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A comparative study between developmental leadership and lean leadership - similarities and differencies

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EN
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EN
The purpose of the study is to compare Developmental leadership with Lean leadership; document the differences and similarities and examine if you can combine these theories to achieve better results in the organization. A literature review is used. The result indicates more similarities than differences between Developmental leadership and Lean leadership behavior. The major difference is that Developmental leadership focuses on making the leader conscious of their own behavior and develop (possibly change) their behavior. Through new behaviors their co-workers and organization also gain developmental advantages. There is no further purpose described in Development leadership theory. Lean leadership also concentrates on behaviors, but clearly declares an override purpose; continuous improvement with focus on eliminating waste in the value stream. Lean leadership behaviors share a similar purpose, and focus on making leaders aware of what incorrect behaviors can cost or cause the organization. Even if Lean leadership does not have this clear and distinct relationship it is an underlying element in one of the two key principles - respect for people, which permeates both models. The two studied models seem to be quite similar and both focus on role models and frequency of developmental/value creating behaviors. The proposed comparative study should be oriented towards practical application in management positions.
Twórcy
autor
  • Gotland University, School of Humanities and Social Sciences, Cramérgatan 3, 62167 Visby, Sweden, phone: +46 70 2811892, mia.ljungblom@hgo.se
Bibliografia
  • [1] Larsson G., Kallenberg, K., Direct leadership (in Swedish: Direkt ledarskap), Fälth & Hässler, Värnamo, ISBN:91-974433-3-6, 2003.
  • [2] Liker J.K., The Toyota Way (in Swedish), Liber: Malmö, ISBN 978-91-47-08902-4, 2009.
  • [3] O‘Reilly C.A, Caldwell F., Chatman J.A., Lapiz M., Self W., How leadership matters: The effects of leaders’ alignment on strategy implementation, The leadership Quaterly, 21(1), p. 104-113, 10.1016/j.leaqua.2009.10.008, 2010.
  • [4] Yukl G., Leadership in organizations, Pearson Prentice Hall, New Jersey, 2010.
  • [5] Alvesson M., Sveningsson S., Organizations, management and processes (in Swedish: Organisationer, ledning och processer), Studentlitteratur, Lund, 2007.
  • [6] Emiliani M.L., Linking leaders ’beliefs to their behavior and competences, Management Decision, 41(9), 893-910, 10.1108/00251740310497430, 2003.
  • [7] Womack J.P., Jones, D.T., Lean Thinking Banish waste and create wealth in your corporation, Simon Schuster UK Ltd., ISBN 13:978-0-7432-3164-0, 2003.
  • [8] Emiliani B., Practical Lean leadership. A strategic leadership guide for executives, The center for Lean business management, LLC, Wethersfield, 2008.
  • [9] Emiliani M.L., Lean behaviors, Management Decision, 36(9), 615–631, 10.1108/00251749810239504, 1998.
  • [10] Bass B.M., Bass & Stogdill’s handbook of leadership: Theory, Research, and managerial applications, Free Press, New York, 1990.
  • [11] Thompson L., Making the team - a guide for managers, Pearson Education Inc. New Jersey, USA, 2008.
  • [12] Forsyth D., Group dynamics, Thomson Learning Inc. USA, 2006.
  • [13] Kotter J.P., Leading Change, Harvard Business School Press, Boston, Massachusetts, 1996.
  • [14] Zander A., Scientific reliance [Vetenskaplig grund], https://www.fhs.se/sv/utbildning/uppdragsutbildningar/ledarskap/ul/om-ul/vetenskaplig-grund/#content (accessed: 13.09.2011).
  • [15] Bass B.M., Transformational leadership: Industrial, military, and educational impact, Lawrence Erlbaum Associates, New Jersey, 1998.
  • [16] Zander A., Developmental leadership [Utvecklande ledarskap], http://www.fhs.se/Documents/Externwebben/utbildning/Uppdragsutbildningar/Ledarskap/UL/folder-ul-english.pdf (accessed: 28.10.2011).
  • [17] Emiliani M.L., Stec D.J., Leaders lost in transformation, Leadership and Organization Development journal, 26(5), 370-387, 10.1108/01437730510607862, 2005.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-article-BAR0-0070-0006
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