A framework for analyzing how context influences lean leadership
Purpose: Although leadership in lean systems is influenced by context, the mechanisms linking contextual factors (CFs) to leadership have not been explored. This study aims to present a framework for analyzing how context influences lean leadership competencies (LLCs). Design/methodology/approach: The framework’s design was based on insights from literature and refined through an empirical study of a large manufacturing plant formally committed to lean. The evolution of CFs over time was monitored in this study, allowing for analyzing how these triggered the need for using LLCs. Findings: The framework proved to be useful for as follows: the assessment of LLCs in different hierarchical levels; the analysis of how CFs and LLCs interact in specific “leadership events”; and the identification of improvement opportunities for supporting leadership. Four design propositions emerged from the empirical study, offering complimentary guidance for using the framework. Research limitations/implications: The framework was tested in one company, and therefore generalizations about its effectiveness need further applications. Practical implications: The framework may be used fully or partly by practitioners. For instance, the assessment of LLCs can be used as a standalone tool according to the specific needs of practitioners. Also, by producing rich descriptions of LLCs and CFs, the framework may inform lean leadership development programs. Originality/value: The framework allows for a systematic analysis of how a broad range of CFs influence LLCs, thus operationalizing an idea that so far has been discussed mostly on a theoretical level.
Year of publication: |
2020
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Authors: | Seidel, André ; Saurin, Tarcisio Abreu |
Published in: |
International Journal of Lean Six Sigma. - Emerald, ISSN 2040-4166, ZDB-ID 2553041-0. - Vol. 12.2020, 2 (19.05.), p. 149-174
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Publisher: |
Emerald |
Saved in:
Online Resource
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