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Leadership concepts in manufacturing environments: A brief historical review and conclusion with recommendations for education and training of I-O psychologists

Published online by Cambridge University Press:  01 May 2020

Karen A. Tinker-Walker  and
Jimmy D. Walker
Karen A. Tinker-Walker*
Affiliation:
Northwest Arkansas Community College
Jimmy D. Walker
Affiliation:
Capella University
*
*Corresponding author. E-mail: ktinker1@nwacc.edu
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Abstract

Viewing production-line workers from a historical standpoint, the attention on manufacturing in the 19th and into the 20th centuries was on production (Fifelski, 2014) and production-oriented leadership style, in contrast to employee-oriented leadership style (Likert, 1961; see also Kosicek, Soni, Sandbothe, & Slack, 2012). Around the turn of the 20th century, changes took place, and it appears as if two different approaches were taken in manufacturing environments: research–practitioner-based leadership approaches and management-based leadership approaches; the latter approach is less a leadership style and more a social management philosophy em+phasizing business operation (Vitolla, Rubino, & Garzoni, 2017). This review should bring awareness that industrial and organizational (I-O) psychologists once took on the lead to major successes that arose from work in manufacturing companies; however, today there is hardly any contribution by I-O psychologists to the manufacturing sector.

Type
Practice Forum
Information
Industrial and Organizational Psychology , Volume 13 , Issue 1 , March 2020 , pp. 90 - 102
Copyright
© Society for Industrial and Organizational Psychology, Inc. 2020

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