Vezetési magatartás, LEAN termelés és teljesítmény - mit gondolnak az ügyvezetők?

Our empirical research links leadership behaviour and performance improvement in the lean manufacturing context. We analysed how lean production techniques mediate the impact of leadership behaviours on performance improvements on two cross-sectional datasets. According to our findings, there are th...

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Bibliographic Details
Main Authors: Kovács László
Losonci Dávid
Lénárd Edit
Format: Article
Published: 2019
Series:Taylor : gazdálkodás- és szervezéstudományi folyóirat 11 No. 1
Kulcsszavak:Lean menedzsment, Vezetés - vállalati
Online Access:http://acta.bibl.u-szeged.hu/59460
Description
Summary:Our empirical research links leadership behaviour and performance improvement in the lean manufacturing context. We analysed how lean production techniques mediate the impact of leadership behaviours on performance improvements on two cross-sectional datasets. According to our findings, there are three leadership behaviours characterizes chief executive officers’ (CEOs’) perception of leadership, namely bossy, consultative and motivational. We argue that CEOs have realized about 2010 that leadership behaviours have a critical role in building a lean production system that contributes to competitiveness. Furthermore, we concluded that leadership behaviours only lead to better performance via lean techniques. While the positive impact of consultative behaviour and the negative impact of micromanager behaviour on the adaption of lean techniques are in accordance with the lean related literature, it seems that many Hungarian CEOs perceive bossy as the most powerful behaviour.
Physical Description:26-34
ISSN:2064-4361