Manufacturers attempt to compete in the world economy and improve their business processes by implementing change management theory, often using Lean Six Sigma processes; however, these implementations are not always effective in manufacturing settings. Research was needed about leadership efficacy differences in Lean Six Sigma success to inform strategies aimed at augmenting success rates. The purpose of this causal comparative quantitative investigation was to determine the impact of perceived leadership efficacy differences on Lean Six Sigma success rates in a manufacturing setting. The population for the study is estimated at 20,000 supervisors with a sampling of 128 leaders from the manufacturing industry in Illinois, Indiana, Iowa, and Wisconsin, who have conducted a Lean Six Sigma implementation. The independent variable was perceived leader efficacy and was gathered from McCormick’s Leadership Efficacy Questionnaire (LEQ). The dependent variable was Lean Six Sigma implementation success rate and was gathered from a researcher-created checklist designed to measure overall equipment effectiveness of the respective leaders’ operation. Analysis of variance was performed to assess the difference between high and low efficacy leaders on Lean Six Sigma success rates. The findings demonstrated individuals with high leader efficacy were significantly more successful in implementing Lean Six Sigma initiatives than those with low leader efficacy. Recommendations to increase leadership efficacy in manufacturing in order to positively impact the success rates of change initiatives were offered.
|Commitee:||Kulonda, Dennis, Singh, Dharmendra|
|Department:||School of Business and Technology Management|
|School Location:||United States -- Arizona|
|Source:||DAI-A 77/12(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Business education|
|Keywords:||Change management, Leader efficacy, Leadership, Lean Six Sigma|
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