Leaders’ behavioural change throughout a hospital’s lean implementation

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

Leaders’ behavioural change throughout a hospital’s lean implementation

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

Research output: Contribution to conference › Paper › peer-review

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Abstract

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 language	English
Number of pages	10
Publication status	Published - 17 Jun 2019
Event	26th EurOMA Conference: Operations Adding Value to Society - Hanken School of Economics, Helsinki, Finland Duration: 17 Jun 2019 → 19 Jun 2019 Conference number: 26 http://www.euroma2019.org

Conference

Conference	26th EurOMA Conference
Abbreviated title	EurOMA 2019
Country/Territory	Finland
City	Helsinki
Period	17/06/19 → 19/06/19
Internet address	http://www.euroma2019.org

Cite this

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title = "Leaders{\textquoteright} behavioural change throughout a hospital{\textquoteright}s lean implementation",

abstract = "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 K{\"u}bler-Ross{\textquoteright}s change curve that describes how an individual{\textquoteright}s confidence, morale and effectiveness levels may vary as a change process, such as LH implementation, unfolds.",

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T1 - Leaders’ behavioural change throughout a hospital’s lean implementation

AU - de Almeida, Amanda G.

AU - Tortorella, Guilherme L.

AU - van Dun, Desirée H.

N1 - Conference code: 26

PY - 2019/6/17

Y1 - 2019/6/17

N2 - 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.

AB - 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.

M3 - Paper

T2 - 26th EurOMA Conference

Y2 - 17 June 2019 through 19 June 2019

ER -

Leaders’ behavioural change throughout a hospital’s lean implementation

Abstract

Conference

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