An Investigation of the Development of Shared Leadership on the Six Sigma Project Life Cycle

Brian J Galli; Mohamad Amin Kaviani; Eleonora Bottani; Teresa Murino

doi:10.4018/ijitpm.2019100102

An Investigation of the Development of Shared Leadership on the Six Sigma Project Life Cycle

International Journal of Information Technology Project Management ◽

10.4018/ijitpm.2019100102 ◽

2019 ◽

Vol 10 (4) ◽

pp. 15-78 ◽

Cited By ~ 1

Author(s):

Brian J Galli ◽

Mohamad Amin Kaviani ◽

Eleonora Bottani ◽

Teresa Murino

Keyword(s):

Six Sigma ◽

Shared Leadership ◽

Management Communication ◽

Team Members ◽

Organizational Issues ◽

Five Phases ◽

Project Life ◽

And Control ◽

The Impact ◽

Project Lifecycle

The purpose of this study is to map out the relationship between shared leadership (SL) and Six Sigma (6S) project lifecycle. More specifically, the impact of SL and team members' perceived challenges in each of the five phases of the DMAIC (define, measure, analyze, improve, and control) 6S methodology is studied. Furthermore, general organizational issues that affect both SL development and the 6S model are identified. The results demonstrate that several factors, namely, change management, communication, phase deliverables, coaching style, and decision-making methods, affect usage performance of SL throughout the phases. This study helps managers to look at the 6S projects from an SL perspective and shows how to manage the 6S project lifecycle more efficiently.

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Package Chip Defect Reduction on Integrated Circuit

Applied Mechanics and Materials ◽

10.4028/www.scientific.net/amm.462-463.578 ◽

2013 ◽

Vol 462-463 ◽

pp. 578-584

Author(s):

Kulpiya Seri ◽

Senjuntichai Angsumalin

Keyword(s):

Integrated Circuit ◽

Six Sigma ◽

Control Charts ◽

Water Pressure ◽

Process Capability ◽

Optimal Setting ◽

The One ◽

Five Phases ◽

And Control ◽

Six Sigma Approach

This research applies Six Sigma approach in order to reduce defect by increasing the assembly process capability index (Cpk) of Integrated Circuit (IC) production process. This study applies five phases (DMAIC) of Six Sigma approach beginning with define (D), measure (M), analyze (A), improve (I) and control (C) phases, respectively. The response of the research identified in the define phase is the chipped width with Cpk of 0.66 determined from the measure phase. The half-factorial experiments are implemented in the analyze phase to find the significant factors which are water temperature, water pressure and feed rate. In improve phase, the additioanl expriments are performed according to the Box-Behnken design in order to determine the non-linear relation between the chipped width and all mentioned factors. The optimal setting of each factors are determined by applied the response surface optimizer. Under the optimal setting, the control charts are used in the control phase to monitor the chipped width. The resulted Cpk of the response is increased to 1.39 which is greater than the one-sided accpetable process capability of 1.25.

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The Emergence of Shared Leadership in Innovation Labs

Frontiers in Psychology ◽

10.3389/fpsyg.2021.685167 ◽

2021 ◽

Vol 12 ◽

Author(s):

Robert Rose ◽

Lars Groeger ◽

Katharina Hölzle

Keyword(s):

Shared Leadership ◽

Empirical Work ◽

Typical Feature ◽

Team Creativity ◽

Team Members ◽

Organizational Contexts ◽

Innovation Research ◽

Extensive Body ◽

Creative Environments ◽

And Control

Implementing innovation laboratories to leverage intrapreneurship are an increasingly popular organizational practice. A typical feature in these creative environments are semi-autonomous teams in which multiple members collectively exert leadership influence, thereby challenging traditional command-and-control conceptions of leadership. An extensive body of research on the team-centric concept of shared leadership has recognized the potential for pluralized leadership structures in enhancing team effectiveness; however, little empirical work has been conducted in organizational contexts in which creativity is key. This study set out to explore antecedents of shared leadership and its influence on team creativity in an innovation lab. Building on extant shared leadership and innovation research, we propose antecedents customary to creative teamwork, that is, experimental culture, task reflexivity, and voice. Multisource data were collected from 104 team members and 49 evaluations of 29 coaches nested in 21 teams working in a prototypical innovation lab. We identify factors specific to creative teamwork that facilitate the emergence of shared leadership by providing room for experimentation, encouraging team members to speak up in the creative process, and cultivating a reflective application of entrepreneurial thinking. We provide specific exemplary activities for innovation lab teams to increase levels of shared leadership.

