International Journal of Latest Research in Engineering and Technology (IJLRET) ISSN: 2454-5031 www.ijlret.com || Volume 07 - Issue 12 || December 2021 || PP. 09-18 www.ijlret.com 9 | Page A Case Study Adopting a New Management System & Leadership Style For the Current Context Fernando Acabado Romana, Atlântica Instituto Universitário, ORCID: 0000-0002-9221-2099 Abstract: The aim of this study is reported in face of the phenomenon of reindustrialization in Europe, supported by developing a case study as a Company can react to the process adopting a new management model, as the factory was almost disactivated during several years, so the final idea is to demonstrate that is a new reindustrialization movement, but not performing on the same way as in the past. The European Foundation for Quality model (EFQM) and then apply the improvement and management actions in each one of its aspects in order to promote and evaluate the permanent and continuous improvement, for this proposal we use the change and organizational development method. Leadership style, in this process of transformation and in the case in particular through changes in the shareholder body, the change of generation and especially by the inclusion of the professional management team, in consequence of the key performance indicators improvement, including the EFQM score as a all. The implementation of a management model will lead management to a leadership style conducive to value creation and results in terms of quality, human and financial capital based on effective organizational performance. Phased implementation, with the creation and development of pilot areas, is particularly beneficial to the organization's culture. Keywords: Organizational Change; Organizational culture; Leadership; LEAN management; Application Model. 1. Introduction In our introduction we will base the analyses of the macro message of the Portuguese minister of foreign affairs (Santos Silva in eco.sapo.pt, 2020): 1.1. Pandemic Showed Need for Reindustrialization of Europe The economic crisis provoked by the response to the Covid-19 pandemic forced “to learn some lessons that could be an opportunity for Portugal and Europe”, said the Minister of State and Foreign Affairs, Augusto Santos Silva, at a hearing of the Economy commission, Innovation, Public Works and Housing of the Parliament. One of the lessons is that the European economy needs to have industries that went to other continents again, and this reindustrialization could be an opportunity for Portugal, said the Minister, who is responsible for the internationalization of the Portuguese economy. Portugal has important assets that it can and should use: «the qualification of human resources, the plurilingual domain, technology, the quality of service and the quality of the knowledge and innovation ecosystem, as well as the areas in which it is dominant today, starting for renewable energy'. This case study was performed in a Portuguese industrial company founded in 1920, remaining its shareholder body over time and to this day within the same family. It is today and since 2014, managed by the third and fourth generation, assisted by a group of professional managers, one of whom is a member of the Board of Directors together with the family elements (Speitzer& Quinn, 2001). The initial idea of the intervention was prepared for the advanced change in the models and management systems, until then supported in the logics and principles of "Mass Production" (Womack, Jones, & Ross, 2010), for the philosophy of "Lean Production" with all the significant impacts of organizational transformation (Quinn, 2006) and Ledbetter (2018). The work goes through several phases, which analyse the principles of strategic management, definition of objectives and effective implementation of strategies (Grant, 2016). The initial change would always have to be supported in fundamental pillars of action, in which we highlight the clear definitions of the Purpose, the study of Processes of greater preponderance in the management of the company and the clear involvement of people at all hierarchical levels fostering learning (Shook, 2010) and (Burkett, 2016). For the development of the company's fundamental organizational pillars, strategic base axes were created, which allowed to elaborate the action plans that support the capacity to implement the basic ideas of each of them (Papanikos, 2010).