D Bamford the Paradox of Lean Leadership Sept 2011 2

7/28/2019 D Bamford the Paradox of Lean Leadership Sept 2011 2

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The Paradox of Lean

Leadership?

Dr David Bamford, Manchester Business School

Lean and leadership are they complementary? Is

there a paradox in expecting teams to take autonomy,

to assume responsibility for the task, but also to

accept leadership and provide followership to the

appointed leader? For the leader, the people vs task

paradigm is an important consideration - both these

components can use lean to ensure success; but howbest to proceed?


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Dr David BamfordManchester Business School

The Paradox of LeanLeadership?


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What is Lean

Lean involves removing waste. Analogy with the

body: slimmed down, fit and healthy. Waste is anything other than the minimum

amount of equipment, materials, parts,space, and workers time, which are

absolutely essential to add value to the

product.quote from Shoichiro Toyoda, 1999


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Leadership

There are as many definitions as there are persons

who attempted to define it, (Bass, 2008)

Some use memorable phrases: A relationship through which one person influences the

behaviour of other people

Some focus on how leadership operates a socially constructed process of interaction between

leaders, fol lower and the situation in various combinations to

influence self-interest to work collectively towards common

goalsperceived to have a reciprocal effect (Kempster, 2007)

Some focus on what can be observed

Leader / follower relationship

Task structure & certainty Leaders formal position and power


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The Evolution of Leadership

Styles Great man theory born to lead (1930s)

Traits of effective leadership Behaviour of effective leadership

Contingency & situational leadership

Relationship & attribution Charismatic leadership

Transactional and transformational leadership

Leadership skills Leadership as a process

Learning centred leadership millennium

(Kempster, 2004)


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Does Strategic Leadership

make a Difference ? The strategy is the plan; strategic leadership is

the thinking & decision making required todevelop and effect the plan Col W. Michael Guillot, Course Director of the Department of Leadership and Ethics at the Air War

College, Maxwell AFB, Alabama, U.S.A

Weiner and Mahoney examined 193 organisations over 19 years and found that leadership

explained 44% of the variance in profits as a percentage of assets

Thomas examined 12 retailing companies in England over 20 years and found

that the leadership explained 51% of the variance in profit margins after

controlling for non-leadership variables

(Hughes et al, 2009)


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Lean Research(1)

Where is your organisation with respect to theapplication of lean?

26% = Using lean across the organisation

24% = Using lean in isolation

20% = Starting to apply lean

From your perspective who is driving your

lean activities?

34% = Executive level (CEO, CFO, COO, etc)22% = Department director / manager

18% = Internal expert

8% = External consultant

10% = Do not know! (MBS, 2011 DBA Survey, n=451)


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Lean Research(2)

What was the motivation for using lean inyour organisation? 25% = Capacity issues

20% = Cost savings 15% = Quality/Rework Costs

10% = Employee Satisfaction

Key issues regard the application of Lean :

1. Staff resistance2. People do not walk the talk

3. It is seen as optional

4. Ineffective education / training

(MBS, 2011 DBA Survey, n=451)


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What is a team?

Exist to achieve a shared goal

Members are interdependent regarding acommon goal

Are bounded and remain relatively stable over

time

Members have the authority to manage their

own work & internal processes Operate in a larger social system context


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Motivation All about getting people to do things, and

motivating others is a fundamental leadership skill

The top 15% of workers in any particular job produced

from 20 to 50% more output than the average worker

Creating highly motivated and satisfied followers

depends, most of all on understanding others

(Burnes, 2009)


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The Interactional Framework

(Hughes et al, 2009)


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Team Communication:

The Hierarchy of Understanding

DifficultEasy

Specific

General

Context

Noise

Detection

Data

Information

Knowledge

Wisdom

Understanding

Symbols

Understanding

Relations

Understanding

Patterns

Understanding

Principles

(Nunamaker et al, 2002)


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Human Mental Models

Tools &Techniques! To mould followers perceptions, psychological concepts

such as influence, motivation and power are vital

Two essential themes:

1. How the Brain Works so that you can understand &monitor how people think

2. Behaviour Modification so that you can haveinfluence over peoples responses


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Poultons Model of

How the Brain Works!

