GUIDELINES FOR DEVELOPING THE POTENTIAL OF SALES EMPLOYEES AT KINGKAEW SHOP LIMITED PARTNERSHIP THROUGH THE APPRECIATIVE INQUIRY (AI) PROCESS

Abstract

This research aimed to (1) examine positive experiences related to self-leadership among sales employees of Kingkaew Shop Limited Partnership through the Appreciative Inquiry process and (2) develop guidelines for enhancing their self-leadership. This study employed an action research approach integrated with the Appreciative Inquiry 4D model, consisting of Discovery, Dream, Design, and Destiny. The participants were 10 sales employees working in an online retail business context, where they faced pressure from sales targets, rapid customer response requirements, immediate problem-solving, and the need to improve responsibility, communication, and self-regulation. The research instruments included a semi-structured interview form with positive open-ended questions, SOAR analysis, and the Revised Self-Leadership Questionnaire (RSLQ). The RSLQ was pilot tested with 40 respondents who had characteristics similar to the key informants. The reliability test showed Cronbach’s Alpha coefficient of 0.883, indicating a high level of reliability. The findings revealed that the sales employees’ positive experiences reflected key components of self-leadership, including willingness to try new things, decision-making and immediate problem-solving, continuous self-development, discipline, responsibility, communication skills, teamwork, and emotional management. Based on these findings, three development projects were designed and implemented: Mind Power, which focused on positive thinking, self-talk, and visualization; Energize My Work, which aimed to enhance intrinsic motivation and the meaning of work; and Leadership Skills for Supervisors, which aimed to develop leadership, communication, and team management skills. After the implementation, the average self-leadership score of the sales employees increased from 3.99 to 4.31, representing an 8.02 percent improvement. In addition, interviews with direct supervisors and participatory observation showed that the employees demonstrated greater responsibility, improved punctuality in task completion, increased confidence in work and communication, and greater participation in meetings and idea sharing. Therefore, the Appreciative Inquiry process can be applied as a practical and context-appropriate approach to developing self-leadership among sales employees in an online retail business.

Keywords: Appreciative Inquiry, Self-Leadership, Sales Employees, Potential Development, SOAR