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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
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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?
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