Lean manufacturing implementation, context and behaviors of multi-level leadership: A mixed-methods exploratory research

Abstract

Purpose

The purpose of this paper is to empirically examine the relationship between the behavioral orientation of leaders from different hierarchical levels and the implementation phase of the lean manufacturing (LM) roadmap. In addition, it also aims at analyzing the influence of inherent contextual variables related to leadership.

Design/methodology/approach

The proposed method relies on both qualitative and quantitative approaches, since it combines and numerically assesses the results of semi-structured interviews with lean experts, in addition to evaluating a cross-sectional survey with 225 leaders from different Brazilian companies that are undergoing LM implementation.

Findings

The findings support the existence of a transient leadership style along the LM implementation, which is evidenced in terms of task and relation orientation and may vary according to the hierarchical level. Furthermore, the context does matter with regard to leadership style orientation along the LM roadmap phases, although not all variables matter to the same extent.

Originality/value

LM implementation is about changing both technical and socio-cultural aspects, which can be seen as the essence of leadership. The relevant question that arises is whether leaders’ behaviors from different hierarchical levels should be adapted according to the maturity of LM implementation and the contextual variables that surround leadership.

Citation

Tortorella, G., Fettermann, D., Anzanello, M. and Sawhney, R. (2017), "Lean manufacturing implementation, context and behaviors of multi-level leadership: A mixed-methods exploratory research", Journal of Manufacturing Technology Management, Vol. 28 No. 7, pp. 867-891. https://doi.org/10.1108/JMTM-06-2017-0128