Skip to main content
SpringerLink
Log in

Creating Shared Leadership Culture: KPMG Thailand’s People Passion Programme

  • Chapter
  • First Online:
The Palgrave Handbook of Leadership in Transforming Asia

  • 1674 Accesses

Abstract

Shared leadership is essential in driving workplace learning activities to stimulate social interaction, resulting in a transformation into a good team. Shared leadership built on staff empowerment can positively affect individual, group, and organisational outcome. This study focuses on the unique nature of KPMG Thailand’s talent management programme, which is called People Passion; its strength comes from a group of employees who are content because financial incentives and reputation no longer influence talent management decisions. The People Passion programme’s formula is to empower, encourage, and instil confidence in co-workers using principles which are at the core of KPMG’s human resource strategies. The programme maintains high cohesiveness and workflow harmony while recognising the collective nature of Thai employees. This study discusses issues related to the implementation of the project, such as leadership practices, shared leadership, and staff empowerment. This study found that the key issue in becoming a successful leader is to acknowledge the involvement of staff members at every level of the organisation. To create shared leadership culture, ground rules that foster cohesion must be created to lead employees with the right mindset and the appropriate skill sets to help the team cope with a fast-changing work environment.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 219.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 279.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 279.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Ashley, S. (1992). US quality improves but Japan still leads. Mechanical Engineering, 24, 114–126.

    Google Scholar 

  • Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32.

    Article  Google Scholar 

  • Bligh, M. C., Pearce, C. L., & Kohles, J. C. (2006). The importance of self- and shared leadership in team based knowledge work: A meso-level model of leadership dynamics. Journal of Managerial Psychology, 21(4), 296–318.

    Article  Google Scholar 

  • Burke, C. S., Fiore, S. M., & Salas, E. (2003). The role of shared cognition in enabling shared leadership and team adaptability. In C. L. Pearce & J. A. Conger (Eds.), Shared leadership: Reframing the hows and whys of leadership (pp. 103–122). Thousand Oaks: Sage Publications.

    Chapter  Google Scholar 

  • Burns, J. M. G. (1978). Leadership. New York: Harper & Row.

    Google Scholar 

  • Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50, 1217–1234.

    Article  Google Scholar 

  • Chow, I. H. S., Lo, T. W. C., Sha, Z., & Hsiao, C. Y. (2005). Understanding hospital employee job stress and turnover intentions in a practical setting: The moderating role of locus of control, Journal of Management Development, 24, 478–495.

    Google Scholar 

  • Cope, J., Kempster, S., & Parry, K. (2011). Exploring distributed leadership in the small business context. International Journal of Management Review, 13, 270–285.

    Article  Google Scholar 

  • Conger, J. A., & Pearce, C. L. (2009). Using empowerment to motivate people to engage in effective self-and shared leadership. In E. A. Locke (Ed.), Principles of organizational behavior (pp. 201–216). New York: John Wiley.

    Google Scholar 

  • Cowley, W. H. (1931). The traits of face-to-face leaders. The Journal of Abnormal and Social Psychology, 26(3), 304-313.

    Article  Google Scholar 

  • Denis, J. L., Langley, A., & Sergi, V. (2012). Leadership in the plural. The Academy of Management Annals, 6(1), 211–283.

    Article  Google Scholar 

  • Doyle, M. E., & Smith, M. K. (2001). Classical leadership. In The encyclopedia of informal education. Retrieved from http://www.infed.org/leadership/traditional_leadership.htm.

  • Fiedler, F.E. (1978). The contingency model and the dynamics of the leadership process. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 11, pp. 59–112). New York: Academic Press.

    Google Scholar 

  • Fletcher, J. K., & Kaufer, K. (2003). Shared leadership: Paradox and possibility. In C. L. Pearce & J. A. Conger (Eds.), Shared leadership: Reframing the hows and whys of leadership (pp. 21–47). Thousand Oaks: Sage Publications.

    Chapter  Google Scholar 

  • Friedrich, T. L., Vessey, W. B., Schuelke, M. J., Ruark, G. A., & Mumford, M. D. (2009). A framework for understanding collective leadership: The selective utilisation of leader and team expertise within networks. The Leadership Quarterly, 20, 933–958.

    Article  Google Scholar 

  • Gardner, J. W. (1990). On leadership. New York, NY: The Free Press.

    Google Scholar 

  • Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Belknap Press.

    Google Scholar 

  • Hofstede, G. H. (1980). Cultural consequences: International differences in work related values. London: Sage Publications.

    Google Scholar 

  • Hofstede, G. H. (1991). Cultures and organisations: Software of the mind. London: McGraw-Hill.

    Google Scholar 

  • House, R. J., Hanges, P. J. Javidan, M., Dorfman R. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organisations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage Publications.

    Google Scholar 

  • Howell, J. P., Bowen, D. E., Dorfman, P. W., Kerr, S., & Podsakoff, P. M. (1990). Substitutes for leadership: Effective alternatives to ineffective leadership. Organisational Dynamics, 19(1), 21–38.

    Google Scholar 

  • Hui, M. K., Au, K., & Fock, H. (2004). Empowerment effects across cultures. Journal of International Business Studies, 35(1), 46–60.

