Effects of Christian Leadership Characteristics and

Picharn Jaiseri et al./Effects of Christian Leadership Characteristics ...

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Effects of Christian Leadership Characteristics andManagement Approaches on Christian Business Success

Picharn Jaiseri *

Niphon Kantasewi **

Janjira Wongkhomthong***

Supatana Chomson****

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* Catholic Priest, Ph.D. Candidate, Graduate School, Christian University of Thailand** Professor Emeritus, Faculty of Management, Christian University of Thailand*** Assistant Professor, Faculty of Management, Christian University of Thailand**** Lecturer, Faculty of Management, Christian University of Thailand

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AbstractTwo research objectives are: 1) To

determine the Christian leadership characteristicswhich contribute to Christian business success.And 2) to determine the Christian managementapproaches which contribute to Christian businesssuccess. The purpose of this study is to find outand describe Christian leadership characteristicsand management approaches that have an impacton Christian business success of Thai Christianbusiness executives. The research designintegrated both qualitative and quantitativeapproaches for descriptive correlational researchusing a survey method. The results show:1) Five significant predictors of Christianleadership characteristics for success (F = 41.240,p-value = < .001): awareness (β = .269),foresight (β = .128), persuasion (β = .123),building community (β = .121), and stewardship(β = .090). The equation of regression can predictthe success of Christian business executives 45.8percent of the total variation of success. 2) Fivesignificant predictors of Christian managementmethods for success (F = 78.949, p-value =< 0.001): budgeting with generosity (β = .220),evaluating with transparency (β = .195), planningwith Godûs blessing (β = .158), directing withtrust (β = .141), and coordinating withtruthfulness (β = .107). The equation ofregression can predict the success of Christianbusiness executives 61.8 percent of the totalvariation of success.

Keywords: Christianity, Leadership, Manage-ment, Business Success

¢Õß¿“«–ºŸâπ”·∫∫§√‘ μ™π∑’Ë¡’π—¬ ”§—≠μàÕ§«“¡ ”‡√Á®(F = 41.240, p-value = <.001) ‰¥â·°à °“√¡’ μ‘√Ÿâμ—«(β = .269) °“√¡Õß‡ÀÁπ≈à«ßÀπâ“ (β = .128) °“√‚πâ¡πâ“«(β = .123) °“√ √â“ß™ÿ¡™π (β = .121) ·≈–°“√‡ªìπºŸâ√—∫„™â (β = .090) ÷́Ëß “¡“√∂Õ∏‘∫“¬§«“¡º—π·ª√¢Õß§«“¡ ”‡√Á®¢Õßπ—°∏ÿ√°‘®§√‘ μ™π‚¥¬√«¡‰¥â√âÕ¬≈–45.8% 2) ¡’ 5 μ—«·ª√¢Õß«‘∏’°“√∫√‘À“√®—¥°“√·∫∫§√‘ μ™π∑’Ë¡’π—¬ ”§—≠μàÕ§«“¡ ”‡√Á® (F = 78.949,p-value = < 0.001) ‰¥â·°à °“√®—¥ß∫ª√–¡“≥¥â«¬§«“¡„®°«â“ß (β = .220) °“√ª√–‡¡‘πº≈¥â«¬§«“¡‚ª√àß„ (β = .195) °“√«“ß·ºπ¿“¬„μâæ√–æ√¢Õßæ√–‡®â“(β = .158) °“√ —Ëß°“√¥â«¬§«“¡‰«â«“ß„® (β = .141)·≈–°“√ª√– “πß“π∫π∞“π¢Õß§«“¡®√‘ß (β = .107)´÷Ëß “¡“√∂Õ∏‘∫“¬§«“¡º—π·ª√¢Õß§«“¡ ”‡√Á®¢Õßπ—°∏ÿ√°‘®§√‘ μ™π‚¥¬√«¡‰¥â√âÕ¬≈– 61.8%


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Introduction

Globalization era was ushered in with rapidadvances in information technology in the 1960s.Ek Tangsapwatana (2005: 2) called the globalizationphenomenon çThe Borderless World.é Moreover,the global economy has been playing a mostinfluential role over politics, society, and culturesince then (Ek Tangsapwatana, 2005: 25-26).Business people currently play a leading role inshaping our present world.

Accordingly, business people have to assumeleadership and management roles to be effective asCovey (1989: 101), author of The 7 Habits ofHighly Effective People, wrote, çLeadership is thefirst creation. Management is the second creation.Leadership deals with the top line: What are thethings I want to accomplish? Management is abottom line focus: How can I best accomplishcertain things?é

Business success cannot be obtained eitherby leadership or by management alone, but by thecombined effects of leadership and management.Business executives are not to be just leaders ormanagers, but leader-managers. Blanchard andHodges (2005: 84) gave a clear picture of usingboth leadership and management for efficient andeffective success in their book, Lead Like Jesus,çLeadership and management are two sides ofthe same coin - each equally important.é Maxwell(1998: xii), an internationally recognized leadershipexpert, in Developing the Leader Within You, wrote,çLeadership has to do with casting vision and

motivating people.é Robbins and Mukerji (1994:6) defined management as çthe process of gettingactivities completed efficiently with and throughother people.é

