the country: ……………… Leadership qualities: ………………… 1.Leadership qualities: ………………… For businesses: ………… Leadership knowledge: ………………… 2.Leadership knowledge: ………………… For families: ……………… Leadership actions: ……………… Leadership actions: ……………… Telecommunications enterprises in Vietnam proposing the necessary competency factors for start-ups in the industry", Proceedings National scientific conference "Starting a business of students of Economics Business Administration in Vietnam and University of Finance - Business Administration, Publisher of National Economics University in 2018 Source: Author's proposal 5.3 Limitations of research and subsequent research directions CONCLUSION With the topic "Research middle leadership capacity at Posts and Telecommunications Enterprises in Vietnam", within the framework of thesis in Economics of Business Administration, the thesis has achieved some following results: Firstly, the thesis clarifies the concept of middle leadership with elements: leadership qualities, leadership knowledge and leadership actions Secondly, the thesis has analyzed and assessed the current status of responsiveness of the current leadership capacity of the middle leadership team in these enterprises in the following aspects: Leadership qualities (Be), Leadership Knowledge (Know) and Leadership Action (Do) Thứ ba, the thesis also quantified the influence of the components of middle leadership on leadership results in Post and Telecommunications enterprises (VNPT, VNPost, Viettel) However, during the research process, the thesis also cannot avoid shortcomings The author is looking forward to comments and corrections so that the author can continue to improve and draw experience for future studies LIST OF WORKS BY AUTHOR PUBLISHED Le Van Thuan (2018), "The importance of middle leadership in Vietnamese enterprises", Journal of Industry and Trade, No 11, August 2018, pp.304-307 Le Van Thuan (2018), "Elements of the middle leadership capacity affect leadership results: Empirical evidence at Posts and Telecommunications enterprises in Vietnam", Journal of Industry and Trade , No.11, August 2018, pp.253-260 Le Van Thuan (2018), "Access to bank credit of small and medium-sized enterprises in VietnamSituation and solutions", Proceedings of the national scientific conference "Supporting Vietnamese businesses access to credit through improving financial management capacity and transparency ", Lao Dong Publishing House in 2018 ... (Be-Know-Do) of Donald J Campbell & Gregory J Dardis (2004) Telecommunications enterprises in Vietnam (Vnpost, Viettel, VNPT) 3.2.2 Secondary data Secondary data is collected from documents of the General... leadership results of the middle leadership team at Post and Telecommunication enterprises in Vietnam(Viettel, Vnposst, VNPT) Step 1: Confirm research objectives CHAPTER RESEARCH RESULTS Step 2: Building... leadership) enterprises in Vietnam Step 3: Construction and calibration of scales 4.1.1 Overview of middle leadership team at Posts and Telecommunications Enterprises in Vietnam 4.1.1.1 About the age