Nghiên cứu mối quan hệ giữa kỹ năng lãnh đạo và hiệu quả kinh doanh của doanh nghiệp dệt may việt nam tt tiếng anh

MINISTRY OF EDUCATION AND TRAINING
FOREIGN TRADE UNIVERSITY
-----o0o-----

SUMMARY OF PHD THESIS

STUDYING THE RELATIONSHIP BETWEEN LEADERSHIP SKILLS
AND BUSINESS PERFORMANCE OF VIETNAMESE TEXTILE AND
GARMENT COMPANIES

Field: Business Administration
Code: 9340101

TRẦN THỊ BÍCH NHUNG


THIS THESIS IS COMPLETED AT: .........................................................................
.........................................................................................................................................

Supervisor: ASSOC. PROF, DR NGUYEN XUAN MINH

Reviewer 1: ..........................................................
...............................................................................

Review 2:..............................................................
...............................................................................

Review 3:..............................................................
...............................................................................

This thesis will be defended at:

...............................................................................


LIST OF AUTHOR’S PAPERS

1

2
3

4

5

6

Tran Thi Bich Nhung, 2017, Criteria for evaluating business performance
of Vietnamese textile enterprises, Foreign Economic Review, No. 95/2017,
ISSN 1859 - 4050.
Tran Thi Bich Nhung, 2018, Leadership skills of enterprises in Ho Chi
Minh City, Foreign Economic Review, No. 102/2018, ISSN 1859 - 4050.
Tran Thi Bich Nhung, Tran Thi Phuong Thuy, 2018, Vietnam’s textile and
garment industry: an overview, Business & IT, Vol. VIII(2), pp. 45-53,
DOI: />Tran Thi Bich Nhung, Le Thai Phong, 2019, The effects of leadership skills
on firm performance: The case of textile and garment firms in
Vietnam. Management Science Letters, 9(12), pp.2121-2130.
Tran Thi Bich Nhung, 2019, Leadership skills: a study in Hochiminh City,
Vietnam,
Business
&

IT, Vol.
IX(2),
pp.
29-40,
DOI:
/>Tran Thi Bich Nhung, Lê Thai Phong, 2020, Leadership skills at Vietnam
Textile and Garment enterprises, Vietnam Journal for Indian and Asian
Studies, No 3 (88) March/2020, ISSN 0866-7314.


7

TABLE OF CONTENTS

8

LIST OF TABLE AND FIGURE

9

CHAPTER 1: INTRODUCTION....................................................................1

1.1 Reason for choosing the topic ............................................................................1
1.2 Literature review.................................................................................................1
1.2.1 Researches related to leadership skills................................................................1
1.2.2 Researches related to business performance of companies.................................2
1.2.3 Relationship between leadership skills and leadership effectiveness, business
1.3
1.4
1.5

1.6
1.7
1.8

performance of the company...............................................................................2
Overview of the research situation and identify research gaps .......................3
Purpose and research mission............................................................................3
Research questions .............................................................................................3
Subject and scope of the study ...........................................................................3
Research methodology .......................................................................................4
Thesis structure ..................................................................................................4
10....................................................................................................... Conclusion of chapter 1
.............................................................................................................................. 4
................................................................................................................................
11 CHAPTER 2: THEORETICAL BACKGROUND AND RESEARCH

MODEL ............................................................................................................5
2.1 Theoretical foundations of leadership skills ......................................................5
2.1.1 Leadership and leader definition ........................................................................5
2.1.2 Leadership skill definition .................................................................................5
2.1.3 Levels of leaders.................................................................................................5
2.1.4 Elements of Leadership skills ............................................................................5
2.2 Theoritical foundations of performance ...........................................................6
2.2.1 Business performance definition.........................................................................6
2.2.2 Performance measurement system......................................................................7
2.2.3 Charateristics of performance measurement system...........................................7
2.2.4 Some requirements of performance measurement system .................................7
2.3 The effect of leadership skills on leadership effective, business performance

of companies........................................................................................................7

2.4 Research model and reseach hypotheses ..........................................................8
2.4.1 General research model ......................................................................................8
2.4.2 Detailed research models and reseach hypotheses..............................................8
12 Conclusion of chapter 2....................................................................................9
13 CHAPTER 3: RESEARCH METHODOLOGY..........................................10
3.1 Research process................................................................................................10
3.2 Stage 1 – Defining and coding measurement ..................................................10
3.2.1 Leadership skills measurement and coding.......................................................10


