Date of Award

2010

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Interdisciplinary Studies

First Advisor

Toms, Forrest

Abstract

This study identifies specific leadership traits for green and black belt Six Sigma leaders that have a statistical relationship with the success of Six Sigma projects. The study also tests the reliability of a scale created from the Leadership Trait Questionnaire items. Approximately five hundred (N = 500) Six Sigma leaders were selected from a Tyco Electronics database called Tyco Electronics Business Improvement Tracking (TBIT). The criteria for participants were as follow: (a) They were master black belts, black belts, green belts or lean practitioners; (b) Their projects were related to Six Sigma; (c) Their projects had a hard cost savings; and (d) They work in North America, Asia or Europe, Middle East, Africa (EMEA). The Leadership Trait Questionnaire (LTQ) was used to measure personal characteristics or traits that are directly related to the nature and demands of leadership (Northouse, 2001). Participating leaders were asked to respond to each trait on a five-point scale ranging from Strongly Agree to Strongly Disagree (Northouse, 2001). The responses to the questionnaire were analyzed using Minitab software version 15.0. Statistical analysis included descriptive statistics, Cronbach’s reliability of measures, one way ANOVA and Main Effects Plot analysis. In this study more effective green belt leaders rated themselves higher than less effective green belt leaders on the following traits: articulate, perceptive, self-confident, self-assured and determined. Also, the more effective green belt leaders reported stronger upper management support than did less effective green belt leaders. In this study more effective black belt leaders rated themselves higher than less effective black belt leaders on the following traits: articulate, perceptive, self-confident, self-assured, determined, dependable and friendly. The more effective black belt leaders also reported stronger upper management support and project experience than did less effective black belt leaders. Clearly, in times of economic uncertainty and increasing global competiveness managers need to be able to recognize the individuals who possess the needed traits to make their companies profitable.

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