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Clinical leadership development workshop for licenced practical nurses in supportive living in Alberta: An exploratory qualitative study

Journal of Nursing Education and Practice ◽

10.5430/jnep.v11n2p66 ◽

2020 ◽

Vol 11 (2) ◽

pp. 66

Author(s):

Parivash Enghiad ◽

Carol Ewashen ◽

Lorraine Venturato

Keyword(s):

Leadership Development ◽

Team Members ◽

Multiple Data ◽

Demographic Questionnaire ◽

Practical Nurses ◽

Health Care Aides ◽

Group Interviews ◽

And Control ◽

The Impact

Objective: Since 2013, the scope of practice of LPNs in Alberta, Canada has expanded to include leadership in SL that requires that the development of new CL skills be prioritized. To date, few SL work-based educational programs have been devoted to developing CL skills for LPNs. The objective of this study is the assessment of the impact of a brief patient group education intervention (Conversation MapsTM) in people with type 2 Diabetes Mellitus.Methods: An exploratory qualitative design was used, incorporating multiple data collection methods, including individual and focus group interviews, and a demographic questionnaire. Interview data were analyzed using thematic description.Results and conclusions: Findings suggest that the CLD workshop was effective and feasible in SL practice settings. Data showed that improvement in LPN autonomy and control over decision-making resulted from gaining confidence and feeling empowered, which led to positive change in participants’ CL attitudes. Including other team members, health care aides (HCAs), and management in the CLD workshops also improved team relationships for all.

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Shared Leadership and Key Innovation Indicators in Six Sigma Projects

International Journal of Strategic Decision Sciences ◽

10.4018/ijsds.2017100101 ◽

2017 ◽

Vol 8 (4) ◽

pp. 1-45 ◽

Cited By ~ 26

Author(s):

Brian J. Galli ◽

Mohamad Amin Kaviani ◽

Eleonora Bottani ◽

Teresa Murino

Keyword(s):

Decision Making ◽

Leadership Development ◽

Change Management ◽

Six Sigma ◽

Shared Leadership ◽

Performance Metrics ◽

Practical Knowledge ◽

Variable Yield ◽

Key Innovation ◽

The Impact

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.

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Assessing Team Knowledge Structures: Findings from the Field

Proceedings of the Human Factors and Ergonomics Society Annual Meeting ◽

10.1177/154193129804202013 ◽

1998 ◽

Vol 42 (20) ◽

pp. 1417-1421 ◽

Cited By ~ 1

Author(s):

James Gualtieri ◽

John Burns ◽

Donita Phipps ◽

Darian Reeves ◽

Linda Pierce

Keyword(s):

Research Effort ◽

Future Research ◽

Validity And Reliability ◽

Reliable Measurement ◽

Current Effort ◽

Cognitive Representations ◽

Team Members ◽

Using Data ◽

And Control ◽

The Impact

The factors that impact teams' cognitive representations of the systems with which they interact is an area of concentrated research effort. Not surprisingly, research indicates that these cognitive representations impact the team's functioning with the system. Despite the importance of these cognitive representations and their impact on performance, valid and reliable measurement in naturalistic environments remains elusive. Validity and reliability of a measure are especially important to assess the impact of training. The purpose of the current effort is to evaluate the efficacy of a particular knowledge elicitation and representation methodology. A demonstration of this methodology will be presented using data collected from the command and control elements of a Division Artillery (DIVARTY) command staff. Results indicate that this methodology distinguishes differences in team members' mental models as a function of expertise and subteam membership. Implications of these differences for training are discussed, as well as directions for future research.

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Is the Most Effective Team Leadership Shared?

