Title: Identification and prioritisation of factors affecting lean leadership model

Authors: Marjan Etemadi; Mahdi Hamzehpoor; Khaled Nawaser; Haniruzila Hanifah; Ali Vafaei-Zadeh

Addresses: Public Administration, Department of Public Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran ' Department of Industrial Management University, Faculty of Islamic Studies and Management, Emam Sadegh University, Tehran, Iran ' Institute of Scientific Research and Graduate School, Universidad de Lima, Lima, Peru ' Graduate School of Business, Universiti Sains Malaysia, 11800 Gelugor, Penang, Malaysia ' Graduate School of Business, Universiti Sains Malaysia, 11800 Gelugor, Penang, Malaysia

Abstract: Lean leadership has attracted many scholars in the human resource area. Eight factors affecting this conceptual construct with the highest significance level were identified and confirmed by the experts. Two significant outputs, i.e., the MICMAC analysis model, were obtained by applying soft operational research approaches and using structural-interpretative modelling and implementing its stages step-by-step. In the next stage, to enhance the analysis level, priorities were based on the severity of influence and how factors affecting lean leadership were addressed through the DEMATEL approach. This study showed that the most important factors on the new constructs of pure leadership are improvement, perspective, organisational culture, pure implementation, supportive structures, team performance, daily management and development of oneself and others. Research findings showed that the most influential factors on the modern construct of lean leadership include continuous improvement, vision, organisational culture, lean implementation, supportive structures, team performance, day-to-day management, and self-development.

Keywords: lean leadership; leadership capabilities; structural-interpretative modelling; MICMAC analysis model; DEMATEL.

DOI: 10.1504/IJMP.2022.122616

International Journal of Management Practice, 2022 Vol.15 No.3, pp.364 - 388

Received: 29 Dec 2020
Accepted: 08 Mar 2021
Published online: 04 May 2022 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article