Shared Leadership and Key Innovation Indicators in Six Sigma Projects

Brian J. Galli, Mohamad Amin Kaviani, Eleonora Bottani and Teresa Murino
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Brian J. Galli: Assistant Professor and Graduate Program Director, Master of Science in Engineering Management Industrial Engineering, Hofstra University, USA
Mohamad Amin Kaviani: Young Researchers and Elite Club, Shiraz Branch, Islamic Azad University, Shiraz, Iran
Eleonora Bottani: Department of Engineering and Architecture, University of Parma, Parma, Italy
Teresa Murino: Department of Chemicals, Materials and Production Engineering, University of Naples Federico II, Naples, Italy

International Journal of Strategic Decision Sciences (IJSDS), 2017, vol. 8, issue 4, 1-45

Abstract: This research establishes the relationship(s) that shared leadership has with two performance metrics in Six Sigma healthcare teams: the perceived effectiveness of a team completing assigned project deliverables and satisfying customer requirements. Another primary goal is to comprehend additional factors affecting the three analyzed variables. The study found that the degree of shared leadership displayed at any Six Sigma project phase is dependent on the deliverables complexity and degree of change management complexity. Throughout this research, the role of shared leadership cannot be stressed enough. This variable yield influence and relationships with several factors, including change management and decision-making. In turn, they impact a team's environment and ability to effectively complete a project. Understanding the impact and relationship(s) that shared leadership has on quality improvement projects can provide an organization with several benefits, such as improved ability to complete projects efficiently and with quality. Finally, this study builds practical knowledge by outlining implications to professionals, managers, and teams for decision-making, change management, leadership development, Six Sigma training, and external coaching.

Date: 2017
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