Analysis of SINTEF Lean Project: Leadership Styles & Techniques

This report analyzes various leadership styles applicable to SINTEF (Stiftelsen for industriell og teknisk forskning) to enhance its success, focusing on leadership characteristics required within a team and various tools and techniques for implementation across SINTEF's departments. It discusses authoritarian, participative, transformational, and transactional leadership, ultimately recommending transactional leadership for SINTEF due to its emphasis on management, organization, and presentation. The report highlights the pros and cons of transactional leadership, emphasizing its suitability for coordinating departments and improving efficiency. It also identifies key characteristics of team members, such as understanding goals, sharing credit, fulfilling obligations, and maintaining truthfulness and patience. Furthermore, the report explores various tools and techniques like cause-and-effect analysis, check sheets, Pareto analysis, RACI matrix, risk management techniques, critical path method, and control charts to facilitate lean business operations within SINTEF.

RUNNING HEAD: LEADING LEAN PROJECT 0
SINTEF: Leading Lean Project

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Executive summary
This report gives the knowledge about the organization named SINTEF and various
leadership styles which can help any organization to enhance their growth. Leadership styles
help the management of the organization to work effectively. SINTEF is one of the largest
independent research organization. SINTEF 2000 employees delivered applied research,
innovation, technology growth, knowledge and solutions for customers large and small across
the globe.
Every year thousands of the projects are been carried out by the company. A member
should always have leadership quality which can help the person to run the team. In this
report, those characteristics can be seen which should be applied to the person personally.
Various tools and techniques can be seen which can enhance the work of the various
departments of SINTEF. From the 60 years, the company has been developing various
innovative ideas and developed solution for society and customer globally.

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Table of Contents
Introduction................................................................................................................................3
Leading Lean Project – STINIF.................................................................................................4
Various leadership style.........................................................................................................5
Authoritarian Leadership...................................................................................................5
Participative style...............................................................................................................5
Transformational leadership...............................................................................................6
Transactional leadership.....................................................................................................7
SINTEF leadership Style- Transactional Leadership style....................................................9
Characteristics of the member in the team...........................................................................12
Understanding of goal......................................................................................................12
They do not keep the credit for team successes...............................................................12
They retain their obligations............................................................................................12
Always truthful.................................................................................................................12
Not....................................................................................................................................12
They set their boundaries.................................................................................................12
Patience............................................................................................................................12
Tools and Techniques..........................................................................................................13
Cause-and-effect analysis.................................................................................................13
Check sheet......................................................................................................................14
Pareto analysis..................................................................................................................15
RACI Matrix....................................................................................................................15
Risk Management Technique...........................................................................................16
Critical Path method.........................................................................................................17
Control Chart....................................................................................................................18
Conclusion................................................................................................................................18
Bibliography.............................................................................................................................20

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Introduction
This report will be going to emphasis on the various leadership styles. This will also
focus on the one particular leadership style that can be applied in the SINTEF to enhance
their success and leadership characteristics that are required in A TEAM and various tools
and techniques which can be implemented in the departments of the SINTEF.
SINTEF (Stiftelsen for industriell og teknisk forskning) i.e. The Foundation for
Industrial and Technical Research founded in 1950 and headquartered in Trondheim,
Norway. The aim of the company is to conduct research and development projects. This is an
independent research organization with 200 employees from 75 countries. The process of the
company can be enhanced by applying various theories (Carlile, 2013).
Lean is a global philosophy for the communication of work tasks and company, and
various types of tools and techniques that can be implemented in the various organization
levels. By implementing the lean system, the company can achieve success and business
development because this system helps in maintaining the good balance by philosophical
viewpoint and improvements at operational stages. This will also help in strengthening the
competitiveness of the organization. SINTEF has wide experience in line management and
management of Lean procedures. SINTEF strength is that they adapt Lean work in the
organization to the present situation and grade of maturity with Lean, regardless of an
organization (Chiarini, 2012).
Lean is an often-used adjective in organization nowadays, but there is some
misperception over its correct meaning. Overall, the aim of Lean is to capitalize value by
minimizing leftover. In different words, it can be said that developing more value in less
resource. Lean was developed on the factory ground, so many persons assume of it as a
manufacturing method (Bell, 2014). This paper will focus on various leadership styles that
can be applied appropriately in the STINIF organization.

