Leaders’ behavioural change throughout a hospital’s lean implementation

Amanda G. de Almeida, Guilherme L. Tortorella, Desirée H. van Dun

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    This article empirically examines the relationship between leadership behaviours and the implementation level of Lean Healthcare (LH). At three points in time, with a six-month interval between each point, we surveyed and interviewed 12 leaders from a Brazilian public hospital adopting LH. Our findings indicate that leaders who actively adopt LH practices also demonstrate more task- and relations-oriented behaviours, whereas low LH adopters may drop their display of those behaviours over time. This finding parallels with Kübler-Ross’s change curve that describes how an individual’s confidence, morale and effectiveness levels may vary as a change process, such as LH implementation, unfolds.
    Original languageEnglish
    Number of pages10
    Publication statusPublished - 17 Jun 2019
    Event26th EurOMA Conference: Operations Adding Value to Society - Hanken School of Economics, Helsinki, Finland
    Duration: 17 Jun 201919 Jun 2019
    Conference number: 26


    Conference26th EurOMA Conference
    Abbreviated titleEurOMA 2019
    Internet address


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