Lean leadership: A matter of dualism
2014 (English)In: International Journal of Human Resources Development and Management, ISSN 1465-6612, E-ISSN 1741-5160, Vol. 14, no 4, 242-253 p.Article in journal (Refereed) Published
On the basis of previous literature, this study takes a snowball approach to identify people influential on the topics through their writings. The aim was to conceptualise leadership and management in regard to lean, thus increasing understanding of the roles of leadership and management in lean development. The findings showed that leadership and management are two different but complementary action systems, similar to the duality of Toyota's two foundational principles: respect for people and continuous improvement. Differentiating between leadership and management is important in order to meet organisational needs during a lean implementation; each has complementary functions. Practical implications include the need to further train managers in leadership and to work within organisational culture to influence on-the-job behaviour. This lack of leadership competence may be one reason companies tend to address lean as a toolbox rather than an enterprise-wide system that covers all its operations and entails cultural and behaviour standards.
Place, publisher, year, edition, pages
InderScience Publishers, 2014. Vol. 14, no 4, 242-253 p.
Competence, Complementary, Development, Duality, Enterprise-wide system, Human resources, Leadership, Lean, Management, On-the-job behaviour, Organisational culture, Organisational effectiveness, Snowball approach, Toyota way
Production Engineering, Human Work Science and Ergonomics
IdentifiersURN: urn:nbn:se:kth:diva-175116DOI: 10.1504/IJHRDM.2014.069355ScopusID: 2-s2.0-84929619819OAI: oai:DiVA.org:kth-175116DiVA: diva2:882136
QC 201512142015-12-142015-10-092015-12-14Bibliographically approved