What Leadership Pattern can be Observed in IPS2 Work Systems when Compared with Production and Service?

Abstract

Research in the field of industrial product service systems (IPS2) gives emphasis to the importance of leadership behavior in order to propel new business models. Nevertheless, there is only a little knowledge of what leadership pattern is crucial and makes a difference in comparison to production and service. In our paper we address leadership behaviors and empowerment in IPS2, trying to shed light on qualitative structural differences compared to product- and service-oriented work systems. We present data from an empirical survey among 172 engineers in Germany. The participants evaluated psychological and structural empowerment and perceived interactive leadership behaviors. These aspects built the basis for explorative factor analyses conducted for each work system separately. Comparative qualitative interpretations of the results show that there are three different patterns of leadership. In an IPS2 work system, leadership shows a contextualized configuration in which specific behaviors and empowerment components fuse within factors. The resulting pattern is compared to product- and service-oriented work systems. Detailed analyses display a pattern in IPS2-oriented work systems in which a combination of leadership behaviors and empowerment elements supporting strategic goal-orientation, transparency and positive sensemaking makes up the difference in comparison to both other work systems.