دانلود رایگان مقاله انگلیسی رابطه میان سبک رهبری و اجرای موفقیت آمیز مدیریت ناب - امرالد 2018

Abstract

Purpose – The purpose of this paper is to better understand the role that leadership plays in the success of Lean management (LM) implementation, by trying to identify what is the impact of the transactional, transformational, directive and empowering leadership styles on the success of such an implementation in Portuguese companies, and what are the most important leaders’ attributes. Design/methodology/approach – An on-line questionnaire was distributed to 65 manufacturing and services Portuguese organizations that have implemented LM. Findings – The results suggest that the empowering leadership style has a positive impact on the success of LM implementation. Even though results do not allow concluding about the impact of the other styles, several leader’s attributes were identified as having influence: individualized consideration, information sharing, skill development, intellectual stimulation, assigned goals and self-directed decision making. Originality/value – Very few studies have addressed the role of leadership in the success of adopting LM and, to the best knowledge, only one paper studied the critical attributes of leaders in LM implementation. Moreover, the present study focuses in Portugal, country where this topic has rarely been investigated.

Conclusion

Leadership has been identified as a critical success factor of Lean implementation. The purpose of the present study was to identify what is the impact of leadership style on the success of Lean implementation, and find out the most important leader’ attributes that facilitate LM implementation. To accomplish that goal, a questionnaire was developed and distributed to 65 Portuguese companies that have implemented LM. The results suggest that empowering leadership has a positive impact in the success of Lean implementation (measured through the implementation of Lean practices). Therefore, we can recommend to companies that are thinking about implementing Lean, to pay attention to the attitudes of the leaders associated to this style: “Delegation of authority,” “accountability,” “self-directed decision making,” “information sharing,” “skill development,” and “coaching for innovative performance.” When the Lean implementation success was measured through the increase of market share, the directive leadership showed a negative impact. Consequently, we suggest to companies taking into consideration the dimensions of this directive style (assigned goals, and instruction and command). Moreover, we identified that none of the leadership style proved to be dominant. This seems to suggest that it is the power of leadership that influences LM, instead of the power of leadership style. Accordingly, when testing separately which leader’s attributes are more important in the success of Lean implementation, several dimensions exhibited statistical significance: “Individualized consideration,” “information sharing,” “skill development,” “intellectual stimulation,” “assigned goals” and “self-directed decision making.” Consequently, organizations that are in the beginning of the LM implementation process should be aware of the importance of leadership and, more than just adopting a single style, adopt attitudes related to these attributes.