The Impact of Lean Leadership on the Creative Work Behavior: Perceived Organizational Support as the Moderator variable. An analytical study in the Iraqi health sector.
DOI:
https://doi.org/10.61841/ax0rba94Keywords:
Lean Leadership, Creative Work Behavior, Perceived Organizational Support, Structural Equation Model SEM.Abstract
The present study aims to test the effect of lean leadership (LL) on the creative work behavior (CWB) of employees through the moderating role of perceived organizational support (POS). The two researchers adopted the descriptive analytical approach to obtain and analyze data. The Iraqi health sector represented a field for the applied side of the study as the medical city of Imam Hussein in the Holy province of Karbala represented the research community, from which a random sample of medical and nursing staffs was selected; (302) employees. The two researchers used the modeling of the structural equation SEM in building the research model and testing its hypotheses. The results showed that lean leadership has a positive moral effect on creative work behavior. There is also a positive effect of perceived organizational support on creative work behavior. In addition to that, the results proved a positive contribution of the interactive variable, the perceived organizational support in the relationship between lean leadership and creative work behavior and increased the power of influence between them at the current level of research. Therefore, lean leadership has an important and effective role in finding and creating enhanced opportunities for creative behavior for medical and nursing staff on the one hand and Reducing the costs of providing service and health care on the other. through the interactive impact of perceived organizational support by assigning and assisting individuals in order to achieve and enhance thinking outside the box and unconventional behavior in their performance and encouraging them to distinguish as individuals or groups to improve the service and health care provided The lowest possible costs.
Downloads
References
Al-Hakim, L., & Al-Saeedi, J.,(2017), “Lean Leadership behavior and its Impact on The Relationship Between Organizational Cybernetics and Job Rotation to Develop Postmodern Employees” Submitted to The Council of the Faculty of Administration and Economics/ University of Kufa In Partial Fulfillment of the Requirements for the Degree of Master of Science in Business Administration
1. Akgunduz, Y., Alkan, C., &Gök, Ö. A. (2018). “Perceived organizational support, employee creativity and proactive personality: The mediating effect of meaning of work”. Journal of Hospitality and Tourism Management, 34, 105-114.
2. Akturan, A., &Çekmecelioğlu, H. G. (2016). “The effects of knowledge sharing and organizational citizenship behaviors on creative behaviors in educational institutions”. Procedia-Social and Behavioral Sciences, 235, 342-350.
3. Al Shehri, O. A. M., AlHarthi, A. S., & Al-Khatib, A. J. (2013). Patterns of creativity trends among health managers in health sector of Saudi Arabia, Riyadh region. European Scientific Journal, 99 (6):1857-7881.
4. Altunoğlu, A. E., &Gürel, E. B. B. (2015). “Effects of leader–member exchange and perceived organizational support on organizational innovation: The case of DenizliTechnopark”. Procedia-Social and Behavioral Sciences, 207, 175- 181.
5. Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). “Assessing the work environment for creativity”.
Academy of management journal, 39(5), 1154-1184.
6. Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). “Assessing the work environment for creativity”, Academy of management journal, 39(5), 1154-1184.
7. Balle, M., Jones, D. A. N. I. E. L., &Orzen, M. (2015). True lean leadership at all levels. Industrial Management, 57(1), 26-30.
8. Ballé, M. 2013). “Lean Leadership & People Development”, Excellence Systems Group.
9. Beheshtifar, M., Ali-Nezhad, H., &Nekoie-Moghadam, M. (2012). "Investigation of perceived organizational support on employees’ positive attitudes toward work". Interdisciplinary journal of contemporary research in business, 4(8), 432-442.
10. Bin Tarbah, Al Manasiriya, & Rashid.,(2018), “The effect of administrative empowerment on creative behavior among workers. A field study at Algeria Telecom”, practical directorate for the communication of Ouargla, Doctoral dissertation.
11. Brodzinski, E., & Munt, D. (2009). Examining creativity in health and care.
12. Busse, R., Klazinga, N., Panteli, D., & Quentin, W. (2019). Improving healthcare quality in Europe.book
13. Doeksen, G. A., Johnson, T. G., & Willoughby, C. (1997). Measuring the economic importance of the health sector on a local economy: A brief literature review and procedures to measure local impacts. Starkville, MS: Southern Rural Development Center.
14. Doeksen, G. A., Johnson, T., Biard‐Holmes, D., & Schott, V. (1998). A healthy health sector is crucial for community economic development. The Journal of Rural Health, 14(1), 66-72.
15. Dombrowski, U., &Mielke, T. (2014). “Lean leadership–15 rules for a sustainable lean implementation”. Procedia CIRP, 17, 565-570.
16. Eisenberger, R., Malone, G. P., &Presson, W. D. (2016). “Optimizing perceived organizational support to enhance employee engagement”. Society for Human Resource Management and Society for Industrial and Organizational Psychology, 2-22.
