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

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

Brian J. Galli (Assistant Professor and Graduate Program Director, Master of Science in Engineering Management Industrial Engineering, Hofstra University, USA)
Copyright: © 2018 |Pages: 38
DOI: 10.4018/IJKBO.2018100103

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.
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Introduction

Review of research performed by Carson, Marrone and Tesluk, (2007) indicates that little research addresses the shift to internally distributed forms of shared leadership. Some research, however, does encourage shared leadership amongst team members. Gibb's (1954) argument that a group should contain leadership qualities was the first of its kind and was known as “distributed leadership” (Carson et al., 2007, p. 1217). Furthermore, research shows that businesses can gain a competitive edge, as it increases commitment for personal and organizational resources that take on complex tasks by sharing information and being open to mutual influences (Carson et al., 2007, p. 1218).

Koschzeck’s (2009) research finds that organizations with shared leadership perform better than those relying on single individuals for leadership. One concludes that organizations perform more efficiently when implementing shared leadership. These opinions challenge conventional thoughts about leadership, however, review of existing research demonstrates a gap in empirical work on shared leadership.

Problem Background

Investigative research hasn't been conducted on the relationship between shared leadership and internal, and external team environmental conditions and shared leadership. The relationship between internal and external environmental conditions on shared leadership dynamic in real-world Six Sigma teams as they relate to team dynamics also isn't researched.

Thus, this research studies the relationships between input environmental conditions and shared leadership in real-life Healthcare industry Six Sigma teams. The problem statement incorporates the need for a longitudinal study by stating, in the context of Healthcare Six Sigma teams, there exists a relationship between shared leadership and each phase of the DMAIC structure. In addition, input environmental conditions of “internal team environment” and “external coaching” have relationships with the degree of shared leadership present. The key metrics to measure the outcome of this research include: the centralization level of interactions between team members and the perceived influence that members have on each other, satisfaction levels with the internal team environmental conditions, and the level of internal member satisfaction with the external environmental conditions.

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