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Bäckström, I., Ingelsson, P., Snyder, K., Hedlund, C. & Lilja, J. (2017). Capturing Value-based leadership in Practice:: Insights from developing and applying an AI-interview guide. In: Dahlgaard-Park, Su Mi and Dahlgaard, Jens J. (Ed.), Challenges and Opportunities of Quality in the 4th Industrial Revolution: On quality and service sciences ICQSS 2017. Paper presented at 20th QMOD conference, 4-7 August, Helsingör, Denmark.
Open this publication in new window or tab >>Capturing Value-based leadership in Practice:: Insights from developing and applying an AI-interview guide
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2017 (English)In: Challenges and Opportunities of Quality in the 4th Industrial Revolution: On quality and service sciences ICQSS 2017 / [ed] Dahlgaard-Park, Su Mi and Dahlgaard, Jens J., 2017Conference paper, Published paper (Refereed)
Abstract [en]

Abstract

One of the most critical aspects for building quality and innovation in organizations is the role of values. Performance suffers when organizations fail to prioritize values. A challenge for many leaders is to understand deep-rooted values together with what they are and how they are developed. These deep-rooted values are reflected in the behaviors, language and signs occurring in the organization and can be seen as the organizations culture. When a culture is shaped, leadership is central and the managers in the organization are vital. Managers in an organization affect the predominating culture through their behaviors and approach to their co-workers. This make it interesting to try to find out underlying values held by managers striving for good leadership and performance. Underlying values can be unconscious and taken for granted, and thereby hard to ask about.  By using an interview guide inspired by Appreciative Inquiry (AI) (an approach based on generativity and positivity), underlying values and the leadership used by top managers can be discovered.

 

Purpose - The purpose of this paper is to present and discuss the results from the Appreciative Inquiry (AI) inspired interviews to explore the underlying values held by top manager and to identify soft aspects of leadership.

 

Methodology/approach – Top managers were interviewed as a part of a research project with the aim to support the development of value-based leadership that integrates company values, organizational culture, customer needs and sustainable development. A structured interview guide, inspired by AI, was developed and used to pinpoint their motivation and vision of a good organization in order to understand the values the leaders had and to identify soft aspects of leadership.  The interviews were analyzed in workshops with the whole research group and structured and visualized through affinity chart.

 

Findings – The results show underlying values held by top managers and identified soft aspects of leadership.

 

Practical implications – The presented interview guide can be used to identify the top managers underlying values and the presented results from the interviews can be used to inspire other leaders to develop their leadership in their striving of good leadership and effective organizations.

Keywords
Value-based, Leadership, Values, Organizational culture, Appreciative Inquiry
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32082 (URN)978-91-7623-086-2 (ISBN)
Conference
20th QMOD conference, 4-7 August, Helsingör, Denmark
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2017-11-16 Created: 2017-11-16 Last updated: 2018-04-26Bibliographically approved
Hedlund, C., Bäckström, I., Ingelsson, P., Snyder, K. & Lilja, J. (2017). Continuous Improvement of Leadership: Evaluation of peer-coaching experiments. In: : . Paper presented at 20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017.
Open this publication in new window or tab >>Continuous Improvement of Leadership: Evaluation of peer-coaching experiments
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2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This paper investigates continuous improvement of leadership with the aid of coaching and specifically peer-coaching as a model for leadership improvement. The paper is based on the idea of experimental learning both as a tool to motivate, educate and inspire leaders in two studied organizations. Learning-by-doing along with reflection has formed the basis for leadership improvement and leadership awareness in this study. The concept of Developing- by-doing have been used to help leaders design the foundation of an organizational specific coaching model. 

Keywords
Leadership, Continuous improvement of leadership, Peer-coaching, Lean, TQM/ Total Quality Management
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32607 (URN)
Conference
20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017
Projects
Simply Lean
Available from: 2017-12-22 Created: 2017-12-22 Last updated: 2018-04-26Bibliographically approved
Bäckström, I., Ingelsson, P. & Snyder, K. (2017). Enhancing Sustainable Quality Culture. In: : . Paper presented at Canadian Quality Congress, Toronto, September 7-8, 2017.
Open this publication in new window or tab >>Enhancing Sustainable Quality Culture
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

In 2015, a project was initiated to explore how quality can be enhanced in Swedish businesses by developing an internal coaching process to support value-based leadership development. The three–year project, financed by The Knowledge Foundation, is a research and development partnership consisting of three Swedish manufacturing companies and Mid Sweden University. Results presented in the poster address both the process and outcomes from this project.

