LEADERSHIP STYLES AND THEIR IMPACT ON LEAN SIX SIGMA PRACTICES IN INDIAN INDUSTRIES

• K Srimathi AU-TVS Centre for Quality Management, Anna University, Guindy, Chennai, TamilNadu 600025, India https://orcid.org/0000-0002-7796-2801
• K Narashiman AU-TVS Centre for Quality Management, Anna University, Guindy, Chennai, TamilNadu 600025, India

DOI:

https://doi.org/10.7166/32-1-2323

Keywords:

Lean Six Sigma, Leadership styles, Comparative analysis, Quality Management, Manufacturing sectors, Service sectors, India

Abstract

The study aims to investigate the impact of different leadership styles on the Lean Six Sigma practices of manufacturing and service industries in India. In this study, the relationships between different leadership styles and Lean Six Sigma practices were determined by using Welch’s test and regression analysis. Welch’s test proved that there is a significant difference between the manufacturing and service sectors in the case of the instrumental and supportive leadership styles, but no significant difference in the participative leadership style while practising Lean SixSigma. The results of Welch’s test showed that the service sectors were more interested in Lean Six Sigma-based practices. The results also revealed that the relationships between the participative, supportive, and instrumental leadership styles and Lean Six Sigma practices were highly significant for both the manufacturing and the service sectors in India. This finding offers a managerial perspective that these three types of leadership styles could potentially ensure the eventual improvement of Lean Six Sigma practices.