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Self-Efficacy and Leadership Commitment During Lean Strategy Deployment

Lean strategy deployment (LSD) provides a means to create lasting value at reduced cost; yet most LSD efforts fail to attain sustainable improvements. The current study sought to gain an understanding of how leaders in oral healthcare manufacturing setting in the northeastern region of the United States can apply self-efficacy and leadership commitment during an LSD. Using Bandura’s theory of self-efficacy this qualitative phenomenological study examined the lived experiences and perceptions of 15 mid-to-senior level managers, concerning the use of self-efficacy and leadership commitment during a lean strategy deployment (LSD). The key findings resulted in 10 emergent themes. The top 3 highly regarded themes that emerged from this study were: (1) committing to a lean strategy deployment, (2) communicating lessons learned/changes, and (3) bringing the best out of employees. LSDs are not easy to implement. Many companies attempt to carry out lean activities and many of these same companies fail to have successful results. To be effective, leaders should focus on creating sound practices and give more attention to the human behaviors and leadership characteristics needed to support eliminating barriers and creating a lean culture.
Date01 January 2019
CreatorsPearson, Angela Deloise
Source SetsWalden University
Detected LanguageEnglish
SourceWalden Dissertations and Doctoral Studies

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