Exploring the impact of higher management’s leadership styles on Lean management

Assen, Marcel F. van

doi:10.1080/14783363.2016.1254543

Cited by 54 publications

(90 citation statements)

References 95 publications

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“…The authors identified corresponding leadership styles that were mentioned in previous studies of leadership literature, see table 1. [23], [63], [24], [64], [65], [66], [67] Transformational leadership [63], [68], [65], [69], [70], [71] Servant leadership [63], [68], [72], [73] Authentic leadership [63], [55] Empowering leadership [21], [68], [74], [75], [29] Distributed leadership (Team leadership) [63], [70] The following paragraphs are provided clarification for the impact of those leadership styles on Lean Six Sigma implementation success. The organisations are thinking about using Lean Six Sigma, can pay attention to the behaviours and attitudes of the leaders associated to these styles.…”

Section: Resultsmentioning

confidence: 99%

Leadership that Facilitates the Successful Implementation of Lean Six Sigma

Alnadi

McLaughlin

2020

Proceedings of the 2020 3rd International Conference on Information Management and Management Science

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Researchers have identified leadership as a critical success factor for Lean Six Sigma implementation. It is essential to understand leadership behaviours that facilitate the use of Lean Six Sigma. This paper aims to identify leadership styles from the literature that can facilitate Lean Six Sigma implementation, which in turn broaden the current understanding of the suitable leadership styles. Also, the authors aim to explore how leadership styles can enhance Lean Six Sigma operations. The authors systematically reviewed the literature on leadership styles and Lean Six Sigma. The results determined the leadership styles that can enable the use of Lean Six Sigma successfully. These leadership styles are as follows: situational (task-oriented or relation-oriented behaviour), transformational, servant, authentic, empowering, and distributed leadership. The authors provide a better understanding for practitioners and researchers from existing literature on how leaders' behaviours can enhance Lean Six Sigma implementation. It is not clear which style is the most dominant and effective. There is a lack in interpreting how these leadership styles linked to Lean Six Sigma implementation. There is a lack of empirical evidence most of the studies depended on a theoretical base. Very few studies have focused on leadership styles and Six Sigma success; to the best of the authors' knowledge only one paper has studied this. Also, there is scarcity in papers that addressed leadership styles that facilitate Lean Six Sigma implementation. This paper initiates a call to study Lean Six Sigma rather than focus only on either Lean or Six Sigma. This proposition guides future research based on the view that Lean management can share underlying assumptions with Lean Six Sigma characteristics. However, the mean limitation of this review is the use of specific keywords and database to identify studies.

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Section: Resultsmentioning

confidence: 99%

Leadership that Facilitates the Successful Implementation of Lean Six Sigma

Alnadi

McLaughlin

2020

Proceedings of the 2020 3rd International Conference on Information Management and Management Science

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“…One increasingly popular approach in primary care is the Lean management system, which can empower staff at all levels, promote teamwork [ 38 ], and lead to an innovation culture [ 39 ]. Recent studies of factors leading successful implementation of the Lean approach reveal the crucial role of leadership [ 40 , 41 ], also suggesting a different entry point than the microsystems level in the quest for transformative change.…”

Section: Discussionmentioning

confidence: 99%

Developing primary care teams prepared to improve quality: a mixed-methods evaluation and lessons learned from implementing a microsystems approach

Pandhi

Kraft

Berkson³

et al. 2018

BMC Health Serv Res

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BackgroundHealth systems in the United States are increasingly required to become leaders in quality to compete successfully in a value-conscious purchasing market. Doing so involves developing effective clinical teams using approaches like the clinical microsystems framework. However, there has been limited assessment of this approach within United States primary care settings.MethodsThis paper describes the implementation, mixed-methods evaluation results, and lessons learned from instituting a Microsystems approach across 6 years with 58 primary care teams at a large Midwestern academic health care system. The evaluation consisted of a longitudinal survey augmented by interviews and focus groups. Structured facilitated longitudinal discussions with leadership captured ongoing lessons learned. Quantitative analysis employed ordinal logistic regression and compared aggregate responses at 6-months and 12-months to those at the baseline period. Qualitative analysis used an immersion/crystallization approach.ResultsSurvey results (N = 204) indicated improved perceptions of: organizational support, team effectiveness and cohesion, meeting and quality improvement skills, and team communication. Thematic challenges from the qualitative data included: lack of time and coverage for participation, need for technical/technology support, perceived devaluation of improvement work, difficulty aggregating or spreading learnings, tensions between team and clinic level change, a part-time workforce, team instability and difficulties incorporating a data driven improvement approach.ConclusionsThese findings suggest that a microsystems approach is valuable for building team relationships and quality improvement skills but is challenged in a large, diverse academic primary care context. They additionally suggest that primary care transformation will require purposeful changes implemented across the micro to macro-level including but not only focused on quality improvement training for microsystem teams.

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“…Leadership has a direct impact on the employee capability excellence development, increased morale and job assistance, also encourages creativity and effective working relationships in maintaining stability [4] Leaders should be able to develop the vision, support the strategies and plans, provide motivation and give managers the opportunity through their authority to encourage employees to work well [5]. [6] In his research concluded that there is an empirical positive relationship between transformational leadership, leadership service and leadership participation on effective and efficient leadership. [6] In his research that has been done at Netherlands by using 199 companies as a respondents concluded that there is a positive relationship between transformational leadership and leadership participation with effective and efficient leadership while service leadership demonstrates a negative relationship on effective and efficient leadership value.…”

Section: Literature Reviewmentioning

confidence: 99%

“…[6] In his research concluded that there is an empirical positive relationship between transformational leadership, leadership service and leadership participation on effective and efficient leadership. [6] In his research that has been done at Netherlands by using 199 companies as a respondents concluded that there is a positive relationship between transformational leadership and leadership participation with effective and efficient leadership while service leadership demonstrates a negative relationship on effective and efficient leadership value.…”

Section: Literature Reviewmentioning

confidence: 99%

Leadership Role for Food and Beverage SME in Banjar City West Java

Witjaksono¹,

Irawan²,

Fauzi³

et al. 2019

Proceedings of the the First International Conference on Islamic Development Studies 2019, ICIDS 2019, 10 September 2019, Banda

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Leadership is an important aspect that must be well managed by the company in carrying out its business activities. The development of small business in Banjar City are rapidly developed these day. Type of this research conducted by using qualitative research. The population in this research are all the merchant of food and beverage SME in Banjar City. Sampling is done by using sampling assessment. The number of samples set in this study is 50 respondents of food and beverage SME merchant in Banjar city. Based on the results and discussion that has been done by researchers can be concluded that the merchant of food and beverage SME in its business activities should pay attention to the aspects of the leadership in conducting their business in addition to meet the completeness of their SMR business lisence and legality.

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Exploring the impact of higher management’s leadership styles on Lean management

Cited by 54 publications

References 95 publications

Leadership that Facilitates the Successful Implementation of Lean Six Sigma

Leadership that Facilitates the Successful Implementation of Lean Six Sigma

Developing primary care teams prepared to improve quality: a mixed-methods evaluation and lessons learned from implementing a microsystems approach

Leadership Role for Food and Beverage SME in Banjar City West Java

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