3.2.2 Performance measurement and coding .............................................................10
3.3 Qualitative study ..............................................................................................10
3.3.1 Interview ..........................................................................................................10
3.3.2 Evaluating the results, adjusting the measurement and design questionnaire....11
3.4 Quantitative study ............................................................................................11
3.4.1 Conducting an official survey...........................................................................11
3.4.2 Checking and perfecting data, testing measurement, testing research models and

research hypotheses ..........................................................................................11
14 Conclusion of chapter 3 .................................................................................11
15 CHAPTER 4: RESEARCH RESULTS.........................................................12
4.1 Vietnam’s textile and garment industry overview.............................................12
4.1.1 Industrial production and export indicators.......................................................12
4.1.2 Main markets and product.................................................................................12
4.1.3 Main modes of production................................................................................12
4.1.4 Labor in Vietnam textile and garment industry.................................................12
4.1.5 Number and size of companys in Vietnam textile and garment industry...........12
4.1.6 Some financial indicators of some typical textile and garment enterprises.......13
4.2 Descriptive statistics..........................................................................................13
4.3 Measurement realability test............................................................................13

4.3.1 Cronbach’s Alpha test.......................................................................................14
4.3.2 EFA test............................................................................................................. 14
4.3.3 CFA test............................................................................................................14
4.4 Survey results of current status of leadership skills in Vietnamese textile

enterprises.............................................................................................................15
4.5 Research model and research hypotheses test ................................................15
4.5.1 SEM test............................................................................................................ 16
4.5.2 Bootstrap test....................................................................................................18
4.5.3 Extensive testing of research models................................................................18
4.5.4 Manova test.......................................................................................................19
16 Conclusion of chapter 4..................................................................................19
17 CHAPTER 5: DISCUSSIONS AND RECOMMENDATIONS...................20
18 5.1 Discussion about the main research results of the thesis........................20
19 5.1.1 Status of important and level of implementation of skills........................20
20 5.1.2 The influence of leadership skills on business performance of Vietnamese

textile and garment companies..........................................................................20
21 5.2 Some recommendations related to the research topic for Vietnamese

textile and garment companies.......................................................................21
22 5.2.1 Developing leadership skills through training programs..........................21
23 5.2.2 Developing leadership skills through learning from real experience........22


24 5.2.3 Developing leadership skills through self – improvement from leaders...22
25 5.3 Contributions.............................................................................................22
26 5.4Further research ........................................................................................23
27 Conclusion of chapter 5 .................................................................................23
28 CONCLUSION ..............................................................................................24

29 REFERENCES ...............................................................................................25

30


31 LIST OF TABLES
32
S

33 Tên bảng

34
Tr

35
1
38
2
41
3
44
4
47
5
50
6
53

36 Table 4.1: financial indicators of some typical textile and garment
enterprises

39 Table 4.2: Desciptive statistics

37
13
40
13
43
15
46
16
49
17
52
18

42 Table 4.3: the leaders’ self – assessment about the importance and
performance
45 Table 4.4: Detailed research model SEM test results
48 Table 4.5: Conclusion on research hypotheses
51 Table 4.6: The results of Bootstrap test

54 LIST OF FIGURES
55
N

56 Figure

57
Pa

58
1
61
2
64
3
67
4
70
5
73
6
76
7
79
8

59 Fig 2.1: Leadership skills model of Mumford, M.D and et al.

60
6
63
8
66
8
69
10
72
14
75

16
78
17
81
18

82

62 Fig 2.2: General research model
65 Fig2.3:Detailed research model
68 Fig 3.1: Research process
71 Fig 4.1: CFA test results
74 Fig 4.2: Detailed research model SEM test
77 Fig 4.3: General research model SEM test
80 Fig 4.4: The results of extensive testing of research models


