Hostname: page-component-6b989bf9dc-cvxtj Total loading time: 0 Render date: 2024-04-15T04:47:00.628Z Has data issue: false hasContentIssue false
  • English
  • Français

Leadership concepts in manufacturing environments: A brief historical review and conclusion with recommendations for education and training of I-O psychologists

Published online by Cambridge University Press:  01 May 2020

Karen A. Tinker-Walker  and
Jimmy D. Walker
Karen A. Tinker-Walker*
Affiliation:
Northwest Arkansas Community College
Jimmy D. Walker
Affiliation:
Capella University
*
*Corresponding author. E-mail: ktinker1@nwacc.edu
Get access Rights & Permissions [Opens in a new window]

Abstract

Viewing production-line workers from a historical standpoint, the attention on manufacturing in the 19th and into the 20th centuries was on production (Fifelski, 2014) and production-oriented leadership style, in contrast to employee-oriented leadership style (Likert, 1961; see also Kosicek, Soni, Sandbothe, & Slack, 2012). Around the turn of the 20th century, changes took place, and it appears as if two different approaches were taken in manufacturing environments: research–practitioner-based leadership approaches and management-based leadership approaches; the latter approach is less a leadership style and more a social management philosophy em+phasizing business operation (Vitolla, Rubino, & Garzoni, 2017). This review should bring awareness that industrial and organizational (I-O) psychologists once took on the lead to major successes that arose from work in manufacturing companies; however, today there is hardly any contribution by I-O psychologists to the manufacturing sector.

Type
Practice Forum
Information
Industrial and Organizational Psychology , Volume 13 , Issue 1 , March 2020 , pp. 90 - 102
Copyright
© Society for Industrial and Organizational Psychology, Inc. 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abellon, O. E., & Wilder, D. A. (2014). The effect of equipment proximity on safe performance in a manufacturing setting. Journal of Applied Behavior Analysis, 47 (3), 628–632. doi: 10.1002/jaba.137CrossRefGoogle Scholar
Adams, J. S. (1963). Towards an understanding of inequity. Journal of Abnormal and Social Psychology, 67 (5), 422–436. doi: 10.1037/h0040968CrossRefGoogle Scholar
Aich, S., Muduli, K., Onik, Md. M. H., & Kim, H.-C. (2018). A novel approach to identify the best practices of quality management in SMES based on critical success factors using interpretive structural modeling (ISM). International Journal of Engineering and Technology, 7 (3), 130–133. doi: 10.14419/ijet.v7i3.29.18540CrossRefGoogle Scholar
Albliwi, S. A., Antony, J., & Lim, S. A. H. (2015). A systematic review of Lean Six Sigma for the manufacturing industry. Business Process Management Journal, 21 (3), 665–691. doi: 10.1108/BPMJ-03-2014-0019CrossRefGoogle Scholar
Anastakis, D. (2007). Industrial sunrise? The Chrysler bailout, the state, and the reindustrialization of the Canadian automotive sector, 1975–1986. Urban History Review, 35 (2), 37–50. doi: 10.7202/1015920arCrossRefGoogle Scholar
Anderson, J., Rungtusanatham, M., & Schroeder, R. (1994). A theory of quality management underlying the Deming management method. Academy of Management Review, 19, 472–509. doi: 10.5465/amr.1994.9412271808CrossRefGoogle Scholar
Anger, W. K. (2015). Effectiveness of total worker health interventions. Journal of Occupational Health Psychology, 20 (2), 226–247. doi: 10.1037/a0038340CrossRefGoogle ScholarPubMed
Antonakis, J. (2012). Transformational and charismatic leadership. In Day, D. V. & Antonakis, J. (Eds.), The nature of leadership (pp. 256–288). Thousand Oaks, CA: Sage.Google Scholar
Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the multifactor leadership questionnaire. The Leadership Quarterly, 14, 261–295. doi: 10.1016/S1048-9843(03)00030-4.CrossRefGoogle Scholar
Argote, L. (2011). Organizational learning research: Past, present and future. Management Learning, 42 (4), 439–446. doi: 10.1177/1350507611408217CrossRefGoogle Scholar
Argyris, C. (1957). Personality and organization: The conflict between system and the individual. New York, NY: Harper.Google Scholar
Argyris, C. (1999). The next challenge for TQM: Taking the offensive on defensive reasoning. The Journal for Quality and Participation, 22 (6), 41–43.Google Scholar
Argyris, C. (2003). A life full of learning. Organization Studies, 24 (7), 1178–1192. doi: 10.1177/01708406030247009CrossRefGoogle Scholar
Argyris, C. (2004). Reflection and beyond in research on organizational learning. Management Learning, 35 (4), 507–509. doi: 10.1177/1350507604048276CrossRefGoogle Scholar
Argyris, C., & Schön, D. A. (1989). Participatory action research and action science compared: A commentary. American Behavioral Scientist, 32 (5), 612–623. doi: 10.1177/0002764289032005008CrossRefGoogle Scholar
Avolio, B., & Bass, B. (1991). The full range of leadership development. Binghamton, NY: Center for Leadership Studies.Google Scholar
Avolio, B. J., & Bass, M. B. (2004). Multifactor leadership questionnaire, manual and sample set (3rd ed.). Redwood City, CA: Mind Garden.Google Scholar
Baker, B. L. (2003). TQM practice and theory: A meta-analysis of empirical studies [Dissertation]. Colorado Technical University. ProQuest Dissertations Publishing No. 3117237.Google Scholar
Balzer, W. K., Brodke, M. H., Kluse, C., & Zickar, M. J. (2019). Revolution or 30-year fad? A role for I-O psychology in Lean management. Industrial and Organizational Psychology: Perspectives on Science and Practice, 12 (3), 215–233. doi: 10.1017/iop.2019.23CrossRefGoogle Scholar
Bandura, A. (1982). Self-efficacy mechanism in human agency. American Psychologist, 37 (2), 122–147. doi: 10.1037/0003-066X.37.2.122CrossRefGoogle Scholar
Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: The Free Press.Google Scholar
Beus, J. M. (2010). Safety climate and injuries: An examination of theoretical and empirical relationships. Journal of Applied Psychology, 95 (4), 713–727. doi: 10.1037/a0019164CrossRefGoogle ScholarPubMed
Bobic, M. P., & Davis, E. D. (2003). A kind word for Theory X. Journal of Public Administration Research and Theory, 13 (3), 239–264. doi: 10.1093/jopart/mug022CrossRefGoogle Scholar
Bonjean, C. (1963). New patterns of management [Book review by Rensis Likert]. Social Forces, 42 (2), 260–261. doi: 10.2307-2575710Google Scholar
Burke, W. W. (2011). On the legacy of Theory Y. Journal of Management History, 17 (2), 193–201. doi: 10.1108/17511341111112596CrossRefGoogle Scholar
Burke, W. W. (2018). The rise and fall of the growth of organization development: What now? Consulting Psychology Journal: Practice and Research, 70 (3), 186–206. doi: 10.1037/cpb0000116CrossRefGoogle Scholar
Burke, M. J., Sarpy, S. A., Tesluk, P. E., & Smith-Crowe, K. (2002). General safety performance: A test of a grounded theoretical model. Personnel Psychology, 55 (2), 429–457.CrossRefGoogle Scholar
Burns, J. M. (1978). Leadership. New York, NY: Harper Perennial.Google Scholar
Carnerud, D., Jaca, C., & Bäckström, I. (2018). Kaizen and continuous improvement: Trends and patterns over 30 years. TQM Journal, 30 (4), 371–390. doi: 10.1108/TQM-03-2018-0037CrossRefGoogle Scholar
Chiang, T.-J. (2012). Two faces of a control freak: Decomposing authoritarian leadership and its effects on work unit effectiveness [Dissertation]. University of Washington, ProQuest Dissertations Publishing, 3521446.Google Scholar
Chiarini, A., Baccarani, C., & Mascherpa, V. (2018). Lean production, Toyota production system and kaizen philosophy. TQM Journal, 30 (4), 425–438. doi: 10.1108/TQM-12-2017-0178CrossRefGoogle Scholar
Clemons University. (updated 2019). Automotive engineering academic program: Course descriptions. Retrieved from www.clemson.edu/cecas/departments/automotive-engineering/academic-programs/automotive-engineering-course-descriptions.htmlGoogle Scholar
Dansereau, F., Graen, G. B., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations. Organizational Behavior and Human Performance, 13, 46–78. doi: 10.1016/0030-5073(75)90005-7CrossRefGoogle Scholar
Deming, W. (1986). Out of the crisis. Cambridge, MA: Massachusetts Institute of Technology Center for Advanced Engineering Study.Google Scholar
Douglas, T. J., & Fredendall, L. D. (2004). Evaluating the Deming management model of total quality in services. Decision Sciences, 35 (3), 393–422. doi: 10.1111/j.0011-7315.2004.02569.xCrossRefGoogle Scholar
Drucker, P. F. (2001). The essential Drucker: The best of sixty years of Peter Drucker's essential writings on management. New York, NY: Harper Collins Publishers, Inc.Google Scholar
Feigenbaum, A. V. (1983). Total quality control (3rd ed.). New York, NY: McGraw-Hill.Google Scholar
Fifelski, J. B. (2014). Imprinted products: Domestic manufactures and nineteenth century American literature (Doctoral dissertation). Available from ProQuest Dissertations & Theses Global database (Accession Order No. ATT 3684555).Google Scholar
Fillion, G., Koffi, V., Ekionea, J., & Booto, P. (2015). Peter Senge's learning organization: A critical view and the addition of some new concepts to actualize theory and practice. Journal of Organizational Culture, Communications and Conflict, 19 (3), 73–102.Google Scholar
Fleishman, E. A. (1998). Patterns of leadership behavior related to employee grievances and turnover: Some post hoc reflections. Personnel Psychology, 51 (4), 825–834.CrossRefGoogle Scholar
Fusch, P. I., & Fusch, G. E. (2015). Leadership and conflict resolution on the production line. International Journal of Applied Management and Technology, 14 (1), 21–39. doi: 10.5590/IJAMT.2015.14.1.0CrossRefGoogle Scholar
Gabers, C. (2016). Leadership in small U.S. industrial machining and fabricating companies [Dissertation]. Open Access by the Programs in Business Administration at ScholarWorks at Georgia State University. Retrieved from https://scholarworks.gsu.edu/cgi/viewcontent.cgi?article=1079&context=bus_admin_dissGoogle Scholar
García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65 (7), 1040–1050. doi: 10.1016/j.jbusres.2011.03.005CrossRefGoogle Scholar
Gastil, J. (1994). A meta-analytic review of the productivity and satisfaction of democratic and autocratic leadership. Small Group Research, 25 (3), 384–410. doi: 10.1177/1046496494253003CrossRefGoogle Scholar
Geldart, S., Smith, C. A., Shannon, H. S., & Lohfeld, L.(2010). Organizational practices and workplace health and safety: A cross-sectional study in manufacturing companies. Safety Science, 48 (5), 562–569. doi: 10.1016/j.ssci.2010.01.004CrossRefGoogle Scholar
Ghahramani, A., & Khalkhali, H. R. (2015). Development and validation of a safety climate scale for manufacturing industry. Safety and Health at Work, 6 (2), 97–103. doi: 10.1016/j.shaw.2015.01.003CrossRefGoogle ScholarPubMed
Grachev, M., & Rakitsky, B. (2013). Historic horizons of Frederick Taylor's scientific management. Journal of Management History, 19 (4), 512–527. doi: 10.1108/JMH-05-2012-0043CrossRefGoogle Scholar
Gutierrez, L. J., Barrales-Molina, V., & Hale, K. (2018). The role of human resource-related quality management practices in new product development. International Journal of Operations & Production Management, 38 (1), 43–66. doi: 10.1108/IJOPM-07-2016-0387CrossRefGoogle Scholar
Han, Y., Sears, G., & Zhang, H. (2018). Revisiting the “give and take” in LMX: Exploring equity sensitivity as a moderator of the influence of LMX on affiliative and change-oriented OCB. Personnel Review, 47 (2), 555–571.CrossRefGoogle Scholar
Imai, M. (1986). Kaizen: The key to Japan's competitive success. New York, NY: McGraw-Hill Education.Google Scholar
Johannessen, J.-R., Olsen, B., & Olaisen, J. (2005). Intellectual capital as a holistic management philosophy: A theoretical perspective. International Journal of Information Management, 25 (2), 51–171. doi: 10.1016/j.ijinfomgt.2004.12.008CrossRefGoogle Scholar
Knouse, S. B., Carson, P. P., Carson, K. D., & Heady, R. B. (2009). Improve constantly and forever: The influence of W. Edwards Deming into the twenty-first century. TQM Journal, 21 (5), 449–461. doi: 10.1108/17542730910983371CrossRefGoogle Scholar
Kosicek, P. M., Soni, R., Sandbothe, R., & Slack, F. (2012). Leadership styles, industry fit, and quality focus. Competition Forum, 10 (2), 49–54.Google Scholar
Kothari, H., Shrimali, S., & Pradhan, B. L. (2017). Key factors of TQM implementation and impact in industries of Nepal: A conceptual model. Pacific Business Review International, 9 (7), 181–193. Retrieved from http://www.pbr.co.in/2017/2017_month/Jan/19.pdfGoogle Scholar
Krafcik, J. F. (1988). Triumph of the lean production system. Sloan Management Review, 30 (1), 41–52. Retrieved from https://www.lean.org/downloads/MITSloan.pdfGoogle Scholar
Kristiansen, M., & Bloch-Poulsen, J. (2017). Participation and social engineering in early organizational action research: Lewin and the Harwood studies. International Journal of Action Research, 13 (2), 154–177. doi: 10.3224/ijar.v13i2.05CrossRefGoogle Scholar
Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2015). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43 (6), 1–31. doi: 10.1177/0149206315575554Google Scholar
Landis, E., Hill, D., & Harvey, M. (2014). Synthesis of leadership theories and styles. Journal of Management Policy and Practice, 15 (2). Retrieved from http://www.na-businesspress.com/JMPP/LandisEA_Web15_2_.pdfGoogle Scholar
Law, K. M. Y., & Chuah, K. B. (2004). Project-based action learning as learning approach in learning organisation: The theory and framework. Team Performance Management, 10 (7/8), 178–186. doi: 10.1108/13527590410569904CrossRefGoogle Scholar
Lewin, K. (1946/2010). Action research and minority problems. Journal of Social Issues, 2, 34–46. doi: 10.1111/j.1540-4560.1946.tb02295.xCrossRefGoogle Scholar
Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, 271–301. Retrieved from https://doi.org/10.1080/00224545.1939.9713366CrossRefGoogle Scholar
Likert, R. (1961). New patterns of management. New York, NY: McGraw-Hill.Google Scholar
Lundell, M. A., & Marcham, C. L. (2018). Leadership's effect on safety culture. Professional Safety, 63 (11), 36–43.Google Scholar
Macpherson, W. G., Lockhart, J. C., Kavan, H., & Iaquinto, A. L. (2018). Kaizen in Japan: Transferring knowledge in the workplace. Journal of Business Strategy, 39(3), 40–45. doi: 10.1108/JBS-04-2017-0048CrossRefGoogle Scholar
Mallur, S. B., Hiregoudar, N. L., & Soragaon, B. (2012). A comparative study of importance and practices of CSFS of TQM practices and their impact on performance of North Karnataka SMEs manufacturing sectors: A survey result. International Journal of Management Research and Reviews, 2 (10), 1810–1830.Google Scholar
Marin-Garcia, J. A., Juarez-Tarraga, A., & Santandreu-Mascarell, C. (2018). Kaizen philosophy. TQM Journal, 30 (4), 296–320. doi: 10.1108/TQM-12-2017-0176CrossRefGoogle Scholar
Martínez-Lorente, A. R. (1998). Total quality management: Origins and evolution of the term. The TQM Magazine, 3, 1–19. doi: 10.1108/09544789810231261Google Scholar
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50 (4), 370–396. doi: 10.1037/h0054346CrossRefGoogle Scholar
Mayo, E. (1930). Changing methods in industry. Personnel Journal, 8 (5), 326–332. Retrieved from http://psycnet.apa.org/record/1930-01269-001Google Scholar
McGregor, D. (1960). Theory X and theory Y. Organization Theory, 358–374.Google Scholar
McGregor, D. (2000). The human side of enterprise. Reflections, 2 (1), 6–15. doi: 10.1162/152417300569962CrossRefGoogle Scholar
Mehta, V., & Shah, H. (2005). Characteristics of a work organization from a lean perspective. Engineering Management Journal, 17 (2), 14–21. doi: 10.1080/10429247.2005.11415282CrossRefGoogle Scholar
Mesu, J., Sanders, K., & van Riemsdijk, M. (2015). Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises: The moderating effects of directive and participative leadership. Personnel Review, 44 (6), 970–990. doi: 10.1108/PR-01-2014-0020CrossRefGoogle Scholar
Moccia, S. (2016). The role of value and virtues in TQM: An overview of literature. The TQM Journal, 28 (2), 216–234. doi: 10.1108/TQM-03-2014-0031CrossRefGoogle Scholar
Morse, N. C., & Reimer, E. (1956). The experimental change of a major organizational variable. Journal of Abnormal and Social Psychology, 52(1), 120–129. doi: 10.1037/h0048893CrossRefGoogle Scholar
Murumkar, A., & Teli, S. N. (2019, April 5–7). Quality cost and Six Sigma frameworks to improve quality. Conference paper presented at the 2nd International Conference on Recent Innovations and Technological Developments in Mechanical Engineering (ICRITDME), Jaipur, India. Retrieved from https://www.researchgate.net/publication/332170633.Google Scholar
Oliver, A., Cheyne, A., Tomas, J. M., & Cox, S. (2002). The effects of organizational and individual factors on occupational accidents. Journal of Occupational and Organizational Psychology, 75 (4), 473–488. doi: 10.1348/096317902321119691CrossRefGoogle Scholar
Omar, M., Mears, L., Kurfess, T., & Kiggans, R. (2011). Organizational learning in automotive manufacturing: A strategic choice. Journal of Intelligent Manufacturing, 22 (5), 709–715. doi: 10.1007/s10845-009-0330-6CrossRefGoogle Scholar
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.Google Scholar
Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human Performance, 10 (2), 85–98. doi: 10.1207/s15327043hup1002_2CrossRefGoogle Scholar
Palmer, A. M. (2016). Leadership style and job satisfaction as predictors of employee innovation in the automotive manufacturing industry [Dissertation]. Northcentral University.Google Scholar
Pearson, G. (2009). The rise and fall of management: A brief history of practice, theory and context (1st ed.). London: Routledge.Google Scholar
Perry, S. J., Hunter, E. M., Currall, S. C., & Frauenheim, E. (2017). Developing engineering leaders: An organized innovation approach to engineering education. Engineering Management Journal, 29 (2), 99–107. doi: 10.1080/10429247.2017.1298189CrossRefGoogle Scholar
Pettersen, J. (2009). Defining lean production: Some conceptual and practical issues. The TQM Journal, 21 (2), 127–142. doi: 10.1108/17542730910938137CrossRefGoogle Scholar
Pirson, M., & Lawson, P. (2010). Humanism in business: Towards a paradigm shift? Journal of Business Ethics, 93, 553–565. doi: 10.1007/s10551-009-0239-1CrossRefGoogle Scholar
Rampasso, I. S., Anholon, R., Gonçalves Quelhas, O. L., & Filho, W. L. (2017). Primary problems associated with the health and welfare of employees observed when implementing lean manufacturing projects. Work, 58 (3), 263–275. doi: 10.3233/WOR-172632CrossRefGoogle ScholarPubMed
Rottmann, C., Sacks, R., & Reeve, D. W. (2015). Engineering leadership: Grounding leadership theory in engineers’ professional identities. Leadership, 11 (3), 351–373. doi: 10.1177/1742715014543581CrossRefGoogle Scholar
Sanders, J. H. (2013). Impact of management theories X, Y, and Z on Lean Six Sigma. In Proceedings of the 2013 Industrial and Systems Engineering Research Conference (pp. 2195–2200). ProQuest document ID 1471960672.Google Scholar
Schein, E. H. (1997). Organizational culture and leadership (2nd ed.). San Francisco, CA: Jossey-Bass.Google Scholar
Schön, D. A., & Argyris, C. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.Google Scholar
Schön, D. A., & Argyris, C. (1996). Organizational learning II: Theory, method and practice. Reading, MA: Addison-Wesley.Google Scholar
