The Rebellion

James Teboul () and Philippe Damier ()
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James Teboul: INSEAD
Philippe Damier: Nantes University

Chapter Chapter 5 in Neuroleadership, 2023, pp 49-57 from Springer

Abstract: Abstract The inflexibility of the Taylorian bureaucratic model and the resulting waste of human and material resources has led to a movement of resistance from the rank-and-file employees who want to regain some meaning and control over their work. Most new experiments focused on participative management but remained limited and partial, as operations continued to be pushed from top to bottom. Customers also rebelled by refusing to have their individual needs ignored and be forced to pay for the prevalent waste and costs. This led to the reorganization of the whole value chain that was to be pulled by customer demand. The Toyota production system, also called the lean production system, is one of the best examples of such a process. The focus on the customer is further amplified when the organization is service oriented. Finally, to avoid facing rebellion from customers, employees, or other stakeholders, some leaders accept leaving the comfortable command-and-control approach and moving toward the creative leadership model that is organized along three main lines of action: an ambitious strategic vision, an open leadership style, and a favorable cultural context.

Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-99-5122-2_5

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DOI: 10.1007/978-981-99-5122-2_5

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