Examining the Association Between Leadership Styles and an Organizations Lean

Manufacturing Maturity Level

Dissertation Proposal
Submitted to Northcentral University
Graduate Faculty of the School of Business and Technology Management
in Partial Fulfillment of the
Requirements for the Degree of
DOCTOR OF PHILOSOPHY

by
THOMAS D. LANGLOIS
Prescott Valley, Arizona
July 2015

Abstract
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.