Developing and Validating an Operations Leadership Framework for New Zealand Manufacturing SMEs

Abstract

Small and medium-sized enterprises (SMEs) are a major contributor to manufacturing output and employment in New Zealand. However, many manufacturing SMEs continue to experience productivity constraints arising from weak management capability, limited operational leadership, and low adoption of structured improvement practices. Existing operations and leadership frameworks are primarily designed for large organisations and often lack contextual relevance for SMEs. This paper proposes a practical operations leadership framework specifically tailored to New Zealand manufacturing SMEs employing 20–49 staff. The framework integrates leadership theory, operations management concepts, and SME capability perspectives to identify the leadership behaviours that support improved operational performance. This paper develops a conceptual framework informed by prior literature and a proposed empirical validation pathway. Drawing upon Resource-Based View, Lean Leadership Theory and Socio-Technical Systems Theory, the paper presents a conceptual framework paper and outlines a future empirical validation strategy. The proposed framework offers a context-sensitive model that can support productivity enhancement, leadership capability development, and operational excellence in SME manufacturing environments.