Design and testing of a Jewish model for secular leadership as a driver for organizational development and operational excellence in manufacturing

Judaism has an oral and written tradition going back over 3,500 years. Core to this tradition are the stories of how our prophets, Judges, Kings and ordinary Jewish men and women have led the Jewish people including with the principles of Tikkun Olam (social justice), Chesed (acts of loving kindness) and Tzdacha (righteous giving). This research presented in this thesis builds a reflexive practitioner-based model founded in Judaism and 40 years RAF and Industrial experience. The model, to be called 20/20 LEADERSHIP, is offered as a set of principles or practical signposts particularly for new leaders wishing to build a participatory leadership practice to drive organizational development and operational excellence.
The model was developed using a multi-domain approach in Jewish and secular environments. Reflexive Thematic Analysis (RTA) using literature and a focus group developed the model of 12 key principles. The model was then tested using a Perception Survey in an environment of Participatory Action Research (PAR) to measure the impact of the model to effect business improvement. Further RTA were used to ascertain the utility of the operationalization of the model. These RTA also report changes by leaders to their evolved leadership practice and changes in attitudes in that practice during the reported business improvement.
Though the model proved largely successful, this paper discusses the limitations of using 20/20 LEADERSHIP and PAR in changing an organization from the perspective of the middle manager. The paper concedes that 20/20 LEADERSHIP has similarities with elements of other models but that 20/20 LEADERSHIP concepts based in Judaism’s 3500-year history predate these modern models.
The thesis explores how coaching, and mentoring are force multipliers for organizational development when used as a means of operationalising the new model. The uniqueness of the study lies in building a secularized model, operationalized through the vehicle of a new model of PAR that combined the author’s experience of Judaism, military service, and senior industrial leadership in promoting organizational development and operational excellence. Such a model is currently absent from the leadership literature.