Exploring the Role of Leadership Styles in Lean Implementation Outcomes: A Systematic Review of Service Sector Studies

Abstract

This study presents a systematic literature review examining the influence of leadership styles on Lean implementation outcomes in the service sector. A structured PRISMA approach was adopted to ensure transparency and methodological rigor in the selection of studies. Relevant publications were retrieved from major academic databases including Google Scholar, Scopus, Web of Science, MDPI, and ABDC-listed journals. An initial pool of 150 records was identified, of which 120 remained after removing duplicates. Following title and abstract screening, 70 studies were selected for full-text evaluation. Based on predefined inclusion criteria and quality assessment, 32 studies were finally included in the review.The analysis focused on four dominant leadership styles—transformational, transactional, servant, and laissez-faire—and their role in influencing Lean outcomes such as efficiency improvement, waste reduction, service quality enhancement, employee engagement, and sustainability of Lean practices. The findings suggest that leadership plays a critical role in shaping organizational readiness, employee involvement, and continuous improvement culture required for successful Lean implementation. The review highlights transformational and servant leadership as the most influential styles in supporting Lean success in service-oriented environments.