Lean production and leadership attributes - the case of Hungarian production managers
Lean production and leadership attributes - the case of Hungarian production managers
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DOI：
10.1108/jmtm-05-2013-0059
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发表时间：
2015-01-01
影响因子：
7.6
通讯作者：
Matyusz, Zsolt
中科院分区：
文献类型：
--
作者：
Gelei, Andrea;Losonci, David;Matyusz, Zsolt
目的-本文的目的是调查领导属性，有助于或抑制精益技术的成功适应。设计/方法论/方法-利用全球领导力和组织行为有效性（GLOBE）项目的领导属性，本文开发了一个理想的生产经理的领导形象，旨在开发精益生产系统（基于Liker在2004年的开创性工作）。利用基于PLS模型的调查数据，分析了与贡献型和抑制型领导行为及其相关领导属性相关的五个假设。调查结果-根据结果，建议的概念领导概况，其中领导属性分为两组（贡献者和抑制剂），需要修改。作者确定了五种不同的领导行为（具体的相互关联的领导属性集合）。生产经理的五种领导行为中的两种（沟通型和微观管理型）有助于精益的实施。没有一种领导行为是抑制因素。令人惊讶的是，一种理论上的抑制型领导行为，即微观管理者，被证明是一个贡献者。实际意义-研究结果为匈牙利管理者的领导行为提供了直接指导，这些行为有助于成功适应精益技术。然而，管理者也必须考虑到，尽管这些领导行为可能会带来短期收益，但微观管理者的领导行为可能会破坏精益成功的长期可持续性，并可能阻碍精益文化的发展。创意/价值——领导者通常被认为是精益管理的关键驱动力。这篇实证论文的独特之处在于它分析了领导行为、领导属性和精益环境之间的关系。
Purpose - The purpose of this paper is to investigate leadership attributes that contribute to or inhibit the successful adaptation of lean techniques.Design/methodology/approach - Using leadership attributes of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, this paper develops an ideal leadership profile of a production manager who aims to develop a lean production system (based on Liker's seminal work in 2004). Five hypotheses related to contributor and inhibitor leadership behaviors and their associated leadership attributes are analyzed using survey data based on a PLS model.Findings - According to the results, the proposed conceptual leadership profile, in which leadership attributes are divided into two sets (contributors and inhibitors), required modification. The authors identified five distinct leadership behaviors (specific interrelated sets of leadership attributes). Two of the five leadership behaviors (communicative and micromanager) for production managers contributed to lean implementation. None of the leadership behaviors were inhibitors. Surprisingly, a theoretical inhibitor type of leadership behavior, namely micromanager, proved to be a contributor.Practical implications - The results provide direct guidance for Hungarian managers with leadership behaviors that can contribute to the successful adaptation of lean techniques. However, managers must also consider that although these leadership behaviors may result in short-term gains, the micromanager leadership behavior can undermine the long-term sustainability of lean success and can hinder the development of a lean culture.Originality/value - Leaders are frequently considered to be the key drivers of lean management. The empirical paper is unique because it analyzes the relationship among leadership behaviors, leadership attributes, and lean contexts.