Christian business people, as leaders, have tothink ùradicallyû [getting to the root of new ways ofdoing things in the spirit of Jesus] and as managers,they have to think ùincrementallyû [maximizingoutput through effective and efficientimplementation]. Christian business people inThailand have banded themselves together in groups:Catholic Business Executives Group, Catholic YoungExecutives Society, Thai Christian BusinessAssociation, Daikonos and Full Gospel BusinessMen in Thailand. There are about seven hundredmembers in all. They are to integrate work andreligion with full confidence neither separatism nordualism. The individual can be called ùspiritreneurû[pronounced ùspirit-ra-nur,û a combination of thewords ùspiritû and ùentrepreneurû], to indicate onewho fully integrates his soul in the workplace (Jones,2001: xiii). They understand that çWork is lovemade visibleé (Jones, 2001: xviii). They are towork hard by çmaking [treating] work not as ajob but a missioné (Jones, 2001: xviii-xx).

This study will focus on the integration ofChristian leadership characteristics and Christianmanagement approaches contributing to Christianbusiness success. Therefore, the researcher hopesthat the findings of this pioneering study will openthe minds and hearts of Christian business peopleto have more confidence in Jesusû teachings andexamples as they apply to their occupation so that


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their business life and religion will be truly unified.The findings will provide important insights andvaluable tools for developing leadership qualitiesand management approaches by Christian businesspeople directly. The research takes on a positiveview that the findings will serve as a motivationfor non-Christians, especially the followers of otherfour religions currently recognized by the Thaigovernment, namely: Buddhism, Islam, Hinduism,and Sikhism, to make a serious study of theirrespective religions so that the majority of influentialpeople in the country will move forward in thesame direction together towards achieving thecommon good. The fact that religious teachingswill of necessity be prominent and relevant inbusiness professions will become a new paradigm[more than a way of thinking rather it will be aworld view] of the 21st century.

Literature Review

The researcher worked through the librariesby paying attention to the dissertations and researchpapers in three levels, namely, Europe and America(especially, United States of America, Canada, andEngland), Asian-Oceania (especially, Singapore andAustralia), and Thailand. The researcher found outthat there is no particular dissertation or researchpaper that coincides with this dissertation topic.However, the ten dissertations and research papers,undertaken within the last nine years (1999 - 2007),were considered as having close relations to thisdissertation topic. They were divided into twogroups, namely, empirical studies on leadership for

business success and empirical studies onmanagement for business success.

Eventually, the researcher had to synthesizethe independent variables of Christian leadershipcharacteristics and Christian management approachesfrom existing theories and the dependent variablesof Christian business success from qualitative dataanalysis, as followed:

1. Christian Leadership Characteristics

1.1 DûSouza (1993: 14) wrote, çLeadershipfocuses on purpose.é For Christian leaders, theirpurpose is to pursue the same goal that Jesus pursued:helping people to become all they can be underGod. Jesus said, çI came that they may have life,and have it abundantlyé (Bible, John 10:10).He described Christian leadership beautifully(DûSouza, 1993:13):

For many, the word leadershipconnotes power, authority, honor,prestige, or personal advantage.Christian leadership is rather a matterof service rather than dominion;it encourages and inspires, respectsrather than exploits others, reflects,prays and acts on Jesus Christûs words,çWhoever wishes to be first amongyou must be your slave; just as theSon of Man came not to be served butto serve, and to give his life as aransom for manyé (Bible, Matthew20 : 27-28).


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1.2 Robert K. Greenleaf (1904-1990), anAmerican Christian, a member of the ReligiousSociety of Friends (Quakers), founded çThe ServantLeadership Theoryé in 1977. He defined the servant-leader [in 1970] as one who is a servant first, aleader who desires to make sure other peopleûs needsare being served. Servant-leaders are functionallysuperior because they are closer to the ground -they hear things, see things, know things, and theirintuitive insight is exceptional. Because of this, theyare dependable and trusted (Spears, 2002: 56;Greenleaf, 1977). There are ten servant-leadershipcharacteristics: 1) listening, 2) empathy, 3) healing,4) awareness, 5) persuasion, 6) conceptualization,7) foresight, 8) stewardship, 9) commitment to thegrowth of people, and 10) building community.Patterson (2003: 1) drew the conclusion about thegap between transformational leadership and servantleadership, çTransformational leadership theoryhas been considered the dominant theory. Howeverthere are phenomena that do not appear to beexplained by transformational leadership,specifically those leadership behaviors that appearto be completely altruistic in respect to thefollower.é

2. Christian Management Approaches

2.1 Jesus, in His last three years, worked hardin proclaiming the Good News of salvation and thekingdom of God to all walks of life. From Hisbaptism by John the Baptist in the Jordan river toHis death on the cross at Calvary, He carried outHis mission faithfully from the beginning to theend, çHe [the Father] has sent me to proclaim

release to the captives and recovery of sight tothe blind, and to let the oppressed go free, toproclaim the year of the Lordûs favoré (Bible,Luke 4:18-19). Jesus grouped His disciples andsent them to continue His work from then till nowand it will be without end. Certainly, He was thegreatest manager.