Purpose

To present the results in changes in a company's value-base two years into a project with the purpose to explore how quality can be enhanced when a value-based leadership is integrated with sustainable practices.

Method:

A number of activities were completed in the company. A survey was designed to measure SQD values as an indicator for value based leadership. The survey were administered both at the start of the project and then again one year later to measure changes in leadership and values. The results from the survey were first analyzed using SPSS (Cronbach Alpha and T-test) and then in relation to completed activities. This was done by the research team together with management team in the company.

Results:

The results will be the presentation of completed activities within the company as well as results from the two measurements shows that the mean of the measured values are higher in the second measurement when it comes to the whole factory. When it comes to the managers it is the opposite regarding how they look at their role when it comes to the values: Leadership commitment and Participation of everybody.

Conclusions so far:

  • Measuring soft aspects helps to focus on culture and values.
  • The wording of the statements can affect culture.
  • Talking about leadership in connection to an organizations unique context initiates new dialog forms, topics, and gives the leaders a “leadership language”.
  • Focusing on positive aspects of leadership creates energy and a solution focused climate.
  • Statistically significant results can be shown after such a short period as one year.
  • Increased pride in the team and the work-place!
  • Further investigate correlations between factors. 
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32352 (URN)
Conference
Canadian Quality Congress, Toronto, September 7-8, 2017
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2017-12-08 Created: 2017-12-08 Last updated: 2017-12-13Bibliographically approved
Lilja, J., Ingelsson, P., Snyder, K., Bäckström, I. & Hedlund, C. (2017). Metaphors: We Manage and Develop Quality by Screening and Elaborating on the Metaphors of Quality Management. In: : . Paper presented at 20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017.
Open this publication in new window or tab >>Metaphors: We Manage and Develop Quality by Screening and Elaborating on the Metaphors of Quality Management
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2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Purpose: Metaphors are a powerful and human way of understanding and experiencing one kind of thing in terms of another. In Quality Management (QM) several metaphors are used to describe and bring to life the often abstract QM concepts and systems in clearer terms. These metaphors are undoubtedly of great importance for how QM is understood, communicated and practiced. They can also be assumed to have a significant impact on the perceived attractiveness of, and engagement in, QM systems. However, the metaphors of QM have seldom been systematically screened or put in focus, neither the topic of a critical discussion. The purpose of this paper is hence to contribute with a screening of the metaphors currently used, within QM literature and in practice among QM leaders, and then elaborate on their potential for improvement and development.

Methodology/Approach: The paper is based on a literature review combined with interviews of QM leaders.

Findings: The paper highlights that the current QM metaphors provide intuitive associations to properties such as stability, shelter, and structure but not to the important dynamic properties of QM, such as learning, or to the critical role of people in QM. It also provides suggestions for further improvements and development.

Value of the Paper: The paper highlights the area of metaphors within QM as an important area for future research. It also provides insights concerning the successful use and selection of metaphors in future QM practice.

Keywords
Quality Management, Metaphors, Generativity, Leadership, Lean Leadership
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32530 (URN)
Conference
20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017
Projects
Simply Lean
Available from: 2017-12-19 Created: 2017-12-19 Last updated: 2018-04-26Bibliographically approved
Warne, M., Snyder, K. & Gillander Gådin, K. (2017). Participation and support – associations with Swedish pupils’ positive health. International Journal of Circumpolar Health, 76(1), Article ID 1373579.
Open this publication in new window or tab >>Participation and support – associations with Swedish pupils’ positive health
2017 (English)In: International Journal of Circumpolar Health, ISSN 1239-9736, E-ISSN 2242-3982, Vol. 76, no 1, article id 1373579Article in journal (Refereed) Published
Abstract [en]

From the perspective of salutogenesis, schools have opportunities to create supportive environments for health and well-being, but there is a need for more knowledge about positive health determinants in the school setting. The aim of this study was to analyse adolescents’ self-reported positive health and its association with supportive factors in the school environment. Data was derived from a cross-sectional study in which pupils were aged 12–16 (n=1527). A positive health scale was used to examine the association of positive health with the following determinants: classroom participation; teacher support; peer support; parental support; and personal relative affluence. Data was analysed with multiple logistic regression. The results showed that positive health was associated with classroom participation and support from teachers and parents more commonly among boys than girls. All determinants were significantly associated with pupils’ positive health. The conclusion is that students’ positive health is strongly associated with support from the school. Classroom participation and support are major concerns for the health of pupils, and it is essential to develop these aspects of the school environment.