17. Fine, B. A., Golden, B., Hannam, R., &Morra, D. (2009). “Leading lean: a Canadian healthcare leader’s guide”. Healthcare Quarterly, 12(3), 32-41.
18. Hair, Jr. J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). "Multivariate data analysis: A global perspective". London: Pearson.
19. Hughes, D. J., Lee, A., Tian, A. W., Newman, A., &Legood, A. (2018). “Leadership, creativity, and innovation: A critical review and practical recommendations”. The Leadership Quarterly, 29(5), 549-569.
20. Ibrahim, H. I., Isa, A., &Shahbudin, A. S. M. (2016). “Organizational support and creativity: The role of developmental experiences as a moderator”.Procedia Economics and Finance, 35, 509-514.
21. Ibrahim, H. I., Isa, A., &Shahbudin, A. S. M. (2016). “Organizational support and creativity: The role of developmental experiences as a moderator”. Procedia Economics and Finance, 35, 509-514.
22. Kahai, S. S., Sosik, J. J., &Avolio, B. J. (2003). “Effects of leadership style, anonymity, and rewards on creativity- relevant processes and outcomes in an electronic meeting system context”. The Leadership Quarterly, 14(4-5), 499-524.
23. Kanten, P., &Ulker, F. E. (2012). “A relational approach among perceived organizational support, proactive personality and voice behavior”.Procedia-Social and Behavioral Sciences, 62, 1016-1022.
24. Kanten, P., &Ulker, F. E. (2012). “A relational approach among perceived organizational support, proactive personality and voice behavior”. Procedia-Social and Behavioral Sciences, 62, 1016-1022.
25. Moghimi, S., &Subramaniam, I. D. (2013). “Employees' creative behavior: The role of organizational climate in Malaysian SMEs”. International Journal of Business and Management, 8(5), 1.
26. Monaco, R. M., & Phelps, J. H. (1995). “Health care prices, the federal budget, and economic growth”. Health Affairs, 14(2), 248-259.
27. Nadhir, S., Shafi, A., Atif, M. M., Qun, W., & Abdullah, S. M. (2019). “How organization justice and perceived organizational support facilitate employees’ innovative behavior at work”. Employee Relations: The International Journal.
28. Peter Valenzuela MD, M. B. A. (2012). Applying creativity to health care: learning from innovative companies. Physician executive, 38(5), 34.
29. Purcărea, L. V., Raţiu, M., &Purcărea, T. (2008). “Offering memorable patient experience through creative, dynamic marketing strategy”. Journal of medicine and life, 1(2), 198-210.
30. Sekaran, U., &Bougie, R. (2010). Research methods for business: A skill building approach (5th ed.). UK: John Wiley & Sons.
31. Shafi, M., Lei, Z., Song, X., &Sarker, M. N. I. (2020). “The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation”. Asia Pacific Management Review.
32. Sharifirad, M. S. (2016). “Can incivility impair team’s creative performance through paralyzing employee’s knowledge sharing? A multi-level approach”. Leadership & organization development journal.
33. Smith, A. (2016). “The impact of lean leadership on lean transformation in South Africa”, (Doctoral dissertation, University of Pretoria).
34. Sotoudeh,S . , Soleimani ,M. &Bahar ,G . S. (2014). “Determining The Relation Between Cybernetic Management Model And Employees’ Creativity Hamadan’s Youth And Sports Organizations”, Indian Journal of Fundamental and Applied Life Sciences. Vol. 5 (S4), pp. 447-457.
35. Squires, D. A. (2012). “Explaining high health care spending in the United States: an international comparison of supply, utilization, prices, and quality”. Issue brief (Commonwealth Fund), 10, 1-14.
36. Stanley, T. (2016). “Work environments, creative behaviours, and employee engagement” (Doctoral dissertation, Queensland University of Technology).
37. Tian, G., Cai, H., & Jiang, Y. (2018). "A Study of the Effects of Organizational Support on Organizational Learning based on Knowledge Management". Eurasia Journal Mathematics, Science Technology Education, 14(5), 1979-1986.
38. Tierney, P., Farmer, S. M., &Graen, G. B. (1999). “An examination of leadership and employee creativity: The relevance of traits and relationships”. Personnel psychology, 52(3), 591-620.
39. Tummers, L., &Kruyen, P. (2014). “The influence of leadership on creativity: A systematic review of experimental studies”.
40. Unsworth, K. L., Wall, T. D., & Carter, A. (2005). “Creative requirement: A neglected construct in the study of employee creativity?”. Group & Organization Management, 30(5), 541-560.
41. Usmani, M., Sami, A., Baig, S. A., &Irfan, A. (2019). “The Chronological studies of lean and leadership for improvement of organizational performance”. Journal of Public Value and Administration Insights, 2(2), 15-19.
42. Weaver Jr, C. P. (2015). “Perceived organizational support and job overload as moderators on the relationship between leadership effectiveness and job satisfaction”. Emerging Leadership Journeys, 8(1), 79-100.
Downloads
Published
Issue
Section
License

This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