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000020 ◽

2010 ◽

Vol 9 (3) ◽

pp. 105-116 ◽

Cited By ~ 58

Author(s):

Julia Elisabeth Hoch ◽

Craig L. Pearce ◽

Linda Welzel

Keyword(s):

Team Performance ◽

Shared Leadership ◽

Team Leadership ◽

Project Teams ◽

Team Coordination ◽

Team Members ◽

Age Diversity ◽

Performance Results ◽

The Impact ◽

The Relationship

In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated their teams’ performance. Results indicated that shared leadership predicted team performance and both age diversity and coordination moderated the impact of shared leadership on team performance. Thereby shared leadership was positively related to team performance when age diversity and coordination were low, whereas higher levels of age diversity and coordination appeared to compensate for lower levels of shared leadership effectiveness. In particular strong effects of shared leadership on team performance were evident when both age diversity and coordination were low, whereas shared leadership was not related to team performance when both age diversity and coordination were high.

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Suppressed, but Not Forgotten

Swiss Journal of Psychology ◽

10.1024/1421-0185/a000033 ◽

2011 ◽

Vol 70 (1) ◽

pp. 5-11 ◽

Cited By ~ 8

Author(s):

Beat Meier ◽

Anja König ◽

Samuel Parak ◽

Katharina Henke

Keyword(s):

Memory Trace ◽

Thought Suppression ◽

Test Phase ◽

Indirect Test ◽

Final Test ◽

Test Experiment ◽

And Control ◽

Cue Words ◽

The Impact

This study investigates the impact of thought suppression over a 1-week interval. In two experiments with 80 university students each, we used the think/no-think paradigm in which participants initially learn a list of word pairs (cue-target associations). Then they were presented with some of the cue words again and should either respond with the target word or avoid thinking about it. In the final test phase, their memory for the initially learned cue-target pairs was tested. In Experiment 1, type of memory test was manipulated (i.e., direct vs. indirect). In Experiment 2, type of no-think instructions was manipulated (i.e., suppress vs. substitute). Overall, our results showed poorer memory for no-think and control items compared to think items across all experiments and conditions. Critically, however, more no-think than control items were remembered after the 1-week interval in the direct, but not in the indirect test (Experiment 1) and with thought suppression, but not thought substitution instructions (Experiment 2). We suggest that during thought suppression a brief reactivation of the learned association may lead to reconsolidation of the memory trace and hence to better retrieval of suppressed than control items in the long term.

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Research Participation Experiences of Informants of Suicide and Control Cases

Crisis ◽

10.1027/0227-5910/a000025 ◽

2010 ◽

Vol 31 (5) ◽

pp. 238-246 ◽

Cited By ~ 9

Author(s):

Paul W. C. Wong ◽

Wincy S. C. Chan ◽

Philip S. L. Beh ◽

Fiona W. S. Yau ◽

Paul S. F. Yip ◽

...

Keyword(s):

Ethical Issues ◽

Research Participation ◽

Self Report ◽

Initial Contact ◽

Psychological Autopsy ◽

Autopsy Study ◽

The People ◽

And Control ◽

The Impact

Background: Ethical issues have been raised about using the psychological autopsy approach in the study of suicide. The impact on informants of control cases who participated in case-control psychological autopsy studies has not been investigated. Aims: (1) To investigate whether informants of suicide cases recruited by two approaches (coroners’ court and public mortuaries) respond differently to the initial contact by the research team. (2) To explore the reactions, reasons for participation, and comments of both the informants of suicide and control cases to psychological autopsy interviews. (3) To investigate the impact of the interviews on informants of suicide cases about a month after the interviews. Methods: A self-report questionnaire was used for the informants of both suicide and control cases. Telephone follow-up interviews were conducted with the informants of suicide cases. Results: The majority of the informants of suicide cases, regardless of the initial route of contact, as well as the control cases were positive about being approached to take part in the study. A minority of informants of suicide and control cases found the experience of talking about their family member to be more upsetting than expected. The telephone follow-up interviews showed that none of the informants of suicide cases reported being distressed by the psychological autopsy interviews. Limitations: The acceptance rate for our original psychological autopsy study was modest. Conclusions: The findings of this study are useful for future participants and researchers in measuring the potential benefits and risks of participating in similar sensitive research. Psychological autopsy interviews may be utilized as an active engagement approach to reach out to the people bereaved by suicide, especially in places where the postvention work is underdeveloped.

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