The Impact of Leadership Styles on Lean Implementation in Service Organizations: An Empirical Investigation
The Lean management, which is a product of the Toyota Production System and first codified to manufacturing by Womack et al. (1990) has experienced a long-term migration into the service industry over thelast 30 years. The rationalisational logic of lean, which is focused on generating maximum customer value by progressive extinction of the activities that do not add value and thus consume resources is sector-neutral in principle but highly context-specific in practice. Healthcare, banking, hospitality, retail, and the public sector service organizations have documented their operational efficiency, cycle time decrease, and customer satisfaction improvements when adopting lean (Henrique and Filho, 2020). Nonetheless, the failure rates of implementation are tough to go and industry estimates indicate that half to two-thirds of lean transformation projects cannot maintain initial improvements after three years (Bortolotti et al., 2021)