    Article  Google Scholar 

  • Humborstad, S. I. W., & Perry, C. (2011). Employee empowerment, job satisfaction and organisation commitment: An in-depth empirical investigation. Chinese Management Studies, 5(3), 325–344.

    Article  Google Scholar 

  • Kirkman, B. L., & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42, 58–74.

    Article  Google Scholar 

  • Kirkman, B. L., Rosen, B., Tesluk, P. F., & Gibson, C. B. (2004). The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction. Academy of Management Journal, 47, 175–192.

    Article  Google Scholar 

  • Konu, A., & Viitanen, E. (2008). Shared leadership in Finnish social and health care. Leadership in Health Services, 21, 28–40.

    Article  Google Scholar 

  • Likert, R. (1961). New patterns of management. New York: McGraw-Hill.

    Google Scholar 

  • Mann, R. D. (1959). A review of the relationship between personality and performance in small grups. Psychological Bulletin, 56, 241–270.

    Article  Google Scholar 

  • Pearce, C. L. (2008). Follow the leaders. The Wall Street Journal, R8.

    Google Scholar 

  • Pearce, C. L., & Conger, J. A. (Eds.). (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage Publications.

    Google Scholar 

  • Pearce, C. L., & Manz, C. C. (2005). The new silver bullets of leadership: The importance of self- and shared leadership in knowledge work. Organisational Dynamics, 34, 130–140.

    Article  Google Scholar 

  • Phornprapha, S. (2015). People Passion programme: Implementing an innovative workplace learning culture through professional development – the case of KPMG Thailand. International Review of Education, Journal of Lifelong Learning, 61(6), 795–814.

    Article  Google Scholar 

  • Phornprapha, S., & Chansrichawla, S. (2007). Leadership-supported mentoring: The key to enhancing organisational commitment and retaining newcomers. International Journal of Management and Decision Making, 8(2–4), 394–424.

    Article  Google Scholar 

  • Rath, T. (2007). Strengths finder 2.0. New York: Gallup Press.

    Google Scholar 

  • Rousseau, D. M., & House, R. J. (1994). Meso organisation behaviour: Avoiding three fundamental biases. In C. I. Cooper & D. M. Rousseau (Eds.), Trends in organisational behaviour (pp. 15–29). NY: Wiley.

    Google Scholar 

  • Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15, 145–158.

    Article  Google Scholar 

  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimension, measurement, and validation. Academy of Management Journal, 38, 1442–1465.

    Article  Google Scholar 

  • Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology, 25, 35–71.

    Article  Google Scholar 

  • Tannenbaum, R., & Schmidt, W. (1973). How to choose a leadership pattern. Harvard Business Review, May-June, pp. 162–164, 166–168.

    Google Scholar 

  • Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An ‘interpretive’ model of intrinsic task motivation. Academy of Management Review, 15, 661–681.

    Google Scholar 

  • Vacchio, R. P., Justin, J. E., & Pearce, C. L. (2010). Empowering leadership: An examination of mediating mechanisms within a hierarchical structure. The Leadership Quarterly, 21, 530–542.

    Article  Google Scholar 

  • van Ginkel, W. P., & van Knippenberg, D. (2012). Group leadership and shared task representations in decision making groups. The Leadership Quarterly, 23, 94–106.

    Article  Google Scholar 

  • Verespej, M. A. (1990). When you put the team in charge. Industry Week, 9(29), 30–32.

    Google Scholar 

  • Wright, P. (1996). Managerial leadership. London: Routledge.

    Google Scholar 

  • Wood, M. S. (2005). Determinants shared leadership in management team. International Journal of Leadership Studies, 1(1), 64–85.

    Google Scholar 

  • Yammarino, F. J., Dionne, S. D., Chun, J. U., & Densereau, F. (2005). Leadership and levels of analysis: A state of the science review. Leadership Quarterly, 16, 879–919.

    Article  Google Scholar 

  • Yin, R. K. (1994). Case study research: Design and methods (2nd ed.). Newbury Park, CA: Sage Publications.

    Google Scholar 

  • Zarraga, C., & Bonache, J. (2005). The impact of team atmosphere on knowledge outcomes in self-managed teams. Organisation Studies, 26, 661–681.

    Article  Google Scholar 

Download references

Acknowledgement

The author thanks Ms Kaisri Nuengsigkapian, CEO of KPMG Thailand, and her team for sharing relevant materials and valuable insights for this research.

Author information

Authors and Affiliations

  1. Dusit Thani College, Bangkok, Thailand

    Sarote Phornprapha

Authors
  1. Sarote Phornprapha
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Sarote Phornprapha .

Editor information

Editors and Affiliations

  1. School of Management, Royal Melbourne Institute of Technology, Melbourne, Victoria, Australia

    Nuttawuth Muenjohn

  2. School of Management, Royal Melbourne Institute of Technology, Melbourne, Victoria, Australia

    Adela McMurray

Copyright information

© 2017 The Author(s)

About this chapter

Cite this chapter

Phornprapha, S. (2017). Creating Shared Leadership Culture: KPMG Thailand’s People Passion Programme. In: Muenjohn, N., McMurray, A. (eds) The Palgrave Handbook of Leadership in Transforming Asia. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-57940-9_14

Download citation

Publish with us

Policies and ethics

Search

Navigation