Seng, P. M. (1994). The fifth discipline: The art and practice of the learning organization. New York, NY: Currency Doubleday.Google Scholar
Shunlong, X., & Weiming, Z. (2012). The relationships between transformational leadership, LMX, and employee innovative behavior. Journal of Applied Business and Economics, 13 (5), 87–96.Google Scholar
Soltani, E., Lai, P.-C., Javadeen, S. R., & Gholipour, T. H. (2008). A review of the theory and practice of managing TQM: An integrative framework. Total Quality Management, 19 (5), 461–479. doi: 10.1080/14783360802018103CrossRefGoogle Scholar
Spector, B. (2014). Flawed from the “get-go”: Lee Iacocca and the origins of transformational leadership. Leadership, 10 (3), 361–379. doi: 10.1177/1742715013514881CrossRefGoogle Scholar
Stahl, F. (2013). Worker leadership: America's secret weapon in the battle for industrial competitiveness. Cambridge, MA: MIT Press.CrossRefGoogle Scholar
Steensma, J. T. (2010). Transformational leadership and safety in steel mills: A quantitative study in a high hazard environment [Dissertation]. Available from ProQuest Dissertations & Theses Global database (Accession Order No. ATT 3541974).Google Scholar
Taylor, F. (1911). Principles of scientific management. New York, NY: Harper and Bros.Google Scholar
Thibaut, J. W., & Kelley, H. H. (1959). The social psychology of groups. New York, NY: John Wiley & Sons.Google Scholar
Uçar, A. C., Eren, E., & Erzengin, E. (2012). Determination of the relationship between leadership perceptions of blue collars and organizational outcomes by using MLQ analysis. Procedia: Social and Behavioral Sciences, 41, 196–208. doi: 10.1016/j.sbspro.2012.04.024Google Scholar
van Breukelen, W., Schyns, B., & Le Blanc, P. (2006). Leader-member exchange theory and research: Accomplishments and future challenges. Leadership, 2 (3), 295–316. doi: 10.1177/1742715006066023CrossRefGoogle Scholar
Vitolla, F., Rubino, M., & Garzoni, A. (2017). The integration of CSR into strategic management: A dynamic approach based on social management philosophy. Corporate Governance, 17 (1), 89–116. doi: 10.1108/CG-03-2016-0064CrossRefGoogle Scholar
Wang, H., & Guan, B. (2018). The positive effect of authoritarian leadership on employee performance: The moderating role of power distance. Frontiers in Psychology, 9, 357. doi: 10.3389/fpsyg.2018.00357CrossRefGoogle ScholarPubMed
Wang, Z., Liu, H., Yu, H., Wu, Y., Chang, S., & Wang, L. (2017). Associations between occupational stress, burnout and well-being among manufacturing workers: Mediating roles of psychological capital and self-esteem. BMC Psychiatry, 17 (1), 1–10. doi: 10.1186/s12888-017-1533-6CrossRefGoogle ScholarPubMed
Wayne, S. J., Shore, L. M., & Liden, R. C. (2017). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40 (1), 82–111. doi: 10.5465/257021Google Scholar
Wilson, E. O. (1998). Consilience: The unity of knowledge. New York, NY: Alfred A Knopf.Google Scholar
Woehl, J. H. (2011). How leadership styles reflect on lean manufacturing practices and culture [Dissertation]. Capella University, School of Business and Technology. ProQuest Dissertation No. 3473260.Google Scholar
Yaghoubipoor, A., Tee, O. P., & Ahmed, E. M. (2013). Impact of the relationship between transformational and traditional leadership styles on Iran's automobile industry job satisfaction. World Journal of Entrepreneurship, Management and Sustainable Development, 9 (1), 14–27. doi: 10.1108/20425961311315692CrossRefGoogle Scholar
Zimon, D. (2015). The impact of the quality management system to improve manufacturing logistics. Applied Mechanics and Materials, 803 (3), 155–160. doi: 10.4028/www.scientific.net/AMM.803.155CrossRefGoogle Scholar
Zoller, H. M. (2004). Manufacturing health: Employee perspectives on problematic outcomes in a workplace health promotion initiative. Western Journal of Communication, 68 (3), 278–301.CrossRefGoogle Scholar