2.2 The researcher found the theory oforganization by Luther Gulick and Lyndall FownesUrwickûs (Gulick and Urwick, 1937: 37; Barzelayand Armajani, 1992; Lynn, 1996; Thompson, 1997),particularly their seven managerial functions ofPOSDCORB, relevant for Christian managementapproaches. However, an additional ùEû forçEvaluatingé as the eighth function makes itcomplete for the competitiveness and uncertaintyin our current business environment. Realistically,no human or business undertaking is totally effectivewithout evaluation. çWe are in the time ofturbulence,é as Jones (2004: 301-302) pointed outin Organizational Theory, Design and Change.Eight approaches are thus incorporated into Christianmanagement concepts: 1) Planning with Godûsblessing, 2) Organizing with responsibility,3) Staffing with integrity, 4) Directing withtrust, 5) COordinating with truthfulness, 6) Reportingwith accountability, 7) Budgeting with generosity,and 8) Evaluating with transparency.

3. Christian Business Success

3.1 Jesus taught His audience the truth ofgenuine success, i.e., gaining eternal life after death.For example, çDo not store up for yourselvestreasures on earth, where moth and rust consume


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and where thieves break in and steal; but store upfor yourselves treasures in heaven, where neithermoth nor rust consumes and where thieves do notbreak in and steal. For where your treasure is,there your heart will be alsoé (Bible, Matthew6:19-21). Julian (2002: 46) changed the term forChristian success to çSignificance.é He explainedthat significance is more important than successbecause it is related to a meaningful process,essentially relevant and valuable. Success drives usby a desire for tangible things; significance guides

us by a desire for something greater than just thetangible.

3.2 Since no study has ever been donesystematically on Christian business success, theresearcher decided to study it with nine outstandinginformants from Thai Christian business executivesby using two in-depth interviews and threefocus-group discussions. The significant data werereduced into five categories: 1) sufficient profit,2) continuous growth, 3) social responsibility,4) concern for employees, and 5) life satisfaction.

The conceptual framework of this study can be shown in Figure 1:

Independent Variables Dependent Variables

Christian Leadership Characteristics 1. Listening 2. Empathy 3. Healing 4. Awareness 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to the Growth of People 10. Building Community

Christian Management Approaches 1. Planning with God’s Blessing 2. Organizing with Responsibility 3. Staffing with Integrity 4. Directing with Trust 5. Coordinating with Truthfulness 6. Reporting with Accountability 7. Budgeting with Generosity 8. Evaluating with Transparency

Christian Business Success

1. Sufficient Profit

2. Continuous Growth

3. Social Responsibility

4. Concern for Employees

5. Life Satisfaction

Figure 1 Conceptual Framework


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Selected Methodology

The study design was descriptive correlationalresearch using a survey method. The populationand sample focused on members of two importantgroups: Thai Catholic and Protestant businessexecutives, in the top management level of businessenterprises, specifically in the fields of production,service and finance, living in the Bangkok,

Nonthaburi, Pathumtani, and Samutprakarnprovinces. The population of this study is 665 ThaiChristian business executives, 359 Catholics and306 Protestants. The sample size of 250 wasdetermined by Yamane Method (Yamane, 1967)broken down into 135 Catholics and 115 Protestants,as in Table 1.

Table 1 Population and Sample Size of the Study

Item N n Catholic - Catholic Business Executives Group & CYES - Holy Redeemer Church Parishioners

274 85

135 Protestant - Thai Christian Business Association - Thailand Christian Directory 2007

133 173

115 Total 665 250

Table 1 shows Catholic business executivesconsisting of members of the Catholic BusinessExecutives Group (CBEG) and the Catholic YoungExecutives Society (CYES) together with Catholicbusinessmen-parishioners of Holy Redeemer Church.The Protestant business executives consist ofmembers of the Thai Christian Business Association(TCBA) together with Daikonos and Full GospelBusiness Men in Thailand who are listed in theThailand Christian Directory 2007.

Research instrument consisted of a four-partquestionnaire: 1) demographic data, 2) Christianleadership Characteristics (30 items) based on theten servant leadership characteristics according toRobert K. Greenleafûs theory, 3) Christian

management approaches (32 items) based on sevenmanagerial functions, ùPOSDCORBû of LutherGulick and Lyndall F. Urwickûs theory oforganization plus the eighth function, ùEvaluating,ûfrom the researcherûs synthesis, and 4) Christianbusiness success (25 items) based on qualitativedata analysis derived from two in-depth interviewsand three focus-group discussions with nineoutstanding Christian business executives. Thus, thequestionnaire comprises of 87 items, using a seveninterval rating scale.