(Poulton, 1981)


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Behaviour Modification

Behavior modification consists of three

stages

1. Recognising behaviour (in self and others)

2. Setting objectives (for self and others)

3. Modifying others behaviour


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Virtual Teams

Emergence ofvirtual teams or tribes composed of highly educated

and mobile workforce

Organisations increase profits / cut costs

Fulfils individual needs of workplace autonomy

Challenges

Relationship networks are increasingly important, both up & down

stream Defining roles (rules based team design does not fit well with virtual

team)

Responsibility tends to shift by task, regardless of role definition (virtual

team members do what they believe they are most skilled, rather thanassigned)

Maintaining tasks (meeting notes, coordinating work to be done,

follow-up on action items) are a weak area. Only done if someone

volunteers can cause discord

(Morris & Pinto, 2004)


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Whats Next?

Jugaad , India's improvisational style ofinvention focuses on being fast & cheap

http://www.businessweek.com/innovate/content/dec2009/id2009121_864965.htm


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Jugaad

Jugaad (pronounced " joo-gaardh" )A Hindi slang word; an improvisational style of innovation that's

driven by scarce resources & attention to a customer's immediateneeds, not their lifestyle wants

How Tata Group, Infosys Technologies, & other

Indian corporations have gained internationalstature

Companies including investment banks Rothschild

& Goldman Sachs are learning how U.S.businesses could develop products more cheaply

& quickly by borrowing strategies from India


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Jugaad

Companies as varied as Best Buy, Cisco

Systems, & Oracle are employingjugaad asthey create products & services that are more

economical both for supplier and consumer.

Indian engineers have long known how to

invent with a whole alphabet soup of options

that work, are cheap, & can be rolled outinstantly. That is jugaad."


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Laundry Service Jugaad

Customers drop off theirclothes to be washed, dried &

ironed in 24 hours. Thecorporation can charge 50rupees (slightly less than $1)

for a kilogram of clothing.And theyll SMS you whenthey are done! The servicenow has 5,000 customers

patronizing 20 booths inMumbai, Bangalore & Mysore

www.projectsjugaad.com/.../01/chamak-272x300.jpg


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In other words, if you truly want to develop skills of any kind hard skills,soft skil ls, leadership skills of either variety create and emphasise

enough TIME, EFFORT & OPPORTUNITY for yourself and for others

Mumford, M.D., Zaccaro S. J., Harding F .

D, Jacobs, T.O, Fleishman E. A.

Leadership skills for a changing world:Solving complex social problems

Leadership Quarterly 11 (1) 2000 pp11-35

Experience

& Wisdom!


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Selected References Bass, B (2008) The Bass Handbook of Leadership: Theory, Research, and Managerial

Applications, The Free Press

Burnes, B (2009) Managing Change (5th Edition) FT/Prentice Hall: Harlow

Hughes.R, Ginnett.R, Curphy.G (2009) Leadership: Enhancing the Lessons of Experience,McGraw-Hill, New York

Morris, P.W.G, & Pinto, J.K (2004) The Wiley Guide to Managing Projects, Wiley Mumford, M.D., Zaccaro S. J., Harding F . D, Jacobs, T.O, Fleishman E. A. Leadership

skills for a changing world: Solving complex social problems Leadership Quarterly 11 (1)

2000 pp11-35

Nunamaker, J. F., Jr., Romano, N. C., & Briggs, R. O. (2002) Increasing Intellectual

Bandwidth: Generating Value from Intellectual Capital with Information Technology. Group

Decision and Negotiation, 11, 6986

Thomas, A.S, Litschert, R.J, Ramaswamy, K (1991) The Performance Impact of Strategy-

Manager Coalignment: An Empirical Examination, Strategic Management Journal, Vol. 12,

No. 7, pp.509-522 Weiner, N & Mahoney, T.A (1981) A Model of Corporate Performance as a Function of

Environmental, Organizational, and Leadership Influences, The Academy of Management

Journal, Vol. 24, No. 3, pp.453-470

www.businessweek.com/innovate/content/dec2009/id2009121_864965.htm

www.projectsjugaad.com/.../01/chamak-272x300.jpg


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Essential Guide to Operations ManagementConcepts and Case Notes

David Bamford & Paul Forrester

A fresh and attractiveperspective on the subject

Evidence-baseddevelopment of coreframeworks in OperationsManagement

Includes a clearconceptual teachingmodel

Available from

ISBN:9780470749494|Pbk|Outnow

[email protected]


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Your Definition of Leadership?

1. the best leader you have personally known?2. your favorite leader from history, a novel, or a

film?3. a favorite quotation pertaining to leadership?

4. your own best leadership experience?

5. a visual symbol of your view of leadership?

D Bamford the Paradox of Lean Leadership Sept 2011 2

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