Keywords
Adolescents, health scale, health promotion, participation, school, teacher support
National Category
Public Health, Global Health, Social Medicine and Epidemiology
Identifiers
urn:nbn:se:miun:diva-31631 (URN)10.1080/22423982.2017.1373579 (DOI)000412140200001 ()28911274 (PubMedID)
Funder
Swedish National Institute of Public Health, HFÅ2008/21
Available from: 2017-09-15 Created: 2017-09-15 Last updated: 2017-12-08Bibliographically approved
Snyder, K., Hedlund, C., Ingelsson, P. & Bäckström, I. (2017). Storytelling: a co-creative process to support value-based leadership. Paper presented at QMOD 2016. International Journal of Quality and Service Sciences, 9(3/4), 484-497
Open this publication in new window or tab >>Storytelling: a co-creative process to support value-based leadership
2017 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 9, no 3/4, p. 484-497Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to identify constraints and possibilities to develop a value-based leadership in manufacturing using storytelling as a co-creative method and process.

Design/methodology/approach

A multi-site case study was conducted in which storytelling was used as a data collection tool and co-creative process to explore dimensions in the company’s cultures that could provide a deeper understanding about the constraints and possibilities that exist for developing value-based leadership in manufacturing.

Findings

Storytelling has a positive impact on leadership and communication highlighting important aspects of the organizational culture to support sustainable development and innovation.

Originality/value

This study demonstrates how storytelling can be used by leaders in manufacturing to build cultures of innovation and sustainability. And identifies constrains and possibilities for developing value-based leadership.

Keywords
Co-creation, Culture, Storytelling, Sustainable quality, Value-based leadership
National Category
Engineering and Technology
Identifiers
urn:nbn:se:miun:diva-31579 (URN)10.1108/IJQSS-02-2017-0009 (DOI)000413093900018 ()2-s2.0-85029860287 (Scopus ID)
Conference
QMOD 2016
Available from: 2017-09-13 Created: 2017-09-13 Last updated: 2017-12-12Bibliographically approved
Ingelsson, P., Bäckström, I., Snyder, K., Lilja, J. & Hedlund, C. (2017). Truly changing the culture – learnings from a value-based top leader. In: Su Mi Dahlgaard Park (Ed.), 20th QMOD conference: Challenges and Opportunities of Quality in the 4th Industrial Revolution. Paper presented at 20th QMOD conference, Copenhagen/Helsingborg, 5-7 August, 2017.
Open this publication in new window or tab >>Truly changing the culture – learnings from a value-based top leader
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2017 (English)In: 20th QMOD conference: Challenges and Opportunities of Quality in the 4th Industrial Revolution / [ed] Su Mi Dahlgaard Park, 2017Conference paper, Published paper (Refereed)
Abstract [en]

Both TQM and Lean are said to rest on a number of values that in turn are said to be the building blocks of the organizational culture needed to successfully apply TQM or Lean in an organization. The reason why applying Lean or TQM fail is frequently explained by the lack of focusing on values and culture and instead too big focus on tools and methods. In this context, leadership is often mentioned as one if the main keys to change the organizational culture as the leaders in organizations are the bearer of values. There is also a strong connection between values held and behaviors shown by the leaders and the co-workers in the organization. So the question arises; how come it´s so hard to make the change in leadership behaviors and by that the organizational culture? At the same time, there are leaders succeeding with consciously changing the culture and the values held by the co-workers. What can we learn from such a leaders that have succeeded in changing an exciting culture in an organization?

Purpose - The purpose of this paper is to present the values held by and the ways of working used by a top leader (COO) with the aim to change the organizational culture.

Methodology/approach – The Chief Operating Officer (COO) of a successful Lean company was interviewed in order to identify the managers´ values as well as ways of working. A developed interview guide was used to get an understanding of the values the leader had and to identify “other” softer aspects of his leadership. The results from the study was analyzed by the researchers, first by each researcher individually, then in workshops as a group.

Findings – The results show that the COO appears to have an understanding about the connection between values and behaviors something shown by the close connection between the identified ways of working and values. The result also shows ways of working to achieve a cultural change, were the use of ROFO can be seen as a driving force for this. The COO displays a leadership and a value-base much in line with Lean leadership and value-base.Practical implications – The presented results can be used by leaders in different types of organization in their work with developing the culture and leadership.

