- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Purpose: this study defines the individual leadership competencies that are necessary to implement and sustain lean systems, based on a multi-method approach. Design/methodology/approach: data collection involved a literature review of lean competencies, interviews with four lean experts, and an empirical survey answered by 91 respondents, who represented companies from several sectors. These techniques provided a mix of qualitative and quantitative data, which set a basis for identifying a list of competencies and discussing its validity. Findings: sixteen lean leadership competencies were identified and validated, in terms of content validity, face validity, and predictive validity. Regarding this latter validity type, the survey results indicated that the competencies are positively associated with organizational maturity level of lean, and leaders´ maturity with lean systems. Practical implications: the identified list of competencies is a basis for the development of lean leadership development programs. The list may also support the design of tools for assessing the competencies of leaders in lean companies. Originality/value: a list of 16 lean leadership competencies was developed based on a verifiable research method that used a mix of data collection techniques. This methodological approach is a distinctive characteristic in comparison with earlier studies, which did not include an empirical validation of the competencies.
5.1 Contributions of this study
The research question addressed in this study was stated as follows: “what are the leadership competencies required to support a LPS implementation?” Thus, a list of 16 competencies was developed based on a verifiable research method that used a mix of data collection techniques, which provided both theoretical and empirical support. This is a distinctive characteristic in comparison with earlier studies of LPS leadership. The findings indicate the validity of the 16 identified competencies, based on a multi-method approach. Furthermore, an important result from the empirical research is related to the positive and significant correlations between lean leadership competencies and leader’s maturity level in LPS as well as organizational maturity level of LPS. The empirical findings of this study, which suggest a positive correlation between the development of competencies and operational performance, should be interpreted as encouragement for managers when making decisions about whether to invest in developing competencies for LPS implementation. This study offered insights into the understanding of the sustainability of a LPS, indicating that leadership competencies play an important role in the maturity of a LPS and its performance. Furthermore, the identified list of lean leadership competencies identified sets a basis for designing formal leadership development programs as well as to the development of tools to assess and manage them.