Soft and hard skills development in lean management trainings

Lista, Ana Paula; Tortorella, Guilherme Luz; Bouzon, Marina; Thürer, Matthias; Jurburg, Daniel

doi:10.1108/ijlss-06-2021-0116

Cited by 17 publications

(12 citation statements)

References 96 publications

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“…Furthermore, as organizations undergo digital transformation, strong, soft skills to inspire and motivate employees and teams are essential (e.g., Ready et al, 2020 ). Overall, soft people-oriented skills are essential for building effective relationships, adapting to change, fostering innovation, and leading successful digital initiatives and teams (e.g., Lista et al, 2022 ). Therefore, the importance of nurturing and developing these soft skills alongside technological advancements should be recognized.…”

Section: Discussionmentioning

confidence: 99%

“…Soft skills are “personal attributes that enable someone to interact effectively and harmoniously with other people” ( Oxford University Press, 2022 ), representing behaviors and attitudes that enable interactions with others relationally ( Lista et al, 2022 ). They include emotions, values, and perspectives, which are challenging to share with and transfer to others ( Badurdeen et al, 2010 ; Bauer et al, 2018 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Digital transformation and middle managers’ leadership skills and behavior: a group concept mapping approach

Henderikx,

Stoffers

2023

Front. Psychol.

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This study, with the aim to test theory in practice, used group concept mapping to develop a comprehensive conceptualization of middle managers’ leadership behaviors concerning digital transformation as a form of radical change. Participants were professionals in the largest public organization in the Netherlands (a police organization) who were dealing with digital transformation in their own practice and who enrolled in an education program on leadership and intelligence. Based on 94 unique statements, the participant-driven results revealed six thematically coherent clusters representing leadership skills and behaviors regarding improvement and results, digital technologies, cooperation, the self, change and ambivalence, and others. The stress value of 0.2234 indicated a good fit. Further analysis showed that clusters containing soft skills and people-oriented behaviors were considered the most important. These results can serve as input to support leadership development programs for middle managers to develop themselves into people-oriented, empowering leaders who can adapt their leadership approaches to fit and support change in general and technology-driven change in particular. Ultimately this will benefit their and their employees’ overall well-being at work. This study is the first to investigate middle managers’ leadership skills and behaviors in a large public organization that is entirely participant-driven.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Digital transformation and middle managers’ leadership skills and behavior: a group concept mapping approach

Henderikx,

Stoffers

2023

Front. Psychol.

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“…Human capital is difficult to imitate because it is difficult to identify its precise advantage and how to replicate it. Consequently, strategic HRM scholars suggest that HRM investments are able to enhance the key elements of the competitive advantages suggested by the RBV (Lista et al. , 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

Innovative profiles of TQM in banking management. The relationship between employee training and risk mitigation

Testa

D’Amato

Singh

et al. 2023

TQM

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PurposeThis paper aims to investigate the relationship between employee training and bank risk to verify whether and to what extent an increase in employee training, as a soft component of total quality management (TQM), affects bank risk.Design/methodology/approachThe research adopts a panel regression, based on a unique dataset of a sample of Italian banks over the period 2011–2018, to test whether employee training affects bank risk, measured alternatively in terms of Z-score, a proxy of bank stability and non-performing loans (NPLs)/gross loans ratio as a proxy of credit risk.FindingsResearch findings reveal that increasing employee training leads to growing bank stability. In contrast, credit risk is not affected by employee training. However, by investigating training heterogeneity, this study found that the increase in the number of managerial training hours, as a proxy for soft skills training, negatively impacts credit risk. Therefore, an increase in soft skills leads to a reduction in bank credit risk.Research limitations/implicationsThis study provides empirical evidence in support of the relationship between employee training and bank risk, which seems novel in the literature. From a managerial point of view, this study highlights the need for banks to pay attention to the skills, particularly soft skills, that banks' employees must possess to effectively manage bank risk and, more specifically, the core bank risk.Originality/valueEmpirical evidence on the relationship between employee training, soft/hard skills and bank risk appears limited if not absent. Therefore, the findings provide insights for a more nuanced interpretation of variables that affect bank risk.

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“…It is undeniable that many teachers put greater emphasis on the improvement of hard skills than that on soft skills (Hendriana, 2017; Lista et al , 2022). In fact, the better the soft skills teachers have, the more easily the teachers can improve their hard skills.…”

Section: Introductionmentioning

confidence: 99%

Assessing language impoliteness of primary school teachers in Indonesia

Yusri,

Mantasiah,

Anwar

2023

AEDS

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PurposeThis study investigated the use of language impoliteness of primary school teachers in communicating with their students during the learning process.Design/methodology/approachThe methodology of this study used a mixed-method approach by involving 100 primary school teachers in the fifth and sixth grades. The researcher used the language politeness/impoliteness scale developed by Mantasiah et al. (2019) to measure teachers' language impoliteness. This scale was developed based on Brown and Levinson's theory who divided politeness maxims into six consisting of tact maxim, generosity maxim, approbation maxim, appreciation maxim, agreement maxim and sympathy maxim. The levels of teachers' language impoliteness were divided into five categories (5 = always, 4 = often, 3 = sometimes, 2 = rarely, 1 = never).FindingsThe finding shows that 28% of teachers were in the sometimes category and 33% of teachers were in the rarely category. The results signify that some teachers tend to speak impolitely with the students during the learning process. They considered that it was acceptable as they did not know the negative effects caused by their impolite language. Moreover, teachers were more likely to violate sympathy, tact and agreement maxims than other maxims.Practical implicationsThe finding of this study can be applied generally at all levels of education, ranging from primary education to higher education, as a base to develop a program to improve the soft skills of teachers especially the way teachers communicate with their students in the learning process. By understanding language politeness theory, the awareness of teachers in communicating in the learning process can be improved, which can affect positively to the quality of learning process.Originality/valueNumerous studies conducted on communication skills of teachers focused on using communication sciences approach. This study tried to use another approach to portray the communication skills of teachers based on language politeness uttered using linguistics approach. Moreover, previous studies preferred to conduct language politeness and impoliteness of teachers in senior high schools and lecturers in university, and there is still lack of studies focusing on language politeness of primary school teachers.

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Soft and hard skills development in lean management trainings

Cited by 17 publications

References 96 publications

Digital transformation and middle managers’ leadership skills and behavior: a group concept mapping approach

Digital transformation and middle managers’ leadership skills and behavior: a group concept mapping approach

Innovative profiles of TQM in banking management. The relationship between employee training and risk mitigation

Assessing language impoliteness of primary school teachers in Indonesia

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