| Lean manufacturing focuses on the reduction of waste within the manufacturing system, thus improving operational efficiency and profitability. Lean manufacturing maturity level measures the degree to which an organization effectively uses lean principles and practices. Despite the demonstrated benefits of implementing lean manufacturing, many attempts to implement and sustain lean manufacturing have fallen short, thus resulting in low lean manufacturing maturity levels. The leadership style of company leaders can affect the outcome of change initiatives such as lean manufacturing. Leaders of most companies lack an understanding of the relationship between leadership style and lean manufacturing maturity levels, and subsequently fail to effectively implement and sustain lean manufacturing. The purpose of this non-experimental quantitative correlational study was to examine the association between leadership styles and the maturity level of lean manufacturing in organizations. An improved understanding of the types of leadership style associated with successful lean change initiatives, may increase the likelihood of success as leaders within organizations attempt to implement and sustain lean practices and effectively compete in a global economy. The researcher used an Internet-based survey to obtain responses from 86 company leaders within LinkedIn lean groups who have attempted to implement lean practices. The survey used the Multifactor Leadership Questionnaire 5X Short (MLQ) and Lean Enterprise Self-Assessment Tool (LESAT) instruments to measure self-perceptions of leadership style and lean manufacturing maturity level. Results of this study were unexpected, and revealed a moderate but significant positive association between Laissez Faire leadership style and Lean Maturity, r(86) = .425; p < .001. Laissez Faire leadership style was a significant predictor of lean manufacturing maturity level, with 18.6% of the lean maturity level variance explained. Furthermore, there was a weak significant negative association between Transformational leadership style and Lean Maturity, r(86) = -.240; p < .05. In conclusion, company leaders should be aware that the one-size-fits-all approach to leadership style might not always result in positive outcomes when implementing and sustaining lean manufacturing practices. To build on this study, future researchers should administer the MLQ Rater Form, a third party should measure lean maturity, and researchers should administer a shorter and less complex lean maturity instrument. |
