Self-Efficacy and Leadership Commitment During Lean Strategy Deployment

Self-Efficacy and Leadership Commitment During Lean Strategy Deployment by Angela D. Pearson MS, Walden University, 2014 MS, Columbia Southern University, 2010 MBA, American InterContinental University, 2004 BS, Saint Paul’s College, 2003 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Psychology Walden University November, 2019 Abstract 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 qualitativeLean 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-tosenior 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. Self-Efficacy and Leadership Commitment During Lean Strategy Deployment by Angela D. Pearson MS, Walden University, 2014 MS, Columbia Southern University, 2010 MBA, American InterContinental University, 2004 BS, Saint Paul’s College, 2003 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Psychology Walden University November, 2019 Dedication I am thankful for all blessings that come from God. His love and grace carried me through this journey. To my children, Jeffery, Sr., Nyeisha, Tobias, Jr., and Chelsea, who have supported me through my academic adventures in higher education for the last two decades. I am humbled by their support and unconditional love for me. I am blessed to be their shero, mom, and number one fan. To my stepfather, James T. Bright, who has always been in my corner, encouraging me to be the best human God has allowed me to be. To my biological parents who are deceased, Andrew Pearson and Shirley PearsonBright, I know you both are looking down over me with smiles on your faces as you are so proud of my accomplishments. Special note: This study is dedicated in memory of Liston Ashton Cyrus, a great leader and extraordinary friend who passed away on June 2, 2019. I will never forget all the conversations we had related to the significance of research and leaving a legacy that is bigger than yourself. Acknowledgments I wish to extend a sincere thanks to Dr. Barbara Chappell (committee chair), Dr. Steven Linville (committee member) and Dr. Robert Meyer (URR) for their support as my committee and for mentoring me through the dissertation process. Their feedback was invaluable in providing the direction I needed to stay the course and complete this journey. Through this process, my scholarly writing was enhanced, and the committee challenged my assumptions while continuing to motivate me through the process. I would also like to thank those who participated in this study. It is because of your lived and vivid experiences that I was able to help fill a gap in lean manufacturing literature and enhance this body of knowledge. I am so appreciative to all my family, friends, and colleagues who supported me through this process. To my work husband and friend Odonnel Jimenez (Ody), I am thankful for your encouragement and supporting our lean team after my long nights of studying before and after work. I am appreciative to Mike Rother and Mark Rosenthal (lean innovators) for championing the use of their literature in my study. I hope that my research will boost new knowledge and promote positive social change. And, finally, I would like to thank Mr. Garry Peterson who expressed his admiration and support of my doctorate journey from the beginning in 2013.