8
83 CHAPTER 1: INTRODUCTION
1.9 Reason for choosing the topic

Business performance is always the most concern of all companies. All
companies are constantly improving and improving it. There are many factors
affecting business performance of the enterprise, in which factors related to leaders are
considered as those that significantly affect the business performance of the business,
because leaders are indispensable in any business.
85
Among leadership elements, leadership skill is considered as one of the
most important factors. Skill is the ability to perform an intellectual activity that
contributes to the effective performance of a job task. Skill is the ability that can be

developed through learning and practice, not necessarily innate, and proven by doing
the job, not merely the potential.
86
Meanwhile, Vietnam's textile and garment industry is strong and
growing, playing an increasingly important role in the growth of the national economy,
the existence and development of textile enterprises. Vietnam's garment has been
contributing greatly to the socio-economic development of Vietnam.
87
That is the reason why the author has chosen the topic “Studying the
relationship between leadership skills and business performance of Vietnamese textile
and garment companies”. The thesis studies the influence of leadership skills on
business performance of companies in Vietnamese textile and garment industry, based
on which the thesis proposes a number of solutions to improve and develop leadership
skills, contribute to the imrpovement of the business performance of Vietnamese
textile and garment enterprises.
1.10
Literature review
88
The issue related to the research topic of the thesis has been received a
lot of attention from scholars around the world for a long time.
1.10.1 Researches related to leadership and leadership skills
89
Until now, there have been thousands of different leadership studies and
these studies have approached in many different directions. According to Gary Yulk
(2013), theories and empirical research on leadership can be divided into the following
5 approaches: (1) leadership characteristics, (2) behavioral leadership, (3) approach in
terms of influence/power, (4) situational leadership, and (5) integrated research
90
The study of leadership skills is considered the center of quality
leadership theory and situational leadership. There have been many scholars studying

directly and indirectly about leadership skills (Bass, 1990).
84


9

In terms of research content, research on leadership skills can be divided
into two main research groups, namely:
92
- The first group is the research that explores the skills that a person will pursue
a leadership career or excel as an unofficial leader in a group.
93
- The second research group is the study on the relationship between a leader's
skills and leadership effectiveness in the current managerial position.
94
Based on the research model, researches on leadership skills in the world
often use one of three research models: Katz's three leadership skills model (1955),
Mumford's et al. (2000), or a model of the four leadership skills of Mumford, Campion
and Morgeson (2007).
95
Considering the scope of the research space, the study of leadership
skills in the world is conducted in many different fields of industry and business size.
96
Research on leadership skills in Vietnam includes a PhD research thesis
on developing leadership skills in Vietnam's non-state enterprises by Nguyen Thi Thu
Trang (2016) and an article on leadership skills of deans in a regional university in
Vietnam are posted at the 7th International Conference on Educational Reform (ICER
2014) of Hung, NM, Tesaputa, K., & Sri-ampai, A (2014).
1.10.2 Researches related to business performance of companies
97

Until now, researches on business performance are very diverse and
often approach in three main directions:
98
- Firstly, the aim is to evaluate business efficiency and propose solutions
to improve business efficiency of the business.
99
- Secondly, reseaches help to study the system of indicators to assess
business performance of enterprises and research on business performance evaluation
activities of enterprises.
Thirdly, researches foster researching in business performance in interaction with other
factors, foreign studies often focus on this approach.
1.10.3 Relationship between leadership skills and leadership effectiveness,
business performance of the company
100
Researching the relationship between leadership skills and leadership
performance, business performance of enterprises is one of the main research branches
related to leadership skills and business performance of enterprises. These studies
often identify a leader’s skills through testing, problem solving, self-assessment or
evaluation by others, and then determine the influence of a leader's skills on leadership
efficiency. Leadership effectiveness is measured by the performance of the work of
individuals, groups and the whole enterprise (Yukl, G, 2013). These include: sales,
91

-


10

profits, market share, Return on Investment (ROI), Return on Assets (ROA), employee
satisfaction, employee motivation, and develop employee skills, solution quality...

