Although leadership in lean systems is influenced by context, the mechanisms linking contextual factors (CFs) to leadership have not been explored. This study aims to present a framework for analyzing how context influences lean leadership competencies (LLCs).
The framework’s design was based on insights from literature and refined through an empirical study of a large manufacturing plant formally committed to lean. The evolution of CFs over time was monitored in this study, allowing for analyzing how these triggered the need for using LLCs.
The framework proved to be useful for as follows: the assessment of LLCs in different hierarchical levels; the analysis of how CFs and LLCs interact in specific “leadership events”; and the identification of improvement opportunities for supporting leadership. Four design propositions emerged from the empirical study, offering complimentary guidance for using the framework.
The framework was tested in one company, and therefore generalizations about its effectiveness need further applications.
The framework may be used fully or partly by practitioners. For instance, the assessment of LLCs can be used as a standalone tool according to the specific needs of practitioners. Also, by producing rich descriptions of LLCs and CFs, the framework may inform lean leadership development programs.
The framework allows for a systematic analysis of how a broad range of CFs influence LLCs, thus operationalizing an idea that so far has been discussed mostly on a theoretical level.
