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Leaders lost in transformation

M.L. Emiliani (School of Technology, Central Connecticut State University, New Britain, Connecticut, USA)
D.J. Stec (School of Technology, Central Connecticut State University, New Britain, Connecticut, USA)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 July 2005

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7558

Abstract

Purpose

To examine why most Lean transformations achieve only modest favorable results, despite years of effort.

Design/methodology/approach

Comparative/evaluative discussion of efforts made by senior managers to implement the Lean management system, with commentary on a published example.

Findings

Presents common obstacles and identifies common implementation errors that must be avoided in order to realize the full benefits of the Lean management system.

Research limitations/implications

Illustrates the ease by which Lean transformation efforts can lead to less desirable outcomes when senior managers fail to fully grasp the implicit and explicit aspects of both task and behavioral elements of a new management system.

Practical implications

Provides specific suggestions that will enable senior managers and organizations to achieve improved outcomes.

Originality/value

Identifies numerous common errors made by senior managers, the rationale for why the errors have occurred, and suggests improvements for implementing the Lean management system.

Keywords

Citation

Emiliani, M.L. and Stec, D.J. (2005), "Leaders lost in transformation", Leadership & Organization Development Journal, Vol. 26 No. 5, pp. 370-387. https://doi.org/10.1108/01437730510607862

Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited