Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review

Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Hilverda JJ [verfasserIn] Roemeling O [verfasserIn] Smailhodzic E [verfasserIn] Aij KH [verfasserIn] Hage E [verfasserIn] Fakha A [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2023

Schlagwörter:	lean management lean healthcare continuous improvement lean leadership leadership activities lean adoption.

Übergeordnetes Werk:	In: Journal of Healthcare Leadership - Dove Medical Press, 2010, (2023), Seite 241-257
Übergeordnetes Werk:	year:2023 ; pages:241-257

Links:	Link aufrufen Link aufrufen Journal toc

Katalog-ID:	DOAJ090935403

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520			\|a Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption
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allfields	(DE-627)DOAJ090935403 (DE-599)DOAJ6038b205c0d64b0ebc02264217832bb5 DE-627 ger DE-627 rakwb eng RA1-1270 Hilverda JJ verfasserin aut Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption lean management lean healthcare continuous improvement lean leadership leadership activities lean adoption. Public aspects of medicine Roemeling O verfasserin aut Smailhodzic E verfasserin aut Aij KH verfasserin aut Hage E verfasserin aut Fakha A verfasserin aut In Journal of Healthcare Leadership Dove Medical Press, 2010 (2023), Seite 241-257 (DE-627)642890145 (DE-600)2587466-4 11793201 nnns year:2023 pages:241-257 https://doaj.org/article/6038b205c0d64b0ebc02264217832bb5 kostenfrei https://www.dovepress.com/unveiling-the-impact-of-lean-leadership-on-continuous-improvement-matu-peer-reviewed-fulltext-article-JHL kostenfrei https://doaj.org/toc/1179-3201 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 2023 241-257
spelling	(DE-627)DOAJ090935403 (DE-599)DOAJ6038b205c0d64b0ebc02264217832bb5 DE-627 ger DE-627 rakwb eng RA1-1270 Hilverda JJ verfasserin aut Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption lean management lean healthcare continuous improvement lean leadership leadership activities lean adoption. Public aspects of medicine Roemeling O verfasserin aut Smailhodzic E verfasserin aut Aij KH verfasserin aut Hage E verfasserin aut Fakha A verfasserin aut In Journal of Healthcare Leadership Dove Medical Press, 2010 (2023), Seite 241-257 (DE-627)642890145 (DE-600)2587466-4 11793201 nnns year:2023 pages:241-257 https://doaj.org/article/6038b205c0d64b0ebc02264217832bb5 kostenfrei https://www.dovepress.com/unveiling-the-impact-of-lean-leadership-on-continuous-improvement-matu-peer-reviewed-fulltext-article-JHL kostenfrei https://doaj.org/toc/1179-3201 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 2023 241-257
allfields_unstemmed	(DE-627)DOAJ090935403 (DE-599)DOAJ6038b205c0d64b0ebc02264217832bb5 DE-627 ger DE-627 rakwb eng RA1-1270 Hilverda JJ verfasserin aut Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption lean management lean healthcare continuous improvement lean leadership leadership activities lean adoption. Public aspects of medicine Roemeling O verfasserin aut Smailhodzic E verfasserin aut Aij KH verfasserin aut Hage E verfasserin aut Fakha A verfasserin aut In Journal of Healthcare Leadership Dove Medical Press, 2010 (2023), Seite 241-257 (DE-627)642890145 (DE-600)2587466-4 11793201 nnns year:2023 pages:241-257 https://doaj.org/article/6038b205c0d64b0ebc02264217832bb5 kostenfrei https://www.dovepress.com/unveiling-the-impact-of-lean-leadership-on-continuous-improvement-matu-peer-reviewed-fulltext-article-JHL kostenfrei https://doaj.org/toc/1179-3201 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 2023 241-257
allfieldsGer	(DE-627)DOAJ090935403 (DE-599)DOAJ6038b205c0d64b0ebc02264217832bb5 DE-627 ger DE-627 rakwb eng RA1-1270 Hilverda JJ verfasserin aut Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption lean management lean healthcare continuous improvement lean leadership leadership activities lean adoption. Public aspects of medicine Roemeling O verfasserin aut Smailhodzic E verfasserin aut Aij KH verfasserin aut Hage E verfasserin aut Fakha A verfasserin aut In Journal of Healthcare Leadership Dove Medical Press, 2010 (2023), Seite 241-257 (DE-627)642890145 (DE-600)2587466-4 11793201 nnns year:2023 pages:241-257 https://doaj.org/article/6038b205c0d64b0ebc02264217832bb5 kostenfrei https://www.dovepress.com/unveiling-the-impact-of-lean-leadership-on-continuous-improvement-matu-peer-reviewed-fulltext-article-JHL kostenfrei https://doaj.org/toc/1179-3201 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 2023 241-257
allfieldsSound	(DE-627)DOAJ090935403 (DE-599)DOAJ6038b205c0d64b0ebc02264217832bb5 DE-627 ger DE-627 rakwb eng RA1-1270 Hilverda JJ verfasserin aut Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption lean management lean healthcare continuous improvement lean leadership leadership activities lean adoption. Public aspects of medicine Roemeling O verfasserin aut Smailhodzic E verfasserin aut Aij KH verfasserin aut Hage E verfasserin aut Fakha A verfasserin aut In Journal of Healthcare Leadership Dove Medical Press, 2010 (2023), Seite 241-257 (DE-627)642890145 (DE-600)2587466-4 11793201 nnns year:2023 pages:241-257 https://doaj.org/article/6038b205c0d64b0ebc02264217832bb5 kostenfrei https://www.dovepress.com/unveiling-the-impact-of-lean-leadership-on-continuous-improvement-matu-peer-reviewed-fulltext-article-JHL kostenfrei https://doaj.org/toc/1179-3201 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 2023 241-257
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title	Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review
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title_full	Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review
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title_sort	unveiling the impact of lean leadership on continuous improvement maturity: a scoping review
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title_auth	Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review
abstract	Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption
abstractGer	Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption
abstract_unstemmed	Jesse Jorian Hilverda,1 Oskar Roemeling,2 Edin Smailhodzic,2 Kjeld Harald Aij,3 Eveline Hage,2 Amal Fakha2 1Department of Audit & Risk Management, University Medical Center Groningen, Groningen, the Netherlands; 2Department of Innovation, Management & Strategy, University of Groningen, Groningen, the Netherlands; 3Dijkzigt, Erasmus MC, Rotterdam, the NetherlandsCorrespondence: Oskar Roemeling, Department of Innovation, Management & Strategy, University of Groningen, P.O. Box 800, 9700 AV, Groningen, the Netherlands, Tel +31 05 363 2025, Email o.p.roemelingrug.nlPurpose: Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity.Methods: Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding.Results: The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies.Conclusion: This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.Keywords: lean management, lean healthcare, continuous improvement, lean leadership, leadership activities, lean adoption
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title_short	Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review
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