PurposeThe purpose of this paper is to present findings from a study of value-based leadership in which design thinking was used as a participatory, iterative process to examine and stimulate changes in organizational culture and develop value-based leadership in Swedish manufacturing. Of particular...
PurposeThe purpose of this paper is to present findings from a study of value-based leadership in which design thinking was used as a participatory, iterative process to examine and stimulate changes in organizational culture and develop value-based leadership in Swedish manufacturing. Of particular interest to the authors was to make visible and understand the constraints in leadership that kept leaders from understanding and working with organizational culture and values.Design/methodology/approachA three-year multi-site case study was conducted in collaboration with three manufacturing companies in Sweden. The study design was based on a collaborative, iterative model using the Stanford Design thinking framework in which data were collected through a series of workshops using a variety of sources including: leadership survey; interviews with three general directors; focus groups with middle- and top-level managers; observations and cultural analysis, survey; storytelling and appreciative inquiry (AI); and an employee questionnaire. Respondents in the study represented leadership teams in three Swedish manufacturing companies and their employees.FindingsIn general, there is a lack of dialogue among leaders about what is leadership, what is culture and what is meant by values in the organization. As well, there is a heavy emphasis on structure and process, yet, at the same time, there lacks a clear understanding about why the structures exist and how they can be used to spawn innovation. Moreover, participating leaders in manufacturing succumb to a crisis leadership model that results from the heavy emphasis on productivity and bottom-line effectiveness. Design thinking and the methods used to develop work culture, including AI, storytelling and coaching, provided leaders with new insights into the culture within the company. Leaders were able to identify both constraints and possibilities for changing the culture from disengagement to engagement. Through the process, they also began to identify values and recognized the importance of valuing employees to affect innovation and build a culture of engagement. The authors also witnessed increased dialogue among leaders that reflected an understanding of the importance to engage middle managers and employees in problem solving and innovation.Originality/valueThis study demonstrates that leaders can benefit from innovative approaches to identifying and building work culture to achieve value-based leadership.
PurposeThe purpose of this paper is to present findings from a study of value-based leadership in which design thinking was used as a participatory, iterative process to examine and stimulate changes in organizational culture and develop value-based leadership in Swedish manufacturing. Of particular interest to the authors was to make visible and understand the constraints in leadership that kept leaders from understanding and working with organizational culture and values.Design/methodology/approachA three-year multi-site case study was conducted in collaboration with three manufacturing companies in Sweden. The study design was based on a collaborative, iterative model using the Stanford Design thinking framework in which data were collected through a series of workshops using a variety of sources including: leadership survey; interviews with three general directors; focus groups with middle- and top-level managers; observations and cultural analysis, survey; storytelling and appreciative inquiry (AI); and an employee questionnaire. Respondents in the study represented leadership teams in three Swedish manufacturing companies and their employees.FindingsIn general, there is a lack of dialogue among leaders about what is leadership, what is culture and what is meant by values in the organization. As well, there is a heavy emphasis on structure and process, yet, at the same time, there lacks a clear understanding about why the structures exist and how they can be used to spawn innovation. Moreover, participating leaders in manufacturing succumb to a crisis leadership model that results from the heavy emphasis on productivity and bottom-line effectiveness. Design thinking and the methods used to develop work culture, including AI, storytelling and coaching, provided leaders with new insights into the culture within the company. Leaders were able to identify both constraints and possibilities for changing the culture from disengagement to engagement. Through the process, they also began to identify values and recognized the importance of valuing employees to affect innovation and build a culture of engagement. The authors also witnessed increased dialogue among leaders that reflected an understanding of the importance to engage middle managers and employees in problem solving and innovation.Originality/valueThis study demonstrates that leaders can benefit from innovative approaches to identifying and building work culture to achieve value-based leadership.
참고문헌 (37)
1206 2015 Exploring the relationship between appreciative inquiry, Lean and perceived co-worker health
International Journal of Quality and Service Sciences 4 1 76 2012 10.1108/17566691211219742 A health-related quality management approach to evaluating health promotion activities
Total Quality Management and Business Excellence 25 11-12 1236 2014 10.1080/14783363.2014.912455 Change of the quality management culture through health-promotion activities?
146 2012 Measuring the starting points for a Lean journey
Backstrom, I., Ingelsson, P., Snyder, K., Heldund, C. and Lilja, J. (2017), “Capturing value-based leadership in practice: insights from developing and applying an ai-interview guide”, paper presented at 19th Annual Qmod Conference, Helsingor.
California Management Review 50 1 25 2007 10.2307/41166415 Innovation as a learning process: embedding design thinking
2005 Appreciative Inquiry: A Positive Revolution in Change
2010 Moving Forward Faster: The Mental Evolution from Fake Lean to REAL Lean
Harvard Business Review 86 2016 How to build a culture of originality
International Journal of Operations & Production Management 24 10 994 2004 10.1108/01443570410558049 Learning to evolve: a review of contemporary Lean thinking
Journal of Management Development 16 7 494 1997 10.1108/02621719710169585 The power of organisational storytelling: a management development perspective
International Review of Management and Business Research 2 1 355 2013 Transformational vs transactional leadership theories: evidence in the literature
2010 An Introduction to Design Thinking Process Guide
2011 CSR and Quality: A Powerful Untapped Connection
2004 Organizational Culture and Leadership 3rd ed.
MIT Sloan Managenement Reveiw 51 62 2010 How to change a culture: lessons from NUMMI
2009 Start with Why: How Great Leaders Inspire Everyone to Take Action
Journal of the Academy of Marketing Science 25 4 305 1997 10.1177/0092070397254003 A framework for market-based organizational learning: linking values, knowledge, and behavior
International Journal of Quality and Services Science 8 3/4 395 2016 Enhancing the study of Lean transformation through organizational culture analysis
Harvard Business Review 82 5 78 2004 Learning to lead at Toyota
Wheatly, M.D. (2016), “Design thinking: taking a product to market”, Webinar downloaded September 18, available at: www.youtube.com/watch?v=D-LJ1YFhp7s
AI-Helper
※ AI-Helper는 부적절한 답변을 할 수 있습니다.