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Leading Lean Project – STINIF
SINTEF is one of the largest independent research organization. Every year thousands
of the projects are been carried out by the company (SINTEF, 2019).
As per the case study, Agile best practices have been identified as a mechanism to
implement lean principles. As this practice helps in quickens the delivery of importance of
SINTEF, and by a process of constant planning and reviews, this also helps to safeguard that
value is on-going to be maximized all the way through the development procedure. Agile best
practices are predominantly centered within the IT domain, so there is a requirement of the
various leadership styles that may be suitable to guide this initiative.

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Various leadership style
Authoritarian Leadership
(Cherry, 2019).
Autocratic leadership is a leadership style that defines an individual has all the control
on all the decision and take little input from employees. It is also known as Autocratic
leadership. These leaders rarely take advice from other people, they totally depend upon their
own decision. Like other styles, this leadership style has the various advantage and some
disadvantage. While those who trust in this approach to heavily be frequently seen as bossy,
this stage of control can help the SINTEF in welfares and be valuable in their certain
condition (Bhatti, 2012).
Participative style

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(Cherry, 2018).
This is a type of leadership style through by employees of the organizations take a
more active part in the process of making decision. This leadership can be applied in several
organizations whether it is private business or schools/government. This leadership style is
also called as Democratic leadership or shared leadership (Beyer, 2012).
Transformational leadership

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(PennState, 2013).
Transformational leadership is a leadership style in which pioneers inspire, motivate
and encourage workforce to modernize and make alteration that will produce and form the
upcoming success of the organization. It can also be termed as beyond handling daily
processes and drafts plans for attractive the organization, sectors or work team to the next
level of presentation and success. The implementation of this style will be going to help the
SINTIF in completing the research effectively. This leadership style will help in motivating
and collaborating the employees at various levels for a better change (Arnold, 2013).
Transactional leadership
(Johnston, 2019).
Transactional leadership styles are very anxious with upholding the regular flow of
processes – the best term of this style, as “keeping the ship afloat.” Transactional leaders use
correct control and a collection of rewards to inspire workforces to give at their best. This
theory will help in emphasis on the role of management, organization, and group act. These
leaders are anxious about the status quo and day-to-day growth toward goals. The word
“transactional” states to the detail that this kind of pioneer fundamentally inspires assistants
by replacing rewards for their work (Wahyuni, 2014).
All the four theories will be going to have some negative as well positive affects
while implementing on the SINTEF organization. However, there is some type of similarity
and dissimilarity between the theories, which can be seen, further:

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Comparison:
Basis Authoritarian Participative Transformational Transactional
Concep
t
Leaders lay
emphasis on
his decision
rather than on
employees
Leaders lay
emphasis on
employee’s
decision
employees are
free to decide.
Leader lays
focus on the
values,
principles,
morals, and
needs of the
groups.
Leader lays
focus on his
relationship with
followers
Nature Management Participatory
style
Proactive Reactive
Works for Changing the
organization
with own
decision
Developing the
organization
by the
involvement of
various
employees
Varying the
existing
administrative
environmental.
Developed the
existing
administrative
environmental.
Style Bureaucratic Charismatic Charismatic Bureaucratic
Contrast:
All the leadership style varies from one another in terms of the advantage and
disadvantage. Each style has its own positive effects when it will be going to apply in the
organization. Sometimes the bossy style leads to effective management although will be

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going have a negative impact on the employees but the result depends upon the situation of
the organization as and when applies in the organization.
SINTEF leadership Style- Transactional Leadership style
Best leadership style for SINTEF organization is Transactional leadership as
Transactional leadership/Management is a portion of a style of leadership which emphasis on
management, organization, and presentation; it is an internal portion of the Full Range
Leadership Model. Transactional style helps the various departments to coordinate with each
other and enhance the efficiency of their work (Risambessy, 2012).
Transactional leadership is a style of leadership in which managers encourage
passivity by supporters through prizes and punishments. Through a prizes and punishments
structure, transactional leaders are capable to keep groups motivated for a fixed period of
time. They are some of the characteristics that are as follows:
 Emphasis on the short-term objective;
 Favor organized rules and processes;
 Flourish on subsequent rules and complete things properly;
 Revel ineffectiveness;
 Incline to be stubborn; and,
 Contrasting to variation.
There are various pros and cons of transactional leadership:

