Team leaders, manufacturing strategies and competitive performances

Abstract

Competitive performances of manufacturing firms are affected by the strategies they selected. The implementations of strategies, as usually assumed, rely on the effectiveness of work teams. The performances of teams, to a large degree, are directed by team leaders. Therefore, the compatibility between competitive performances, manufacturing strategies, and the functions of team leaders should be explored. Based on the statistical findings obtained from other literature as well as an analysis of an international survey of manufacturing strategies. It is proposed that the compatibility is basically the relationship between the knowledge seeking behavior of team leaders and the knowledge required for improving competitive performances. We also discovered that it is worth further investigating two particular types of team leaders, i.e. shaper and company builder. Their characteristics may provide a basis to expand our understandings of team leaders’ performances and the competence‐based organizations of today.

Citation

Leung, S.H.N., Chan, J.W.K. and Lee, W.B. (2003), "Team leaders, manufacturing strategies and competitive performances", Team Performance Management, Vol. 9 No. 7/8, pp. 190-198. https://doi.org/10.1108/13527590310507444