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Leaders lost in transformation

Leaders lost in transformation Purpose – To examine why most Lean transformations achieve only modest favorable results, despite years of effort. Design/methodology/approach – Comparative/evaluative discussion of efforts made by senior managers to implement the Lean management system, with commentary on a published example. Findings – Presents common obstacles and identifies common implementation errors that must be avoided in order to realize the full benefits of the Lean management system. Research limitations/implications – Illustrates the ease by which Lean transformation efforts can lead to less desirable outcomes when senior managers fail to fully grasp the implicit and explicit aspects of both task and behavioral elements of a new management system. Practical implications – Provides specific suggestions that will enable senior managers and organizations to achieve improved outcomes. Originality/value – Identifies numerous common errors made by senior managers, the rationale for why the errors have occurred, and suggests improvements for implementing the Lean management system. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730510607862
Publisher site
See Article on Publisher Site

Abstract

Purpose – To examine why most Lean transformations achieve only modest favorable results, despite years of effort. Design/methodology/approach – Comparative/evaluative discussion of efforts made by senior managers to implement the Lean management system, with commentary on a published example. Findings – Presents common obstacles and identifies common implementation errors that must be avoided in order to realize the full benefits of the Lean management system. Research limitations/implications – Illustrates the ease by which Lean transformation efforts can lead to less desirable outcomes when senior managers fail to fully grasp the implicit and explicit aspects of both task and behavioral elements of a new management system. Practical implications – Provides specific suggestions that will enable senior managers and organizations to achieve improved outcomes. Originality/value – Identifies numerous common errors made by senior managers, the rationale for why the errors have occurred, and suggests improvements for implementing the Lean management system.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Jul 1, 2005

Keywords: Continuous improvement; Leadership; Transformational leadership

References