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Lean team leadership for better team processes, performance and well-being : a mixed-methods field study

Dooren, A. van (2019) Lean team leadership for better team processes, performance and well-being : a mixed-methods field study.

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Abstract:We visited ten teams during two days, to collect data using three methods. Our first method provided insight into the different teams and their completion of Lean practices and observed the behaviour of team leaders via a regular Lean meeting (N1=7).The second method, we gained an understanding of the team processes and well-being of the teams (N2=10). The Critical Incident Interviews gave us a qualitative insight into the various organisational challenges the organisations working with Lean practices face (N3=26). We found relations among relations-orientated behaviour, change-orientated behaviour, several team processes, and well-being aspects. However, we also found that teams with a strongly report task-oriented team leader reported higher scores on team-functioning, compared to other teams. We also discovered positive relations between Lean practices adoption and top-management support for Lean. Besides, participants stated that without top-management-support they could not implement Lean practices. Also, a strong increase in team-level performance during the Lean implementation was reported. What is more, the researchers found a wide range of Lean practices that were adopted amongst the teams. Concluding, we put forward a variety of propositions intended to guide future cross-national research and propose practical implications for practitioners for a more successful practice of Lean Leadership.
Item Type:Essay (Master)
Clients:
Unknown organization, STEENWIJK, Nederland
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:http://purl.utwente.nl/essays/79920
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