The content validity of the researchinstrument, concerned with item adequacy, that is,the content to which a specific set of items reflectsa content domain of the dependent variables (Crano


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and Brewer, 2002: 47), was reviewed and evaluatedfor format and content validity through Index ofItem-Objective Congruence (IOC) by five subjectmatter experts. Then, the research instrumentreliability was tested by means of 30 samples outsidethe target population for Cronbachûs alphacoefficients, to determine the internal consistencyof measure. Cronbachûs alpha will generally increasewhen the correlations between the items increase.DeVellis (2003: 95), quoted Nunnally (1978),suggested that the measure of reliability ranges from0 to 1, with a value of .70 as a lower acceptablebound for alpha. Cronbachûs Alpha Coefficientvalues were accepted with value between 0.701-0.905. The item analysis was confirmed throughCorrected Item-Total Correlation (CITC) with valuebetween 0.378-0.848 (N = 30, ν = 30 › 2 = 28,the critical value is .361 at p-value = .05 significantlevel). Then, the researcher used the çmail surveyétechnique with random sampling for data collectionwhich was processed during May 12 to June 30,2008.

Data Analysis and Discussion

Data were analyzed using SPSS for Windows,incorporating the following steps:

Step 1: Description of the samples bydemographic information to better understand a setof personal data before undertaking more advancedstatistical analysis by using ùFrequenciesû whichwould show ùcounting and percentages for eachvariableû (Ticehurst and Veal, 2000: 181).

Step 2: Correlation matrix showing theinter-correlations among all variables (Hair et al.,

1998: 88). Multicollinearity is a problem with acorrelation matrix that occurs when variables werecorrelated higher than 0.85 (Polit, 1996: 281).

Step 3: Since Multiple Regression aimed atpredicting a dependent variable by a linearcombination of two or more independent variablesusing least-squares methods for parameter estimation.The purpose of a multiple regression is to find anequation that best predicts the dependent variableas a linear function of the other independent variablesto represent groupûs the measurement variablestogether. In this research, success is the onedependent variable while there are different variablesin leadership characteristics and managementapproaches as independent variables making multipleregression the most appropriate technique to be usedin this study (Ticehurst and Veal, 2000). Analysisof residuals needed to be initiated to ensure theappropriate the regression model.

Then, stepwise multiple regression analysiswas employed to predict the relationship of Christianleadership characteristics and Christian managementapproaches with the Christian business success. Theindependent variable with the greatest contributionwas added first. Independent variables were thenselected for inclusion based on their incrementalcontribution over the variable(s) already in theequation (Hair et al., 1998: 178). How well theequation fits the data is expressed by R2, theçcoefficient of multiple determination.é This canrange from 0 (for no relationship between theX and Y variables) to 1 (for a perfect fit, nodifference between the observed and expected


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Y values). The p-value is a function of the R2,the number of observations, and the number ofX variables (Ticehurst and Veal, 2000).

Therefore, the data analysis and discussionwere divided into two parts: 1) demographic dataof Thai Christian business executives and2) variables of Christian leadership characteristicsand management approaches which contribute toChristian business success.

Part 1: Demographic Data of Thai Christian Business

Executives

The total sample size was 250 respondents.The important demographic variables included inthis study were gender, age, education, and currentposition, as shown in Table 2.

Table 2 Demographic Data of the Respondents

Variable Frequency Percent Gender

Male 164 65.6 Female 86 34.4

Age 27-40 37 14.8 41-50 78 31.2 51-60 93 37.2 61-70 37 14.8 71-81 5 2

Education Below High School 14 5.6 High School 23 9.2 Vocational Certificate 17 6.8 Diploma 14 5.6 Bachelor Degree 98 39.2 Master Degree 75 30 Doctorate or Equivalent 9 3.6

Current Position Founder / Entrepreneur 176 70.4 President / CEO 25 10 Senior Executive Vice President 9 3.6 Executive Vice President 10 4 Managing Director 30 12

Table 2 presents:Most of the samples are male (65.6%), with

female samples (34.4%).

The predominant age bracket is between41-60 years old (68.4%) while 14.8% are within61-70 years old and 2% are at 71-81 years of age.


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The mean value age is 51.44 and standard deviationis 9.943.

Most of the sample have bachelorûs degree(39.2%), while 30% have masterûs degree and3.6% have doctorate or equivalent. 72.8% havehigher education while only 5.6% are under highschool level.

Majority of the sample are founders/entrepreneurs (70.4%), while 12% are managingdirectors, 10% are presidents/CEO, 4% executivevice presidents and 3.2% senior executive vicepresidents.

Part 2 Variables Contributing to Christian Business

Success

1. Variables of Christian LeadershipCharacteristics Contributing to ChristianBusiness Success

1.1 Data Analysis:1.1.1 Correlation matrix among

variables of Christian leadership characteristics,means and standard deviations have been processedand show that the highest and the lowest values ofcorrelation were .684 and .149 which confirmedno multicollinearity problem. Consequently, allvariables were used for the analysis. The mean scoresof all dimensions were between 5.079 - 5.921 (S.D.

between 0.725 - 1.236). Therefore, the survey resultsindicate that the respondents were homogeneous intheir perception of çVery Accurateé (6.14 - 5.29)and çQuite Accurateé (5.28 - 4.43).