101
In Vietnam, through researches on leadership competencies, Do Anh Duc
(2014) and Le Thi Phuong Thao (2016) also assessed the influence of leadership skills
to the effectiveness of the business.
1.11
Overview of the research situation andidentify research gaps
102
Over the world, research on leadership skills is very diverse, is done in
many different research models, and is conducted in many different fields of industry.
In Vietnam, there are many relevant studies on business performance of companies,
but the research on leadership and leadership skills is quite limited. Research on
leadership is mainly focused on leadership competencies and leadership styles, with a
few studies on the role and personal charateristics of leadership in companies.
103
The above analysis shows that, “studying the relationship between
leadership skills and business performance of Vietnamese textile and garment
companises” is a new study, not duplicated with existing, valuable researches,
scientific and practical treatment.
1.12
Purpose and research mission
104
This thesis focuses on researching the influence of leadership skills on
business performance of Vietnamese textile and garment companies in general.
1.13
Research questions
105
Based on the above purposes and tasks, the thesis must answer the
research question which is "What is the impact of leadership skills on business
performance of Vietnamese textile and garment companies?"
1.14

Subject and scope of the study
106
Subject of the study: The dissertation studies the influence of leadership
skills on business performance of Vietnamese textile and garment companies in
general.
107
Scope of the study:
- Scope of content: The thesis studies the influence of leadership skills on the
business performance of Vietnamese textile and garment companies.
- Scope of space: thesis researching Vietnamese textile and garment companies.
- Scope of time: the thesis was implemented in the period from the beginning of
2016 to 2019. The interview, investigation, survey of leaders at Vietnamese textile
and garment companies were conducted in the period from October 07, 2018 to
April 2019. Suggestions of the thesis are towards 2025.
- Scope of the research object: the research object of the thesis is a leader at all
levels currently working in Vietnamese textile and garment enterprises.


11
1.15
Research methodology
- The thesis uses a combination of research methods.
- Data sources: the thesis uses secondary and primary data.
- Data collection method: online, direct and indirect.
- Methods of data processing: The thesis uses Excel, IBM SPSS Statistics 21,

AMOS, and writes reports in Microsoft Word.
1.16
Thesis structure
108

Besides the introduction, conclusions, references, necessary papers and
related appendices, the thesis consists of 5 chapters as follows:
109
- Chapter 1: Introduction
110
- Chapter 2: Theoretical background and practical experience
111
- Chapter 3: Research methodology.
112
- Chapter 4: Research results
113
- Chapter 5: Discussions and recommendations
114
Conclusion of Chapter 1
115


12
116 CHAPTER 2: THEORETICAL BACKGROUNDANDRESEARCH

MODEL
2.1 Theoretical foundations of leadership skills
2.1.1 Leadership and leader definition

Leadership has received a lot of attentions from many scholars around
the world for a long time.Researchers usually define leadership according to their
indivudual perspectives and the aspects of the phenomenon of most interest to
them(Yukl, 1989),so, up to now there are hundreds of different definitions of
leadership. The above definitions are neither entirely true nor completely wrong,
because according to Campell (1977) depending on the object and objectives of the

research, scholars come up with different definitions of leadership.This thesis uses the
definition of Yulk (2013), “Leadership is the process of influencing others to
understand and agree about what needs to be done and how to do it, and the process
of facilitating induvidual and collective efforts to accomplish shared objectives”.
Leaders indicate people who occupy positions in which they are expected to perform
the leadership role, implement objectives of company through influencing others.
2.1.2 Leadership skill definition
118
Skills are the ability to perform tasks, the ability to turn knowledge into
actions to effectively perform tasks to achieve goals and skills can be developed
through learning. Leadership skills are leaders’ ability to perform tasks, turn
knowledge into actions, demonstrate leaders’ proficiency when applying the
knowledge gained in practice to perform leadership functions to achieve the goals.
2.1.3 Levels of leaders
119
In company, leaders are usually divided into 3 levels: senior leaders,
middle leaders, and junior leaders.
2.1.4 Elements of Leadership skills
2.1.4.1 Katz’s Three-skills approach
120
It is assumed here that an administrator is one who (a) articulates
strategic
vision, mission and purpose of the organization, (b) directs the activities of other
persons and (c) undertakes the responsibility for achieving objectives through these
efforts. Within this definition, successful leader appears to rest on three basic skills,
include technical skills, human skills, and conceptual skills. Of the three skills,
technical skills are the most familiar because they are specific and obvious to most
people, technical skills are essential for junior level leadership. Meanwhile, human
skills are indispensable skills for all levels of leadership, and conceptual skills are
117

