The Aerospace and Defense industry has shifted into a global competitive market that is prioritizing innovative advancements in technological capabilities. Corporations are now having to further develop customer focused strategies based in adding value while reducing costs. Large manufacturing corporations often embrace continuous improvement methodologies, such as Lean Six Sigma, for process improvement. Many organizations have received minimal benefit from the methodology which may link back to leadership and culture. This research examined which styles of leadership are most effective when trying to gain the most value from Lean Six Sigma within manufacturing. The research study surveyed 112 black belt practitioners from one large Aerospace and Defense organization with multiple manufacturing locations in the United States. The study analyzed the relationship between laissez-faire, transactional, and transformation leadership styles and the Lean Six Sigma critical success factors of top management, project selection, and training. The results found that both transactional and transformational leadership styles had a positive correlation while the laissez-faire leadership style had a negative correlation. The results also found that laissez-faire, transactional, and transformational leadership did not predict the success of LSS implementation These findings demonstrate black belt practitioners with transactional and transformational leadership styles positively influence the benefits derived from Lean Six Sigma implementation.
| Identifer | oai:union.ndltd.org:ucf.edu/oai:stars.library.ucf.edu:etd2020-1866 |
| Date | 01 December 2021 |
| Creators | Gellis, Corey |
| Publisher | STARS |
| Source Sets | University of Central Florida |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Electronic Theses and Dissertations, 2020- |
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