1.1.2 Analysis of residuals (e), errorwhich is an estimate of true random error in thepopulation not just the error in prediction for sampledata, by residual plots has been processed in theinitial phase of regression to fulfill the assumptionsof regression analysis: 1) Linearity of thephenomenon measured; 2) Constant variance of theerror terms; 3) Independence of the error terms;And 4) normality of the error term distribution.Plotting the residuals versus the independent orpredicted variables is a basic method of identifyingassumption violations for the overall relationship.çNull ploté, shows the residuals falling randomlywith relatively equal dispersion about zero and nostrong tendency to be either greater or less thanzero, is the plot of residuals when all assumptionsare met (Hair et al., 1998: 172-176). The çNullploté was found as the appropriateness of theregression model. Stepwise multiple regressionanalysis, then, was employed to predict Christianbusiness success. The results of the analysis showedthat there were five variables able to predict Christianbusiness success, as shown in Table 3.


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Predictors Cumulative R Cumulative R2 Beta t Awareness .566 .320 .269 .279 4.569*** Building Community .639 .408 .121 .214 3.487*** Foresight .659 .435 .128 .158 3.012** Persuasion .669 .448 .123 .145 2.407* Stewardship .677 .458 .090 .126 2.115*

Constant ( 0) = 1.481 R2adj = .447 F = 41.240 p-value = < .001

Table 3 Stepwise Multiple Regression Analysis of Christian Leadership Characteristics to Predict ChristianBusiness Success

N = 250 *** p < .001, ** p < .01, * p < .05

Table 3 shows that model 5 was the finalequation where there were five predictive variablesof Christian leadership characteristics which couldpredict Christian business success. Therefore, the

best equation of regression to explain the varianceof Christian business success in leadershipcharacteristics is:

Y^ = β̂0+β

1̂X

1 + β̂

2+X

2 + β

3̂+X

3 + β̂

4+X

4 + β

5̂+X

5

Therefore: Christian Business Success = 1.481+ 0.269(Awareness)*** + 0.121 (BuildingCommun i t y ) *** + 0 . 1 2 8 ( F o r e s i g h t ) ** +0.123 (Persuasion)* + 0.090 (Stewardship)*

Meaning, if we know the value ofawareness, building community, foresight, persuasionand stewardship, then the score of Christian businesssuccess can be found with constant value, 1.481,plus 0.269 of awareness, plus 0.121 of buildingcommunity, plus 0.128 of foresight, plus 0.123 ofpersuasion, plus 0.090 of stewardship. This equationcan predict 45.8 percent of the total variation ofsuccess. For example, if we increase 1 score for

perceived awareness which has the unstandardizedcoefficient (β) of 0.269, it will increase Christianbusiness success to 0.269 scores, when the otherfour variables (building community, foresight,persuasion, and stewardship) are controlled.

1.2 Discussion:1.2.1 From the ten characteristics of

servant leadership theory by Greenleaf, there arefive characteristics of servant leadership which arenot applicable: 1) listening, 2) empathy, 3) healing,4) conceptualization, and 5) commitment to thegrowth of people, because of two reasons:


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1) The ten characteristics ofservant leadership are compatible with Americanculture as the following two testimonies indicate:1) Heaphey (2006), in Servant leadership in PublicLibraries, gave a concrete example that the servantleadership concept has high ideals. The departmentsled by çemployee-centeredé managers were moreproductive than those led by çproduction-centeredémanagers. 2) Ruschman (2002) addresses thereal-world effectiveness of servant leadership inher examination of three companies (Forbesû100 Best Companies to Work for in America in2001): Southwest Airlines, TDIndustries andSynovus Financial Corporation. Each companyworks at building internal and external communities.These examples, along with the fact that SouthwestAirlines continues today to make profits at a timewhen most other airlines are filing for bankruptcy(çSouthwest Airlines profits nearly doubleé),highlight the benefits of community-mindedorganizations.

2) The comparison of index from0-100 between Thai and American culture (Hofstedeand Bond (1988: 8) based on the five çdimensionsof national culture.é Waisfisz (1989: 5-6) reportedon the position of Thailand (which is opposite tothat of the United States): Power Distance 64(40)implies that Thais accept hierarchical order.Individualism 20(91) implies a highly collectivisticscore. Thus, in Thailand there is a preference for atightly knitted social framework or in-groupmembership. Thailandûs score on the feminine sideis 34(62) which implies that the social differentiationbetween genders, in Thailand, is not being

emphasized. This means that some women cantake assertive roles if they so desire. UncertaintyAvoidance 64(46) implies that Thais feelcomfortable with structured situations. Thailandûsscore on Confucian Dynamism 56(29) impliesthat Thais feel comfortable with both a short andlong-term orientation for planning. It may be thatthe ten characteristics of servant leadership theoryare applicable to leadership in general, not toleadership in business specifically.