13

essential for senior leaders in the business. At the same time, Katz (1955) emphasized
that leadership skills are not inherent born as mentioned in previous studies, they can
be formed and developed through training and practice.
2.1.4.2 Elements of Leadership skills of Mumford, M. D.and et al.(2000)
121
Fig 2.1: Leadership skills model of Mumford, M. D. and et al.
122
123
Individual attributes
Competencies
Leadership outcomes
124
General
Problem solving
125 cognitive abilities Problem solving skills
Crystallized
cognitive abilities
Social judgment and social skills Performance
126
Motivation
Knowledge
127
Personality
128
129
130

131
132
133
134
135
136

Career Experiences
Environmental Influences

(Source: )

In this model, leadership skills are important elements and affect directly
on leadership outcomes.
2.1.4.3 Leadership skills strateplex ofMumford, T. V., Campion, M. A., and
Morgeson, F. P. (2007)
138
On the basis of analyzing, separating and synthesizing previous studies
on leadership skills, the authors propose a leadership skills model, including the
following four skill groups: cognitive skills, interpersonal skills, business skills and
strategic skills. Senior leaders demand higher leadership skills than lower level
leaders. At all levels of leaders in organization, cognitive skills are the most important,
followed by interpersonal skills, business skills and strategic skills. In the career
advancement of leaders, business skills and strategic management skills are more
important than cognitive and human skills.
2.2 Theoretical foundations of performance
2.2.1 Business Performance definition
2.2.1.1 Performance definition
139
The word “performance” is widely used in all fields of management.

137


14

Although there are many different interpretations of efficiency, often
performance is defined or equated with effectiveness and efficiency (Neely, Gregory
và Platts, 1995; Corvellec, 1994).Effectiveness is about accomplishing a task or
producing a desired result, refers to do the right things. Efficiency is about performing
a task in a best possible manner. It focuses on achieving the objective and maximun
result with least time and effort.
2.2.1.2 Business performance definition
141
The business performance of a company is a reflection of its ability to
combine inputs, allowing to minimize costs in its business operations in order to
achieve its profitability goals. This concept is quite similar to existing concepts of
business performance in Vietnam and the concept of performance of Neely, Gregory
and Platts (1995) and Corvellec (1994).
2.2.2 Performance measurement system
142
So far, many scholars have researched and offered different
interpretations of business performance measurement systems.This thesis uses the
Balance Score Card of Kaplan and Norton (1993) to measure the business performance
of companies in Vietnamese textile and garment industry.
2.2.3 Characteristics of performance measurement system
143
According toNeely, A., and et al.(2007),the performance measurement
frameworks should display some key characteristics that help an organization to
identify an appropriate set of measures to assess their performance.
2.2.4 Some requirements of performance measurement system.

144
Business performance measurement system needs to meet certain
requirements.
2.3 The effect of leadership skills on business performance of companies.
145
Kehinde, J.S, Jegede, C.A. and Akinlabi, H.B. (2012) studied the
influence of leadership and strategy on the performance of banks in Nigeria.
According to the authors, this research is similar to the views of Stott and Walker
(1995) and Bourne and Franco - Santos (2010), who believe that leadership skills have
a direct impact on business performance. of the business. At the same time, this result
is similar to the research results of Abosede et al (2011) emphasizing that leadership
skills (including: technical skills, people, and cognitive skills) are factors of extreme of
business efficiency of the business
146
Sarker, M.A.R., và cộng sự (2019) studied soft skills, the results showed
that leaders in Bangladeshi textile enterprises need the following soft skills: leadership
skills, communication skills, teamwork skills, critical thinking skills, and results also
140


15

show that these soft skills have a direct and positive effect on the performance of
workers. On the other hand, Islam, S., và cộng sự (2018)show that the soft skills that
local leaders in textile enterprises in Bangladesh are still limited compared to leaders
from abroad have. These include communication skills, presentation skills, decisionmaking skills, motivation, negotiation, communication, marketing skills and a few
other soft skills
147
Research by Rosaline, Z., (2013) shows that leadership skills will
affect the Indian knitting industry in improving productivity, increasing market share

in the global market, increasing sales and contributing to Indian economic
development
148
In addition, in Sri Lanka, the findings of Gunawardena, M.K., Cooray,
C.N. and Fonseka, A.T., (2014) on leadership in the textile industry show that
leadership behavior influences innovation in textile enterprises in Sri Lanka.
2.4 Research model and research hypotheses
2.4.1 General research model
149
Fig 2.2: General research model
150
151
Performance of Vietnam textile and garment companies
Direct affect
Leadership
152skills
Positive affect
153
154
(Source: the author's suggestion)
155
2.4.2 Detailed research models and research hypotheses
156
Fig 2.3: Detailed research model
157
158
Cognitive skills
H1
159
H2

