Table 4 Data structure and qualitative... | Emerald Publishing

Table 4

Data structure and qualitative remarks regarding a Leader's role

Location	Exemplary quote	First-order code	Second-order theme	Aggregate dimension
22	“Our leader believes in the A3 approach”	Belief	Leader's intrinsic motivation	Leadership
17	“You should have trust in the A3 approach to achieve results. Only then will added value be realized”	Added value
12	“A leader's commitment is a must”	Commitment
2	“Look, [name manager] has embedded his soul and salvation in the A3 approach and led us through the implementation process”	Dedication
17	“Personal interest and intrinsic motivation of all managers. 90% of the managers adopted and supported the A3 approach”	Motivation
15	“You feel you can let the individual progress reports of the maps go because you have more open and transparent frequent management dialogues to share the progress and to redefine priorities together”	Trust
8	“Stimulating and inspiring each other is a result of the agreements about actions and results”	Inspiration
6	“There is a call for more clarity about the personal ‘why?’”	Personal why
7	“The dialogue facilitates the connection between employees and their managers”	Connection	Leader's empowerment
16	“In the past, only the executive board was involved [in the strategy process], nowadays it is every manager and employee”	Involvement
12	“Managers and employees are more ‘in control’. At different moments, leaders pay attention to the importance of co-creation and individual contributions”	Co-creation
17	“There is room for defining your own actions to achieve the results and there are periodical management dialogues to facilitate the progress”	Freedom
36	“Employees are more involved than before in the introduction of the A3 approach”	Stimulation
8	“It is the way you propagate the benefits of a new strategizing approach. Do not ‘tell and sell’, but ask what the managers and employees need”	Ask for people's needs
45	“This is really a culture change. Not waiting to get progress reports from other departments, but creating your own progress reports by yourself. Realtime progress reports through improved ownership becomes a reality. Culture change begins on making employees responsible”	Responsibility
32	“The bottom-up input is strengthened, using the new approach”	Bottom-up input

Location	Exemplary quote	First-order code	Second-order theme	Aggregate dimension
22	“Our leader believes in the A3 approach”	Belief	Leader's intrinsic motivation	Leadership
17	“You should have trust in the A3 approach to achieve results. Only then will added value be realized”	Added value
12	“A leader's commitment is a must”	Commitment
2	“Look, [name manager] has embedded his soul and salvation in the A3 approach and led us through the implementation process”	Dedication
17	“Personal interest and intrinsic motivation of all managers. 90% of the managers adopted and supported the A3 approach”	Motivation
15	“You feel you can let the individual progress reports of the maps go because you have more open and transparent frequent management dialogues to share the progress and to redefine priorities together”	Trust
8	“Stimulating and inspiring each other is a result of the agreements about actions and results”	Inspiration
6	“There is a call for more clarity about the personal ‘why?’”	Personal why
7	“The dialogue facilitates the connection between employees and their managers”	Connection	Leader's empowerment
16	“In the past, only the executive board was involved [in the strategy process], nowadays it is every manager and employee”	Involvement
12	“Managers and employees are more ‘in control’. At different moments, leaders pay attention to the importance of co-creation and individual contributions”	Co-creation
17	“There is room for defining your own actions to achieve the results and there are periodical management dialogues to facilitate the progress”	Freedom
36	“Employees are more involved than before in the introduction of the A3 approach”	Stimulation
8	“It is the way you propagate the benefits of a new strategizing approach. Do not ‘tell and sell’, but ask what the managers and employees need”	Ask for people's needs
45	“This is really a culture change. Not waiting to get progress reports from other departments, but creating your own progress reports by yourself. Realtime progress reports through improved ownership becomes a reality. Culture change begins on making employees responsible”	Responsibility
32	“The bottom-up input is strengthened, using the new approach”	Bottom-up input