Abstract
This multiple case study focused on the topic of leadership transformation in the context of a Lean organizational transformation. The research concentrated on the influence of a Lean organizational transformation on a healthcare Chief Executive Officer’s (CEO) leadership style and practices. The constructivist paradigm aligned with the qualitative multiple case study methodology, facilitating understanding of a contemporary phenomenon in its real-world context using multiple sources of data. This study design included research questions and propositions to guide the research. Reliability and validity tests applicable to the study design ensured that the research was rigorous. External validity, or generalizability, did not apply given the unknown population, limited number of cases, industry sector of interest, and focus on the CEO role. The study comprised seven cases. The researcher was the data collection instrument. Using an emergent design, the researcher gathered data from multiple sources, including personal interviews, direct observation, and organizational documents and artifacts. Constant comparative analysis and thematic analysis were employed concurrently to analyze the data through code development using open, axial, and selective codes. Three themes emerged from the data: the Lean system; formation of the Lean healthcare CEO; and organizational Lean cultural change. A conceptual framework was developed and 11 recommendations proposed for healthcare CEOs and others interested in pursuing a Lean organizational transformation. The importance of the healthcare CEO’s leadership and unwavering support in facilitating and sustaining a successful Lean transformation was supported. Lean is predicated on strong leadership that aligns with the Lean philosophy, tools, and leadership/management system. The bottom line is that the Lean transformation process starts with the healthcare CEO. |Keywords: Lean, leadership, transformation, healthcare, senseis, CEOs, organizational culture