160
Interpersonal skills
Performance of Vietnam textile and garment companies
161
H3
162
Business skills
163
H4
164
Strategic skills
165
166
(Source: the author's suggestion)
167


16

Hypotheses H1: Cognitive skills affect posivitely on performance of Vietnam
textile and garment companies.
- Hypotheses H2: Interpersonal skills affect posivitely on performance of Vietnam
textile and garment companies
- HypothesesH3: Business skills affect posivitely on performance of Vietnam textile
and garment companies
- HypothesesH4: Strategic skills affect posivitely on performance of Vietnam textile
and garment companies.
168 Conclusion of chapter 2
169
-

Fig3.1: Reseach process
17
170 CHAPTER 3: RESEARCH METHODOLOGY
171 3.1Reseach process

172
Stage 1
173
174
175
Stage 2: Qualitative study
176
177
178
179
180
181
182
Stage 2: Quantitative
183
study
(Source:
184 the author's suggestion)
Checking and perfecting data, testing measurement, testing models and
185

Writing report
186

187
Defining a
188
189
190
191
192
193
194 3.2 Stage 1 –Defining and coding measurement
195 3.2.1Leadership skills measurement and coding
196
This thesis uses the scale of Mumford, Campion and Morgeson (2007)to
measure cognitive skills, interpersonal skills, business skills, and strategic skills.
197 3.2.2 Performance measurement and coding
198
This thesis uses Balanced Score Card of Kaplan to measure performance
of Vietnamese textile and garment companies.
199 3.3 Qualitative study
200 3.3.1 Interview
- Preparation:Based on the proposed measurement, author prepares appropriate
content.


18

Interview subject:Leaders at all levels working in Vietnam textile and garment
compamies.
- Sample zise:30 leaders
- Interview methods: directly and by phone
201 3.3.2 Evaluating the results, adjusting the measurement and design

questionnaire
202
Results of discussions with 30 leaders showed that:
- In terms of leadership skills, most of the interviewed subjects said that the skills
mentioned in the measurement are very necessary skills for leaders, and these
skills affect business performance.
- Regarding the business performance of enterprises, the leaders all believe that
the above indicators are necessary, and supplement the indicator "Lead time" to
evaluate the performance in internal processes perspective of performance.
203 3.4Quantitative study
204 3.4.1 Conducting an official survey
- Sample size: 476 respondents
-Data collection:Data is collected through online survey, direct survey and indirect
survey via questionaire.
- Data analyse software: IBM SPSS Statistics 20and AMOS 20.
205 3.4.2 Checking and perfecting data, testing measurement, testing research
models and research hypotheses
206 3.4.2.1 Checking and perfecting data
207
The data after being collected will be checked and removed invalid
observations, perfected and moved the next steps.
208 3.4.2.2 Testing measurement
209
Cronbach Alpha, EFA, and CFA (Confirmation Factor Analysis) testing
are used to test leadership skills and performance measurement.
210 3.4.2.3 Testing research models and research hypotheses
-

211

SEM and bootstrap testing are used to test research models and research

hypotheses.
212 Conclusion of chapter 3


19
213 CHAPTER 4: RESEARCH RESULTS
4.1 Vietnam’s Textile and Garment Industry overview
214 4.1.1 Industrial production and export indicators

