Table 4. Comparison of lean leadership... | Emerald Publishing

Table 4.

Comparison of lean leadership and ubuntu leadership

Lean leadership principles	Lean leadership attributes	Ubuntu leadership principles
Improvement culture – Striving for perfection and failure is a possibility to improve	Task identity, feedback, autonomy, belief in improvement and honesty were identified as attributes	• Believe in collective responsibility
		• Drives change
		• Be transparent and opened
Self-development – Lean leaders are role models and new leadership skills are necessary	Show interest, facilitate resources, emotional intelligence, visualising greatness, aware of status and skills were identified as attributes	• Drives change
		• Practice shared development
		• Demonstrate enthusiasm or optimism
Qualification – Long-term development of employees and continuous learning	Empowerment, trust, communication, clarify, governance and consistency, and fit for purpose were identified as attributes	• Practice shared development
		• Encourage employee development
		• Elevate employee performance
Gemba – Shop floor management and decision based on firsthand knowledge	Care, recognition, engagement, leader-employee relationship, communication and fairness were identified as attributes	• Exercise collective decision-making
		• Exercise respect and compassion
		• Value people
		• Display loyalty
Hoshin Kanri – Customer focus and aligned goals on all levels	Define and provide value, demonstrate Lean principles, communication and role adaption were identified as attributes	• Drives change
None	None	• Serve the community
		• Demonstrate reconciliation for conflict management
		• Support interconnectedness

Lean leadership principles	Lean leadership attributes	Ubuntu leadership principles
Improvement culture – Striving for perfection and failure is a possibility to improve	Task identity, feedback, autonomy, belief in improvement and honesty were identified as attributes	• Believe in collective responsibility
		• Drives change
		• Be transparent and opened
Self-development – Lean leaders are role models and new leadership skills are necessary	Show interest, facilitate resources, emotional intelligence, visualising greatness, aware of status and skills were identified as attributes	• Drives change
		• Practice shared development
		• Demonstrate enthusiasm or optimism
Qualification – Long-term development of employees and continuous learning	Empowerment, trust, communication, clarify, governance and consistency, and fit for purpose were identified as attributes	• Practice shared development
		• Encourage employee development
		• Elevate employee performance
Gemba – Shop floor management and decision based on firsthand knowledge	Care, recognition, engagement, leader-employee relationship, communication and fairness were identified as attributes	• Exercise collective decision-making
		• Exercise respect and compassion
		• Value people
		• Display loyalty
Hoshin Kanri – Customer focus and aligned goals on all levels	Define and provide value, demonstrate Lean principles, communication and role adaption were identified as attributes	• Drives change
None	None	• Serve the community
		• Demonstrate reconciliation for conflict management
		• Support interconnectedness

Source(s): Authors’ own work