Browsing by Author "PEREIRA, ANA CRISTINA LOPES"
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- Lean Leadership in Practice: A Cross-Country Comparison of Portuguese and Norwegian CompaniesPublication . PEREIRA, ANA CRISTINA LOPES; Sá, José Carlos Vieira de; RekeDespite the growing body of literature on Lean Leadership, there is still no comprehensive understanding of how leadership behaviors at different hierarchical levels interact with cultural factors to influence Lean Philosophy success. To address this gap, this dissertation integrates literature and practice on Lean Leadership across multiple levels and cultural contexts, adopting a holistic view of how leadership behavior and cultural adaptation together shape effective Lean implementation. Accordingly, the guiding research question is: How do Leadership behaviors influence Lean outcomes, and how are these behaviors shaped by different cultural contexts? The research began with a Systematic Literature Review conducted according to PRISMA methodology. A total of 107 articles were included, covering diverse cultural and sectoral contexts. From this review, the Multilevel Lean Leadership and Culture-Adapted Implementation (MLL-CI) Framework was developed. To complement the literature, empirical data were collected through one-to-one semistructured interviews with leaders at different hierarchical levels across eight companies, four in Portugal and four in Norway. All interviews were recorded, transcribed, and analyzed using qualitative content analysis. Findings show that leadership behaviors are decisive for Lean Philosophy success but vary according to cultural context. In Portugal, Leadership was described as hierarchical, systemdriven, and strongly tied to accountability and formal structures, with employee engagement often conditional on recognition, tools, and Leadership presence. In Norway, Leadership was characterized by accessibility, dialogue, and trust, with employees described as open, collaborative, and engaged, and resistance framed as situational and temporary. Across both contexts, Gemba walks, daily management routines, and coaching, were seen as universal, though enacted differently. The study confirmed six hypotheses, demonstrating that Leader, employee, process, and organizational-level behaviors interact with cultural conditions to shape Lean Philosophy outcomes. This dissertation contributes to academic research by providing an integrated framework for studying Lean Leadership across contexts, and to practice by offering guidance for firms seeking to adapt Leadership behaviors to organizational and national cultures. The results highlight that while Lean Philosophy principles are universal, their successful implementation requires cultural alignment and Leadership adaptability.