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Transactional leadership effectively work well in the business where the arrangement
is so vital. Transactional leadership is not at all accurate for the organization where initiatives
are already stimulated.
The pro can be described as follows:
 Reward that employee who is dynamic by selfishness to fulfill the advice;
 It helps in providing the unambiguous organization arrangement for large business;
systems needful repetitive responsibilities and substantially reproducible situations;
 It helps the organization to attain the short term aims fastly;
 Prizes for the work and disadvantages are clearly clear for the workers; and,
 Coordinate various department.
And, the cons of this style can be described as:
 Rewards the workforce on a real-world stage only, such as currency;
 Creativeness is partial since the objectives and purposes are now fixed; and,
 Does not reward individual creativity.
Transactional leadership helps the organization in many ways. This leadership style
has many benefits:
There are a proper place and importance for the transactional leadership around the
global. The major uses of this leadership style is in the multinational companies and various
other companies where the employees of the organization speak various types of knowledge.

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Once the organization is settled and wants to learn, it becomes easy for the workforce to
complete the task positively of the organization. This can be easily achieved since
transactional leadership is easy to understand and do not need wide training. This is very easy
to appreciate and easy to implement through much of the organization. The first responders,
regulating organization, and military organization applies this style in their organization so
that the organization parts are consistent.
This theory will be going to help the organization to deal in the time of crisis, where
everyone will be knowing about what is required to be performed and which tasks are to be
done under pressure.
This theory can be applied in the organizational structure of SINTEF, as it is analysis
that all the management of the company is much appropriate but there is a lack of
coordination between the department of the organization. As experienced very, it results in a
problem of managing the various departments. Superior management of SINTEF makes a
decision that tends to effects the subordinates. Superior management does not coordinate with
the other departments and seems to be clumsy many times. The IT service of the company
seems to be messy at many times and the time tracking solution and project management are
quite clunky (Gustomo, 2012).
It is advisable to the superior management to apply the transformational theory and
democratic theory which will overall be going to help the company in its growth. This will
also help in keeping the employees well satisfied.
Upper management or the organization should make discussion with lower
management and employees than take the decision, e.g. Web CMS system, Intranet software,
etc., which must be discussed with actual customers.
Some important decisions have been made by "upper management" of the SINTEF as
a collective, with no one taking the blames for really bad outcomes and diffusing
responsibility. So to eliminate such type of union in the organization it is very important to
apply this leadership style in the structure of SINTEF.
Overall, just to increase the top management involvement in the employees it is very
much necessary to apply this style in the management of the organization. So that the
employees do not feel disgraced and will work happily (Y Scouts, 2019).

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Characteristics of the member in the team
There are some of the characteristics of members that can help in achieving the goal
of the team. Teamwork means cooperation and mutual support (Baggetta, 2013).
Understanding of goal - The members of the team should understand the goal and should
know the hot deal with the help other members and encourage them - problems. The member
should not follow the orders blindly.
They do not keep the credit for team successes- However, if the team is in problem,
they do not keep their mouth closed about the difficulties they see in the link to avoid making
influences.
They retain their obligations- A real team member connects their own prospects and
clarifies other member beliefs of them.
Always truthful- They convey good news and bad news when it is applicable to do so.
They do not suppress bad news or neglect it only to evade telling somebody.
Not dependent- They do not assume that their leader has the answer to the problem. They
do not talk about the leader on their back. If the member does not respect the organization
then they should move to the other organization. They do not waste energy and bring
teammates by complaining.
They set their boundaries- If they have urgent work then they will be comfortable in
saying that, ‘this will happen today rather than today’.
Patience- One should always have the patience for working in the Team. A person should
get hyper over the petty issues and the person should never be included in conflict without
any reason. A person should be having a flexible mind in the workplace. One should always
be ready to help the person in their hard situation. For the person, their team should be their
first priority and everyone should be on the back seat. Personal interest should not come in
between the members (Shin, 2012).

