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SubmittedOpen Access (License Unspecified), Open
Journal article
Leadership practices, competitive priorities, and manufacturing group performance
International journal of operations & production management, v 30(10), pp 1080-1105
21 Sep 2010
Featured in Collection : UN Sustainable Development Goals @ Drexel
Abstract
Purpose - The purpose of this paper is to examine the role of manufacturing leadership in enhancing manufacturing performance for different manufacturing configurations.Design methodology approach - Survey data collected from three levels of respondents in excess of 480, from 98 manufacturing units in the USA are used to test the study hypothesis using the cluster analysis and regression models.Findings - Effective leadership is positively associated with overall manufacturing performance beyond the fixed effects of organizational variables, such as competitive orientation and industry membership. The manufacturing leadership, however, does not seem to affect customer satisfaction.Research limitations implications - The paper illustrates the use of behavioral theory of leadership in the context of managing operations with varying competitive orientations in different industries. Future research should, however, attempt to match different leadership practices styles to different competitive orientations, and include employee characteristics, such as subordinates' prior experience, training, or skills that may influence the need for demonstrating the leadership practices differently for different competitive orientations.Practical implications - As manufacturers pursue a combination of priorities, their manufacturing managers need to use a gamut of effective leadership practices, such as planning, delegating, inspiring, etc. Manufacturers may also note that effective manufacturing leadership enhances performance on a host of measures, such as quality, timeliness, efficiency, etc. which are directly influenced by the manufacturing group. For measures, such as customer satisfaction, manufacturing leadership needs to be augmented by managing customer expectations and by being more flexible in accommodating customers' requirements.Originality value - This is the first study to deploy multiple respondents to simultaneously examine the effects of competitive orientation and leadership practices on manufacturing performance.
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Details
- Title
- Leadership practices, competitive priorities, and manufacturing group performance
- Creators
- Ravi Kathuria - Argyros School of Business and Economics, Chapman University, Orange, California, USAFariborz Y Partovi - Department of Decision Sciences, LeBow College of Business, Drexel University, Philadelphia, Pennsylvania, USAJeffrey H Greenhaus - Department of Decision Sciences, LeBow College of Business, Drexel University, Philadelphia, Pennsylvania, USA
- Publication Details
- International journal of operations & production management, v 30(10), pp 1080-1105
- Publisher
- Emerald Group Publishing Limited
- Resource Type
- Journal article
- Language
- English
- Academic Unit
- Decision Sciences (and Management Information Systems); [Retired Faculty]
- Web of Science ID
- WOS:000284247300008
- Scopus ID
- 2-s2.0-77957097666
- Other Identifier
- 991014878061704721
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- Collaboration types
- Domestic collaboration
- Web of Science research areas
- Management