The daily work of Lean leaders – lessons from manufacturing and healthcare
2013 (English)In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 24, no 7-8, 886-898 p.Article in journal (Refereed) Published
The aim of this paper is to contribute to a better understanding of managerial practices and leadership in Lean organisations. The results presented here are based on five case studies. The manager's role changed radically with the implementation of Lean production. The focus in managerial tasks changed from managing processes to developing and coaching people. Supporting structures were developed to empower employees and give them more responsibility for daily management activities. These supporting structures included visual control, goal deployment, short daily meetings, two-way communication flow, and a system of continuous improvement. Many leadership behaviours exhibited by Lean managers can be classified as transformational leadership behaviours. However, the need for transformational leadership behaviours was smaller, if the supporting management structure was strong.
Place, publisher, year, edition, pages
2013. Vol. 24, no 7-8, 886-898 p.
Lean leadership, Lean production, transformational leadership, managerial tasks
Engineering and Technology
IdentifiersURN: urn:nbn:se:liu:diva-94169DOI: 10.1080/14783363.2013.791098ISI: 000321238300011OAI: oai:DiVA.org:liu-94169DiVA: diva2:629631