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Tools and Techniques
Cause-and-effect analysis
(YouTube, 2019).
It is also known as Ishikawa or fishbone chart. This helps in identifying various
possible problems for an effect and sorts ideas into useful groups.
For instance, In Community Consolidated School District 15, quality tackles are put
to effort in nearly every characteristic of the district’s processes, even in elementary school
rooms. Students are making goals and tracking academic growth toward their goals with the
help of data folders. Some teachers are discovery value in using superiority tools to address
behavioral issues such as playground bullying (ASQ, 2019).
This can be applied in material and nanotechnology department of SINTEF (SINTEF,
2019).

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Check sheet
A designed, planned procedure for gathering and analyzing informations; a general
tool that can be modified for a varied variety of determinations. For the past 12 years,
Hunting Ridge School near Chicago, IL, has offered a superiority mace for designated
scholars in marks 3 through six. Fellows of this club learn simple continuous improvement
approaches and then manner training sessions in their classrooms on three excellence tools
for their peers. Group candidates build management and issues-solving services while their
fellows learn to relate quality various to routine circumstances (ASQ, 2019).
It can be used in oil and gas process technology department of SINTEF (SINTEF,
2019).

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Pareto analysis
It shows on a bar graph that element is more significance. When examining data about
the occurrence of problems or reasons in an activity. When there are various obstacles or
reasons and organization want to concentrate on the most important. When analyzing broad
effects by looking at their important constituents (ASQ, 2019).
This tool can be used in biotechnology and nanomedicine department of SINTEF
(SINTEF, 2019).
RACI Matrix
(Haworth, 2018).

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A RACI matrix is the humblest, most effective ways for defining and recording
project roles and accountabilities. Knowing exactly who is accountable, who is answerable,
who needs to be referred, and who must be kept up-to-date at every step will meaningfully
improve the probabilities of project success (ASQ, 2019).
This tool can be followed in the sustainable energy technology department of the
company (SINTEF, 2019).
Risk Management Technique
(Bright Hub Project Management , 2019).
Hazard administration techniques are used to recognize, assess and plan responses to
individual risks and overall risk. There is various different methods available to help in risk
management and it is important to make sure that the correct techniques are chosen and used
(ASQ, 2019).
For example, an automaker lessens the hazard of reminding a certain model by
performance research and exhaustive analysis of the possible costs of such a memory. If the
capital necessary to pay buyers for damages incurred through a defective vehicle is less than
the overall cost of the recall, the automaker may select to not issue a recollection.

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This can be applied in the industrial process technology department of the SINTEF
(SINTEF, 2019).
Critical Path method
The critical path is the arrangement of doings with the lengthiest period. A
postponement in any of these actions will outcome in a postponement for the whole project.
The Critical Path Method is a significant device for handling your project's schedule. As can
be seen, it is not very hard to determine it is key basics (ASQ, 2019).
(ProjectManagement Skills, 2019).
This method can be applied in material and nanotechnology department in SINTEF
(SINTEF, 2019).

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Control Chart
(Roth, 2009).
The control chart is a learning of how a procedure variations in a period. Data are
planned in series. A control chart constantly has a dominant line for the regular, an upper line
for the upper regulator limit and a subordinate line for the lesser control limit. These lines are
evaluated from past data.
A resolution of internal auditing is to govern the extent to which organization policies
and procedures are being monitored. Since many of the procedures are repetitive nature,
interior auditors can use control diagrams to monitor numerous accounting procedures
throughout the year. Processes that can be watched via control charts include payroll
accounting, invoice expenses, and revenue collection (Roth, 2009).
It can be used in accounting department and sustainable energy technology
department.
Conclusion
From the above report analysis, it can be summarized that there is various leadership
style which would be implemented by the SINTEF organization in their management or
organizational structure. There are various pros and cons of different leadership styles. One

SINTEF: LEADING LEAN PROJECT 19
of the most important leadership styles, which should be adopted by the SINTEF, is
democratic and transformational. As the organization, superior management does not interact
much with subordinate and various departments do not coordinate efficiently. The qualities
for the effective time member are to require to be adopted by the person while dealing in the
team as it results in fulfilling the aim of the team. Various types of techniques can be used by
the SINTEF in order to enhance their growth an achieving success.

SINTEF: LEADING LEAN PROJECT 20
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