1.2.2 There are five characteristicswhich are applicable: 1) awareness, 2) buildingcommunity, 3) foresight, 4) persuasion, and5) stewardship, integrating their individualimportance:

1) Awareness is the ability ofthe person to be conscious always of his/her idealsand goal to live a balanced, integrated, holistic lifein all aspects. Thai Christian business executiveswould be wise to avoid red ocean strategy or anextreme blue ocean strategy (Kim and Mauborgne,2005); but hold çJesusû ocean strategyé whichviews their business as a gift from God to help allstakeholders, all society and competitive businesses.By this way, they actively become çGodûsco-workersé who use their efforts and business asthe means to serve God.

2) Building community is the skillof the leader to harness a business organizationûsresources and talents to benefit the community inwhich it is inseparably linked and situated. As theaxiom çWhen you care for others, others will carefor you.é The business exists in a community and


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draws manpower, material and other resources fromthe community. Therefore it must relate with itssurroundings and take care of the social andeconomic well-being of its immediate community(CSR concept). By this way, they represent Jesuswho is çthe good shepherd.é

3) Foresight is the ability deeplyrooted within the intuitive mind, by virtue of oneûscollective knowledge and experience, to foresee andanticipate the likely outcome of a situation. ThaiChristian business executives do not focus only onprofit but çSignificance with Legacy.é Julian (2002:46) used the term çSignificanceé for Christiansuccess because it related to a process which ismeaningful, essential, relevant and valuable. Successdrives us to a desire for tangible things; significanceguides us to a desire for something greater thanjust what is tangible. Albert Einstein also confirmedwith his saying, çTry not to be a success, try to beof valueé (Hesselbein and Goldsmith, 2006: 57).Jesus taught us to çinterpret the signs of timesé(Bible, Matthew 16:3), to work for profit orhappiness now and after death.

4) Persuasion is the ability toinfluence others to do oneûs way willingly ratherthan by force or threat. Patterson (2003: 1)confirmed, çTransformational leadership theoryproposes that leadership is a process that buildsthe followersû commitment to organizationalobjectives and that empowers followers to achievethese objectivesé and çùServant-leadersû are thoseleaders who lead an organization by focusing ontheir followers, such that the followers are the

primary concern and the organizational concernsare peripheralé (Patterson, 2003: 5). Kanter(Hesselbein and Goldsmith, 2006: 66) revealedthe truth, çLeadership involves motivating othersto their finest efforts and channeling those effortsin a coherent direction.é

5) Stewardship is the ability toexercise judiciously, effectively and efficiently theauthority, responsibility and accountability relatedto a position one holds in trust for another and forthe greater good of society. Brayeûs dissertation(2000) on Servant leadership: Belief and practicein women-led businesses confirmed bothbusinessmen and businesswomen did not displayany difference in ability to be Jesusû stewards.Drucker (Goldsmith et al., 2003: 200) suggested,çThe leader of the past was a person who knewhow to tell. The leader of the future will be aperson who knows how to ask.é

2. Variables of Christian ManagementApproaches Contributing to Christian BusinessSuccess

2.1 Data Analysis

2.1.1 Correlation matrix amongvariables of Christian management approaches,means and standard deviations have been processedand show that the values of correlation were between.468 - .722 which confirmed no multicollinearityproblem. Consequently, the entire set of variableswas used for the analysis. The mean scores of alldimensions were between 5.319 - 5.903 (S.D.between 0.777 - 0.899). The survey concluded that


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there was homogeneity in the perception of therespondents, that is, çVery Accurateé (6.14 - 5.29).

2.1.2 The process has been done assame as in 1.1.2. The çNull ploté was found as theappropriateness of the regression model. Stepwisemultiple regression analysis, then, was employedto predict Christian business success. The results

of the analysis found only five variables outof eight variables able to predict Christianbusiness success: 1) evaluating with transparency,2) budgeting with generosity, 3) directing withtrust, 4) planning with Godûs blessing and5) coordinating with truthfulness, as shown inTable 4.

Table 4 Stepwise Multiple Regression Analysis of Christian Management Approaches to Predict theChristian business success

Predictors Cumulative R Cumulative R2 Beta t Evaluating with Transparency .659 .434 .195 .251 4.582*** Budgeting with Generosity .731 .534 .220 .257 4.835*** Directing with Trust .768 .590 .141 .157 2.555** Planning with God’s Blessing .781 .610 .158 .187 3.584*** Coordinating with Truthfulness .786 .618 .107 .127 2.196*

Constant ( 0) = 1.048 R2adj = 0.610 F = 78.949 p-value = < 0.001

Table 4 shows model 5 as the final equationwhere the five predictive variables of Christianmanagement approaches could predict Christianbusiness success. Therefore, the best equation of

N = 250 *** p < .001, ** p < .01, * p < .05

Y^ = β̂0+β

1̂X

1 + β̂

2+X

2 + β

3̂+X

3 + β̂

4+X

4 + β

5̂+X

5

regression to explain the variance of Christianbusiness success in Christian managementapproaches is:

Therefore: Christian Business Success = 1.048+0.195 (Evaluating with Transparency)*** + 0.220(Budgeting with Generosity)*** + 0.141 (Directingwith Trust)** + 0.158 (Planning with GodûsBlessing)*** + 0.107 (Coordinating withTruthfulness)*

Meaning, if we know the value of Evaluatingwith Transparency, Budgeting with Generosity,Directing with Trust, Planning with Godûs Blessingand Coordinating with Truthfulness, then the scoreof Christian business success can be found with theconstant value, 1.048, plus 0.195 of evaluating with


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transparency, plus 0.220 of budgeting withgenerosity, plus 0.141 of directing with trust, plus0.158 of planning with Godûs blessing, plus 0.107of coordinating with truthfulness. This equation canpredict a 61.8 percent of the total variation ofsuccess. For example, if we increase 1 score forperceived evaluating with transparency which hasthe unstandardized coefficient (β) of .195, it willincrease Christian business success to .195 scores,when the other four variables (budgeting withgenerosity, directing with trust, planning with Godûsblessing, and coordinating with truthfulness) arecontrolled.

2.2 Discussion:2.2.1 From the eight activities of

management, POSDCORB (planning, organizing,staffing, directing, coordinating, reporting andbudgeting) according to Gulick & Urwickûs Theoryof Organization (1937), with an çEé for evaluatingand now çbaptizingé them from functions intomanagement approaches. There are three approachesnot applicable: 1) organizing with responsibility,2) staffing with integrity; and 3) reporting withaccountability, because of two reasons:

1) The Gulick and UrwickûsTheory was developed in 1937, in America. Thecontext of time and place is different from that ofThai Christian businesspeople nowadays. Thereare at least two authors who expressed the limitationsor disadvantages of POSDCORB: 1) Moore (1995),in Creating Public Value: Strategic Managementin Government, believes that POSDCORB is tooinward looking. In his view, the single most

important job of a manager is çunderstanding andshaping environmenté of the organization, primarily,but not solely, by means of the services it deliversto its customers and clients. 2) Meriam(www.12manage.com/methods_gulick_posdcorb.html) pointed out that the most important thing hasbeen omitted in the fascinating acronymPOSDCORB: çknowledge of a subject matteré whichshould come before planning and organizingsomething etc.

2) Those three approaches are lessdirectly related to the duties of CEOs, more theduties of middle and lower managers. As Katzûsresearch (Levinson, 1989: 33-36) found thatmanagers needed three essential skills: conceptualskills, human skills, and technical skills. Positionsin senior management operate on a strategic level,CEOs are expected to concentrate on conceptualskills such as planning, evaluating, budgeting,coordinating and directing. The three excludedfunctions: organizing, staffing, and reporting, aremore technical skills of middle management whichoperate on a tactical level.

2.2.2 The five applicable approaches:1) evaluating with transparency, 2) budgeting withgenerosity, 3) directing with trust, 4) planning withGodûs blessing, and 5) coordinating with truth-fulness, integrating their individual importance:

1) Budgeting with generosity isthe ability of the manager to manage skillfully theassets of the business so that there is stability, growthand continuity. This finding confirms the contingencytheory which posits that managers have to take into


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account all aspects of the current situation whenmaking budgeting decisions. It also confirmsAndersonûs article (2005) which found that R&Dspending had little impact on several business successindicators. Uree Cheasakulûs dissertation (2001) gaveconvincing evidence of the need to pay attentionespecially to strategy, structure and technology, forefficient performance. This is the first significantpredictor for Christian business success because ofthe need to always be realistic, çBe dressed foraction and have your lamps lit; be like those whoare waiting for their master to return from thewedding banquet, so that they may open the doorfor him as soon as he comes and knocksé (Bible,Matthew 12: 35-36).

2) Evaluating with transparencyis a crucial skill of a manager by which he/she putsin place effective and adequate monitoring for timely,honest and accurate feedback of the critical aspectsof the business, and for continuous improvement.Executives have to be open to positive and negativefeedback, to correct mistakes and to use evaluationresults without prejudice and vested interests. TheThai Christian business executives have to keep theçgood governanceé guidelines for the long-runsuccess of their business. Therefore, they have tobe responsible, good citizens of the country bypaying taxes and caring for the community, as wellas observing Godûs law çThen give to the emperorthe things that are the emperorûs and to God thethings that are Godûsé (Bible, Luke 20:25). Aboveall, çBe on guard against all kinds of greed; foroneûs life does not consist in the abundance ofpossessionsé (Bible, Luke 12:15-21). çWhat does

it profit them if they gain the whole world, butlose or forfeit themselves? (Bible, Luke 9:25).

