Nissa Syifa Puspani, Desirée H. Van Dun, Celeste P. M. Wilderom
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The thematic analysis approach was based on the “fuller full-range theory of leadership”.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Over time, the leaders at various hierarchical levels learned to diversify their behavioural repertoire; solely exhibiting the transactional or transformational leadership style was not effective for employees’ adoption of lean and green practices. Instead, the leaders had to integrate the behaviours from the transactional, transformational and instrumental leadership styles.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>This study explores the extension of leaders’ behaviours over time. Our findings result in two propositions that theoretically explain the evolved behaviours that steered the organisational transformation towards a lean and green firm. Given its context (i.e. Indonesian family-owned logistics firms), this study offers insights that might generalise to similar family firms in other Asian countries.</p><!--/ Abstract__block -->","PeriodicalId":51790,"journal":{"name":"Journal of Family Business Management","volume":"80 1","pages":""},"PeriodicalIF":3.6000,"publicationDate":"2024-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Evolved leader behaviours for adopting lean and green in family firms: a longitudinal study in Indonesia\",\"authors\":\"Nissa Syifa Puspani, Desirée H. Van Dun, Celeste P. M. 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The thematic analysis approach was based on the “fuller full-range theory of leadership”.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>Over time, the leaders at various hierarchical levels learned to diversify their behavioural repertoire; solely exhibiting the transactional or transformational leadership style was not effective for employees’ adoption of lean and green practices. Instead, the leaders had to integrate the behaviours from the transactional, transformational and instrumental leadership styles.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>This study explores the extension of leaders’ behaviours over time. Our findings result in two propositions that theoretically explain the evolved behaviours that steered the organisational transformation towards a lean and green firm. 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Evolved leader behaviours for adopting lean and green in family firms: a longitudinal study in Indonesia
Purpose
This longitudinal study focuses on the specific behaviours of both top and other leaders in family firms that are implementing lean and green practices in order to contribute to the sustainability transition.
Design/methodology/approach
Over the course of two years and two months, longitudinal comparative case research was carried out within two Indonesian family firms in the logistics and transportation business. Data were collected via of 86 interviews, 37 observed meetings within the firms and 12 work floor visits. The thematic analysis approach was based on the “fuller full-range theory of leadership”.
Findings
Over time, the leaders at various hierarchical levels learned to diversify their behavioural repertoire; solely exhibiting the transactional or transformational leadership style was not effective for employees’ adoption of lean and green practices. Instead, the leaders had to integrate the behaviours from the transactional, transformational and instrumental leadership styles.
Originality/value
This study explores the extension of leaders’ behaviours over time. Our findings result in two propositions that theoretically explain the evolved behaviours that steered the organisational transformation towards a lean and green firm. Given its context (i.e. Indonesian family-owned logistics firms), this study offers insights that might generalise to similar family firms in other Asian countries.