When standard work for leaders, also called "kaizen for management," is combined with the right leadership behaviors, it changes the role of managers: instead of being the primary problem solvers, they become the ones who develop the problem-solving abilities of their employees. 

Because traditional management approaches do not foster a culture of day-to-day problem solving, this shift in the role of management is necessary to develop a new culture and support the operational changes made during a Lean transformation. 

Besides planning activities that are less frequent, standard work for leaders consists of five key tools: gemba walks, reflection meetings, responding to andons, creating accountability and mentoring. 

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