TRANSFORMATIONAL LEADERSHIP AND CORPORATE ENTREPRENEURSHIP AMONG HIGH-POTENTIAL GENERATION Z EMPLOYEES IN THAILAND’S RETAIL INDUSTRY
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This study examines the relationship between transformational leadership and corporate entrepreneurship among high-potential Generation Z employees in Thailand’s retail industry. Specifically, it explores how transformational leadership shapes entrepreneurial behaviors, including innovativeness, proactiveness, and risk-taking, through employee-centered psychological and organizational mechanisms. As the retail sector faces increasing digital disruption and market uncertainty, fostering innovation-oriented employee behavior has become increasingly important for organizational sustainability and competitiveness.
A qualitative phenomenological research design was employed to explore participants’ lived experiences and perceptions. Data were collected through in-depth semi-structured interviews with high-potential Generation Z employees working in retail organizations in northern Thailand. Participants were selected using purposive sampling based on their demonstrated performance, leadership potential, and innovative capacity. The interview data were analyzed using thematic analysis to identify recurring patterns related to leadership practices and entrepreneurial behaviors.
The findings suggest that transformational leadership plays an important role in fostering corporate entrepreneurship by strengthening psychological safety, intrinsic motivation, and employee empowerment. Leadership practices characterized by inspirational motivation, intellectual stimulation, and individualized consideration were perceived as key drivers of employee innovation, initiative, and calculated risk-taking. Participants also emphasized the importance of autonomy, constructive feedback, and continuous professional development in supporting entrepreneurial engagement.
This study contributes to the literature by extending the application of transformational leadership and corporate entrepreneurship theories to the context of high-potential Generation Z employees in an emerging economy. The findings offer practical implications for organizations seeking to strengthen innovation capability through leadership development and employee-centered management practices.
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