The Effects of Shared Leadership on Team Dynamics in Six Sigma Teams

Brian J. Galli
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Brian J. Galli: Assistant Professor and Graduate Program Director, Master of Science in Engineering Management Industrial Engineering, Hofstra University, USA

International Journal of Knowledge-Based Organizations (IJKBO), 2018, vol. 8, issue 4, 29-66

Abstract: This study investigates the relationships and impacts that shared leadership development has on two team dynamic conditions during a Six Sigma project, including internal team environment (cohesion) and external coaching style. The study seeks to understand mitigating factors that affect the relationships and presence of variables. It concludes that shared leadership has unique relationships with the two-team dynamic variables. Shared leadership also has a statistically significant relationship with the internal team environment at all phases of DMAIC, but only in the measure, analyze, and improve phases when examined with external coaching. Several mitigating factors impact these relationships and variables' presence, including: task complexities and deliverables, decision-making, a coach's traits, presence of the three team cohesion dimensions, etc. A direct relationship exists between shared leadership and decision-making. This relationship impacts all the other relationships. Finally, the degree and style of external coaching has a critical role in relationship development.

Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:igg:jkbo00:v:8:y:2018:i:4:p:29-66

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