3) Planning with Godûs blessingis the skill to decide today what is going to be donetomorrow. For a Christian manager, planning isnot only a technical skill of a methodical, logical,or systematic nature, but it also includes the abilityto recognize that without Godûs blessings, his effortsin planning and decision making are in vain. Itconfirms what Jones (2004: 301- 302) pointed outin Organizational Theory, Design and Change,çPlanned organizational change is normallytargeted at improving effectiveness of one or moreof four different levels: human resource, functionalresources, technological capabilities andorganizational capabilities.é Jesus gave a metaphorin planning, çNew wine must be poured into newwineskinsé (Bible, Luke 5:38). It means not makingdecisions based on dusty old maps.

4) Directing with trust is theability of the manager to make things happen in theorganization smoothly because of the congenialatmosphere, openness and trusting culture existingin the company. It is the consistency in managementbetween their words and actions or çwalking thetalké to be credible and trustworthy. This confirmsTipparat Laohavichienûs dissertation (2004) findingthat transformational and transactional leadershiphave a positive impact on the implementation ofinfrastructure quality management practices (topmanagement support, customer focus, suppliermanagement, workforce management, training andorganizational cooperation). The demographic data


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of the respondents revealed that 70.4% werefounders-entrepreneurs-owners of the business, while10% were president/CEO supported the authoritativebusiness executivesû possibility by all means topromote the difference in their subordinatesû lives.Christian business success also depends on treatingworkers well (Williams, 2007: 49). Jesus lived outHis teachings as He said çThe greatest amongyou will be your servanté (Bible, Matthew 23:11).He built up His cultural organization by usingstories or parables (Bible, Luke 13; Mark 4) toillustrate the transcendental truth.

5) Coordinating with truthfulnessrefers to the ability to stay in touch with people. Itconnotes a managerûs skill in having a healthy andclose relationship with various stakeholders of the

organization, both internal and external. The findingconfirms the important role of human resourcemanagement which is emphasized by many theorists.Higginson (1993: 128›130) pointed out that themanager should always be accessible. Jesus has aclose relationship with his disciples, He said, çI donot call you servants any longer, because theservant does not know what the master is doing;but I have called you friends, because I have madeknown to you everything that I have heard frommy Fatheré (Bible, John 15:15).

Conclusions

The findings of this study are summarized inTable 5.

Table 5 The Results of Findings according to the Order of Unstandardized Coefficient Values

Selected Variables Excluded Variables Equation Predictability

Hypothesis 1 1) Awareness ( = .269) 2) Foresight ( = .128) 3) Persuasion ( = .123) 4) Building Community ( = .121) 5) Stewardship ( = .090)

1) Listening 2) Empathy 3) Healing 4) Conceptualization 5) Commitment to the Growth of People

45.8%

Hypothesis 2 1) Budgeting with Generosity ( = .220) 2) Evaluating with Transparency ( = .195) 3) Planning with God’s Blessing ( = .158) 4) Directing with Trust ( = .141) 5) Coordinating with Truthfulness ( = .107)

1) Organizing with Responsibility 2) Staffing with Integrity 3) Reporting with Accountability

61.8%

Table 5 shows that: 1) Among ten variables,there are five variables of Christian LeadershipCharacteristics, specifically: awareness (ability tobe conscious always of ideal and goal in balanced,

integrated, and holistic life), building community,foresight, persuasion, and stewardship (abilityto exercise the authority, responsibility, andaccountability related to a position one holds in


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trust for another and for the greater good of society)that contribute to Christian business success.2) Among eight variables, there are five variablesof Christian Management approaches, specifically,evaluating with transparency, budgeting withgenerosity, directing with trust, planning with Godûsblessing (the skill to decide today what is going tobe done tomorrow. For a Christian manager, planningis not only a technical skill of a methodical, logical,or systematic nature, but also includes the ability torecognize that without Godûs blessings, his effortsin planning and decision making are in vain), andcoordinating with truthfulness that contribute toChristian business success.

RecommendationsThai Christian business executives should pay

more attention to the results from this research studyfor their Christian business success because theyhave to practice their faith in their works. There isno dualism, but unification between work and faith.The results of this research study confirm theirbusiness success based on the authentic teachingand examples of Jesus Christ, their Lord. They willbe proud of being Christian business executiveswho use their work as their mission › serving Godand neighbors in their professions, being goodexample for others in doing business with ethicalways, and generating the values of the kingdom of

God among others with justice, peace, and joy. Bythis way, they glorify God and become the truedisciples of Jesus, so-called, ùChristians.û Theirsuccess in business is not only profit, but continuousgrowth, social responsibility, concern for employeeswho are their brothers and sisters, and lifesatisfaction.

Further Study

Further research can be considered:

1. There is a continuing challenge toinvestigate the cause and effect relationship of thevariables in order to validate theoretical concepts.

2. Additional study can focus on measurements or assessment tools on Christian businesssuccess to gauge human potential and predictwith greater accuracy and reliability a personûsperformance likelihood of outstanding, mediocreor below standard.

3. This study can be replicated with otherspecific target groups, such as the 30-39 and40-49 years old age brackets in mixed or separatedgenders, for comparative study.

4. This research can be used as a model forstudying other religions, such as Buddhism, Islam,Hinduism, and Sikhism in a business contextaccording to culture, place, and time.


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