Front line leaders: the entry point for leadership development in the manufacturing industry?

McMurray, A and Liu, L 2004, 'Front line leaders: the entry point for leadership development in the manufacturing industry?', Journal of European Industrial Training, vol. 28, no. 2/3/4, pp. 339-352.


Document type: Journal Article
Collection: Journal Articles

Title Front line leaders: the entry point for leadership development in the manufacturing industry?
Author(s) McMurray, A
Liu, L
Year 2004
Journal name Journal of European Industrial Training
Volume number 28
Issue number 2/3/4
Start page 339
End page 352
Total pages 13
Publisher Emerald Group Publishing
Abstract This multi-method case study examined the roles, functions, capabilities, job satisfaction, strengths, weaknesses and skill gaps of frontline team leaders working on the shopfloor in the Australian automobile industry. The study was conducted in a large automobile manufacturing company employing 4,500 employees and rated as one of the top 22 organisations in Australia according to net revenue. Extensive data were gathered through two surveys involving 121 frontline team leaders and semi-structured interviews with 100 team leaders, 100 group leaders, and 30 general forepersons. The findings showed that there have been relatively few theoretical and practical efforts to specify the functional requirements of frontline leaders who occupy the first level entry point of leadership positions and hence career progression in the automobile industry. The study proposes a definition for frontline leadership.
Subject Organisational Planning and Management
Keyword(s) Australia
team working
organizational change
manufacturing industries
leadership
DOI - identifier 10.1108/03090590410527708
Copyright notice © Emerald Group Publishing Limited
ISSN 0309-0590
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