Leading from the Top in Supply Chain Management : Deconstructing to Improve

The purpose of the study informed by Lewin’s theoretical model of organizational change will be to ascertain leadership assumptions and the barriers to effective supply chain management decisions. The supply chain management field is fundamentally focused on interrelated functional linkages which are dependent on each other. Leaders within the supply chain are responsible for the planning and management of all activities involved in achieving the organization’s objectives. This includes planning, organizing, providing direction, and exercising control over organizational resources, material and human capital. However, a review of the literature reveals a considerable gap in the literature regarding leadership assumptions and how organizational leaders refine goals for organizational success in the supply chain field. This study seeks to explore selected leadership propositions aimed at gaining a clearer understanding on deconstructed leadership assumptions and how organizational leaders use the knowledge gained to inform supply chain management decisions. Primary data collection will involve interviews guided by Moustakas’s framework of analysis and a supplemental quantitative survey to understand the experiences and perceptions of participants. The results of this study could challenge leaders within supply chain networks to pursue value-added organizational decisions through development of individual strengths, and revitalized self-assumptions by introducing an established common vision model. The results of this study could provide the opportunity to improve commitment to supply chain management and the partnership necessary to facilitate integrated collaboration