Keywords
Lean, Leadership, Values, Organizational Culture, ROFO, Coaching
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-31972 (URN)
Conference
20th QMOD conference, Copenhagen/Helsingborg, 5-7 August, 2017
Available from: 2017-11-01 Created: 2017-11-01 Last updated: 2018-04-26Bibliographically approved
Snyder, K., Bäckström, I. & Ingelsson, P. (2017). Using design thinking to foster value-based leadership and quality culture. In: : . Paper presented at Canadian Quality Congress, Toronto, September 7-8, 2017.
Open this publication in new window or tab >>Using design thinking to foster value-based leadership and quality culture
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
Keywords
design thinking, quality
National Category
Engineering and Technology
Identifiers
urn:nbn:se:miun:diva-32149 (URN)
Conference
Canadian Quality Congress, Toronto, September 7-8, 2017
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2017-11-24 Created: 2017-11-24 Last updated: 2017-11-24Bibliographically approved
Bäckström, I., Ingelsson, P., Snyder, K., Hedlund, C. & Lilja, J. (2016). Collection of baseline data – expanding the scope. In: EurOMA 2016 - Interactions: . Paper presented at 23rd EurOMA Conference Interactions, 17th-22nd June, Trondheim, Norway.
Open this publication in new window or tab >>Collection of baseline data – expanding the scope
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2016 (English)In: EurOMA 2016 - Interactions, 2016Conference paper, Published paper (Refereed)
Abstract [en]

For leaders to successfully meet the complexity of businesses today, many argue the need to design a performance measurement system that integrates hard data outcomes with soft measures found in organizational culture including values, norms, and behaviors. The purpose of this paper is to present an approach to collecting baseline data that captures the soft dimensions of organizational culture with system thinking as a guiding theory. The results present an approach for measuring the soft dimensions of organizational culture with description of methods, the type of data and what level of organizational culture they measure.

Keywords
Baseline data, Measuring, Improvement
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-29128 (URN)
Conference
23rd EurOMA Conference Interactions, 17th-22nd June, Trondheim, Norway
Available from: 2016-10-21 Created: 2016-10-21 Last updated: 2016-12-02Bibliographically approved
Snyder, K., Ingelsson, P. & Bäckström, I. (2016). Enhancing the study of Lean transformation through organizational culture analysis. International Journal of Quality and Service Sciences, 8(3), 395-411
Open this publication in new window or tab >>Enhancing the study of Lean transformation through organizational culture analysis
2016 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 8, no 3, p. 395-411Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to identify and synthesize approaches to studying Lean transformation to further develop a comprehensive approach that integrates organizational culture analysis and performance measurement systems from a systems perspective. Design/methodology/approach: This paper is conceptual in nature and based on a review of the literature in the areas of measuring Lean transformation and studying organizational culture. Three questions guide this conceptual analysis: “What approaches have been used to examine Lean transformation in business and public sector organizations?”; “Is there evidence of a focus on organizational culture in the measurement practices in Lean transformation and, if so, how?”; and “What can we learn from organizational cultural theorists about developing a more comprehensive framework to study Lean transformation?”. The analysis was conducted in two phases: In Phase 1, a database search was conducted using the key words Lean transformation, studying Lean, studying Lean transformation, studying organizational culture in Lean and measuring Lean, from which eight papers were selected. In Phase 2, the authors reviewed two models for studying organizational culture. Findings: Findings indicated that the dominant approach to study and measure Lean transformation is based on the performance measurement model. Based on this approach, there was little evidence of a focus on organizational culture, and few integrated the human dimensions with the tools and practices. The authors also found evidence of a greater awareness of the need to develop a balanced performance measurement system that reflects both the subjective soft measures and the objective hard measures. Among the approaches studied, two models did reflect integration between hard and soft measures: Dahlgaard et al.’s (2011) 4Ps and Najem et al. ’s (2012) assessment model for studying organizational culture in Lean. Both of these methods provide a strong framework from which to further enhance the study of Lean transformation by incorporating elements from Bantz’s (1993) organizational communication culture method and Martin’s (1992) Matrix concept. Originality/value: This paper furthers the academic dialogue on measuring Lean transformation through its unique analysis of studying organizational culture.

Keywords
Lean, Organizational culture, Performance measurement, Quality management
National Category
Social Sciences
Identifiers
urn:nbn:se:miun:diva-29143 (URN)10.1108/IJQSS-04-2016-0027 (DOI)000413090500010 ()2-s2.0-84988430963 (Scopus ID)
Available from: 2016-10-27 Created: 2016-10-27 Last updated: 2017-12-12Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-8731-8040

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