The Lean–Ubuntu leadership framework
Year: 2025
Type: article
Study design: Systematic Review
Abstract: Purpose Lean implementations have a low success rate due to various reasons, like misunderstanding Lean and cultural differences in implementing Lean outside of Japan. Researchers suggested created cultural adaptation of Lean for improve buy-in of employees and high success rates during Lean implementations. Thus, this study aims to delve into the similarities between Lean leadership and Ubuntu leadership to propose a South African Lean–Ubuntu leadership framework. Design/methodology/approach A systematic literature review was used to collect data on Ubuntu leadership. Thereafter, the Lean leadership style was compared to the Ubuntu leadership style to find similarities and differences. Findings Thereafter, the correlations and variations between Lean and Ubuntu leadership principles were amalgamated in the design of a South African Lean–Ubuntu leadership framework. Research limitations/implications This study focused on the development of a literature-based framework; however, it is recommended that future studies validate the model by practical implementation in South African organisations. Additionally, this framework is limited to a South African cultural adaptation of Lean leadership; it is suggested that future studies explore other cultural adaptations in other countries. Practical implications Both Ubuntu and Lean philosophies teach the importance of people and team members; by using this framework organisations have a better opportunity to engage with employees and help them better understand Lean during the implementation stages, thereby increasing the chances of employee buy-in and bridging the gap to a brighter South Africa. Originality/value To the best of the authors’ knowledge, this is the first study to propose a South African Lean–Ubuntu leadership framework.
Author: Mia Mangaroo-Pillay
Institution: Stellenbosch University
Language: English
Subfield: Management Information Systems
Domain: Social Sciences
Open Access status: hybrid
OpenAlex ID: W4408924635