Industrial production index shows that the industrial production of
Vietnam textile and garment industry has increased over the years. The ratio of textile
and apparel export turnover shows that the textile and garment industry accounts for a
large proportion of Vietnam's total export turnover.
4.1.2 Main markets and product
216
The products of Vietnam’s textile and garment industry are sold in both
domestic and foreign markets. In the domestic market, they are sold in markets, retail
store, supermarkets, trade centers and accounts for about 14%. The products of
Vietnam’s textile and garment industry arer exported to more than 180 countries and
territories worldwide (Le Hong Thuan, 2017). In particular, the main markets are he
United States, the EU, Japan, Korea, and some other markets such as ASEAN, Canada,
China and Taiwan…. These markets are notorious for being extremely strict in terms
of product quality, price and design. In addition, these markets are also high
demanding in product control and standard of the product.
4.1.3 Main modes of production
217
Although Vietnam textile and garment industry has a high proportion of
export turnover and high growth rate, it is mainly manufactured under the CMT

method (the mode of production produces the lowest added value), about65% of total
export value.About30% of export value is produced by FOB mode and only 5% of
total export value is by other mode of production.
4.1.4 Labor in Vietnam textile and garment industry
218
Labor is one of the main factors of production and business in the textile
and garment industry and is reflected in both the quantity and quality of labor. The
number of labors in textile and garment industry is about 1.6 million labors,
accounting for more than 12% of the labor force in the industrial sector and nearly 5%
of the total labor force in Vietnam. The average labor productivity in this indutry is
lower than other countries in the region, such as Hong Kong, China, Korea, Thailan…
4.1.5 Number and size of companies in Vietnam textile and garment industry
219
According to statistics by Bui Van Tot (2014), there are about 6.000
companies operating in the textile and garment sector in Vietnam, of which small and
medium companies account for a large proportion. In terms of ownership, about 84%
of textile and garment enterprises are prive; 15% are foreign invested enterprises and
about 1% is SOEs. By sector, about 70% of companies are in of the garment sector,
215


20

17% of enterprises are in the textile/ knit sector, 6% of enterprises are in the yarn
sector, 4% are in the dyeing sector and about 3% of companies are in the supporting
industries. In terms of grography, companies in the north occupy about 30%,
companies in the central and highlands occupy 8% and companies in the south is about
62%.
4.1.6 Some financial indicators of some typical textile and garment enterprises
220 Table 4.1: financial indicators of some typical textile and garment

enterprises
221 Indic

222 Vinatex

223 Phong Phu

ators

235 Reve

nue

245 Reve

nue
growt
h

224 Nha Be

Corporation
226

227

228

229

230

231

232 2

20

20

20

20

20

20

0
1
6

236
15.

237
17.

238
19.

239
3.2

240
3.0

241
3.4

246
2,0

247
12,

248
9,5

249
-

250
-

251
15,

242 4
.

2
1
5
252 -

256
579
266
8,8

257
685
267
18,

258
703
268
2,6

259
272
269
28,

260
187
270
-

261
218
271
16,

275 ROA

276
1,6

277
1,8

278
2,0

279
6,1

280
3,5

281
4,2

285 ROE

286
4,2

287
4,9

288
5,4

289
18,

290
11,

291
13,

255 Profit
265 Profit

growt
h

4
,
6
%
262 5
3
272 5
3
,

9
%
282 1
,
9
2
%
292 1
2
,
5
9
%

Corporation
233 2
234
0
20
1
7
243 4
.
2
1
7
253 0
,
1
%

244
4.8

263 5
8
273 9
,
4
%

264
68
274
17,

283 1
,
8
1
%
293 1
3
,
3
5
%

284
1,8

254
16,

294
14,

295 (Source: Summarized from the financial statements)
296 4.2 Descriptive statistics
297

The sample size was 476 observations.
298
Table 4.2: Descriptive Statistics


21
299
302 Gender
310 Age

326 Level
338 Years
of
experie
nce
350 Type of
compan
ies
358 Size of

compan
ies
370 Locatio
n

301 Percentage

303 Male
307 Female
311 Under 30
315 From 30 to under 40
319 From 40 to under 50
323 From 50
327 Junior leaders
331 Middle leaders
335 Senior leaders
339 Under 5 years
343 From 5 to under 10 years
347 From 10 years

300 Freque
ncy
304 270
308 206
312 101
316 150
320 152
324 73
328 165
332 236

336 75
340 166
344 192
348 118

351 Limited companies
355 Joint stock companies

352 303
356 173

353 63,66%
357 36,34%

359 Small
363 Medium
367 Large
371 The South
375 The Center
379 The North

360 56
364 107
368 313
372 369
376 36
380 71
382

361 11,76%

365 22,48%
369 65,76%
373 77,52%
377 7,56%
381 14,92%

305 56,72%
309 43,28%
313 21,22%
317 31,51%
321 31,93%
325 15,34%
329 34,66%
333 49,58%
337 15,76%
341 34,87%
345 40,34%
349 24,79%

(Source: from SPSS)

383 4.3Measurement realability test
384 4.3.1 Cronbach’s Alpha Test

Cronbach’s Alpha test show that the leadership skills scale is satisfactory
after removing Cog3 item, and the business performance scale is satisfactory.
386 4.3.2 EFA Test
387
The results of leadership skills EFA testand performance EFA test show
that the leadership skills scale and performance scale are satisfactory.

