Using value‐stream maps to improve leadership

M.L. Emiliani (Lally School of Management and Technology, Rensselaer Polytechnic Institute, Hartford, Connecticut, USA)
D.J. Stec (The Center for Lean Business Management, LLC, Kensington, Connecticut, USA and the School of Technology at Central Connecticut State University, New Britain, Connecticut, USA)

Leadership & Organization Development Journal

ISSN: 0143-7739

Publication date: 1 December 2004


Presents for the first time how value‐stream maps can be used to determine leadership beliefs, behaviors, and competencies. Current‐state value‐stream maps represent “conventional” management thinking and practices – what most business schools teach – while future‐state maps represent progressive “lean” management thinking and practices rooted in the Toyota management system. Current‐ and future‐state value‐stream maps for manufacturing and service business processes are used to illustrate the progression from belief to behavior to competency. The beliefs, behaviors, and competencies of leaders skilled in these two modes of management thinking and practice are shown to be remarkably different, and constitute an alternative and simpler route for identifying leadership problems and improving leadership effectiveness.



Emiliani, M. and Stec, D. (2004), "Using value‐stream maps to improve leadership", Leadership & Organization Development Journal, Vol. 25 No. 8, pp. 622-645.

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Copyright © 2004, Emerald Group Publishing Limited

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