The leadership role in Lean implementation in the different management tiers

• Main Author: Burneo Del Salto, Christian Ricardo
• Format: Others
• Language: English
• Published: Jönköping University, Internationella Handelshögskolan 2020
• Subjects: Lean Management; Lean; Leadership; Economics and Business; Ekonomi och näringsliv
• Online Access: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-49653

The purpose of this study was to identify a customized leadership style that catalyses a successful lean management adoption process within each management tier. For establishing the aforementioned tailored style, individual behaviors from leadership styles recommended by literature to be optimal for lean adoption where studied. The behaviour individualization offered a wider set of combinations to develop a custom leadership style. Lean managers, categorized in the management tier they perform, ranked the behaviours they found to be essential with the highest score, and behaviours that are not effective in lean management ranked in the lowest positions. Further on, these results were contrasted with lean consultant’s perspectives on the matter, as they bring an external point of view to compliment and understand the context of management and lean. Literature findings where used to develop data gathering tools, as well as a comparing point between practical findings and theoretical propositions. Moreover, findings on leadership behaviors are linked to Katz’s skill managerial model. Critical Dynamic Leadership (CDL) is the leadership style suggested for lean implementation. Addressing each management tier, CDL for work-floor, CDL for middle-level and CDL for top-level management, CDL presents a set of tailored leadership styles developed for each management tier. CDL answers the behaviours leaders need to develop to foster lean, while leaving an open window for critical dynamism. Critical dynamism refers to the ability to understand the space and time context and the power of adaptability to such circumstances, having first analysed the situation critically. In a practical perspective, organizations can address these findings to have a holistic understanding on what lean represents, how it acts and what factors to take into account when facing its implementation.