388
The general EFA analysis results show that the leadership skills and
business performance scales meet the requirements of reliability, convergence and
discriminatory values, thus can move to the next step (CFA test).
389 4.3.3CFA Test
390
The results of CFA test show that the scale is consistent with market
data.
391
Fig 4.1: CFA test results
385


22
392

393 (Source: The result of thesis)
394 4.4 Survey results of current status of leadership skills in Vietnamese

textile enterprises
395
The results show that leadership skills in Vietnamese textile and garment
companies can be measured through four main skill groups: cognitive skills,


23

interpersonal skills, business skills and strategic skills. Details of the leader's selfassessment about the importance and the performance of these skills are as follows:
396 Table 4.3: the leader's self-assessment about the importance and
performance

397
Co

398 Skills

404
Co

405 Cognitive skills

399 leader's self-assessment
402 Impor
403 Perfor
tance
mance
406 4,06

407 3,77

408
Co

409 Speaking

410

4,31

411

3,74

412
Co

413 Listening

414

4,30

415

3,75

416
Co

417 Writing

418

3,68

419

3,74

420
Co

421 Reading comprehension

422

3,89

423

3,82

424
Co

425 Active learning

426

3,78

427

3,80

428
Co

429 Critical thinking

430

4,37

431

3,76

432
Pe

433 Interpersonal skills

434 4,55

435 3,75

436
Per

437 Social perceptiveness

438

4,46

439

3,76

440

Per

441 Coordination

442

4,56

443

3,71

444
Per

445 Negotiation

446

4,59

447

3,82

448
Per

449 Persuasion

450

4,59

451

3,72

452
Bu

453 Business skills

454 4,39

455 3,73

456
Bu

457 Operation analysis

458

4,67

459

3,72

460
Bu

461 Motivating people

462

4,61

463

3,78


24
464
Bu

465 Directing people

466

4,34

467

3,74

468
Bu

469 Developing people

470

4,29

471

3,66

472
Bu

473 Financial resources management

474

4,28

475

3,71

476
Bu

477 Material resources management

478

4,14

479

3,74

480
Str
484
Str

481 Strategic skills

482 4,49

483 3,80

485 Visioning

486

4,42

487

3,82

488
Str

489 Systems perception

490

4,39

491

3,74

492
Str

493 System evaluation

494

4,72

495

3,76

496
Str

497 Identification of downstream consequences

498

4,59

499

3,71

500
Str

501 Identification of key causes

502

4,52

503

3,85

504
Str

505 Problem identification

506

4,46

507

3,88

508
Str

509 Solution appraisal

510

4,32

511

3,87

512 (Source: From SPSS)

The above results show that there is a significant gap between the
importance and the performance in interpersonal skills, business skills and strategic
skills. Therefore, leaders of Vietnamese textile and garment companies should focus
on improving these skills to narrow the above gap.
514 4.5Research model and research hypotheses test
515 4.5.1 SEM test
516 4.5.1.1 Detailed research model SEM test
517
Table 4.4: Detailed research model SEM test results
513

518

519 Est
im
ate

520
S.

521
C

522 P
v
a
l

523 Standardized
regression weights


25

524 Performance
525 0,3
81

530 Performance
531 0,1

52

536 Performance
537 0,1
48

542 Performance
543 0,1
92

526
0,

527

532
0,

533

538
0,

539

544
0,

545

5
3
3
3

u
e
528 *
*
*
534 *
*
*

529 0,388

535 0,222

540 *
*
*

541 0,201

546 *
*
*

547 0,244

(Source: from SPSS and AMOS)
Fig 4.2: Detailed research model SEM test
548

549
550

551

(Source: from SPSS and AMOS)