Leadership behaviours for Lean Six Sigma: Jordan as a case study

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dc.contributor.authorAlnadi, Mohammad
dc.contributor.authorMcLaughlin, Patrick
dc.contributor.authorAbushaikha, Ismail
dc.date.accessioned2024-05-28T14:47:19Z
dc.date.available2024-05-28T14:47:19Z
dc.date.issued2024-05-21
dc.description.abstractPurpose This paper aims to identify leadership behaviours in the manufacturing sector in Jordan that enable successful Lean Six Sigma implementation. Design/methodology/approach Qualitative data were collected through 27 interviews to identify the leadership behaviours that facilitate Lean Six Sigma and a focus group to categorise the aspects by grouping them into themes. A grounded theory approach was used in the field study. The processes of constant comparisons helped in identifying the relevant aspects of leadership behaviours and integrating specific aspects into themes; these processes were iteratives. Therefore, this research project relies on the grounded theory methodology to collect and analyse the data. The authors also used a focus group to categorise the aspects by grouping them into themes. In that, the aspects were grouped around core categories. Findings After analysing the data, 36 aspects have emerged. The data analysis processes helped in discovering the aspects of leadership that support the use of Lean Six Sigma in the manufacturing sector in Jordan. The aspects were developed through an iterative process of analysis until the saturation level was reached. Eight themes that influence the successful use of Lean Six Sigma emerged: Training and development; Continuous improvement and development; Communication; Empowering employees; Motivating employees; Managing qualities and operations; Employees engagement and involvement; and Supporting culture Research limitations/implications There are some research limitations to this study, which opens avenues for future research. First, the data was collected through qualitative methods, which limits the generalizability of the results. Future studies are needed to generalize the results to the wider business community. Second, the data was collected only from manufacturing organizations and did not consider other sectors. Future researchers are urged to replicate the study in other sectors. Third, this study considered only Jordanian firms; therefore, the authors call upon further research to investigate other national settings that may have a different business culture. Practical implications This study encourages businesses to follow and adopt these behaviours in organisations, which can help in developing desirable behaviours among leaders to reach advanced levels in using Lean Six Sigma. Moreover, practitioners can develop training programmes for developing leaders. Thus, the Lean Six Sigma journey can become smoother by addressing the issues that face practitioners during the different phases of implementing Lean Six Sigma. In that respect, the practical implication of this research is to describe the practices that the leadership of organisations must develop to maintain high levels of Lean Six Sigma deployment. Originality/value Scholarly studies in this field are scarce, especially in developing countries, so identifying the leadership behaviours can help researchers create a theory of leadership behaviours for Lean Six Sigma. Furthermore, practitioners of Lean Six Sigma can take into account these behaviours as crucial to the effective use of Lean Six Sigma. They can encourage leaders to follow and adopt these behaviours in organisations which can help in developing desirable behaviours among leaders to reach advanced levels in using Lean Six Sigma. Thus, the Lean Six Sigma journey can become smoother by addressing the issues that practitioners face during the different phases of implementing Lean Six Sigma.en_UK
dc.identifier.citationAlnadi M, McLaughlin P, Abushaikha I. (2024) Leadership behaviours for Lean Six Sigma: Jordan as a case study. International Journal of Lean Six Sigma. Available online 21 May 2024en_UK
dc.identifier.issn2040-4166
dc.identifier.urihttps://doi.org/10.1108/IJLSS-08-2022-0181
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/21735
dc.language.isoen_UKen_UK
dc.publisherEmeralden_UK
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectleadershipen_UK
dc.subjectbehavioursen_UK
dc.subjectJordanen_UK
dc.subjectgrounded theoryen_UK
dc.subjectLean Six Sigmaen_UK
dc.subjectimplementationen_UK
dc.titleLeadership behaviours for Lean Six Sigma: Jordan as a case studyen_UK
dc.typeArticleen_UK
dcterms.dateAccepted2024-04-06

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