The influence of project leaders’ behavioral competencies on the performance of Six Sigma projects

Marzagão, Daniela Santana Lambert; Carvalho, Marly M.

doi:10.7819/rbgn.v18i62.2450

Daniela Santana Lambert Marzagão

University of São Paulo, Production Engineering DepartmentSão Paulo, Brazil

Marly M. Carvalho

University of São Paulo, Production Engineering DepartmentSão Paulo, Brazil

Responsible editor: Prof. Dr. João Maurício Gama Boaventura

1
Daniela Santana Lambert Marzagão, PhD in Production Engineering, University of São Paulo - USP, Brazil. Email: dslm0401@gmail.com

2
Marly M. Carvalho, PhD in Production Engineering,, University of São Paulo - USP, Brazil. Email: marlymc@usp.br

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Figure 1:
Project leadership styles according to Picq (2011Picq, T.(2011).Manager une équipe projet. Paris: Dunod.).

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Table 1:
Comparison between FCS (Shao, & Muller, 2011Shao, J., & Muller, R. (2011).The development of constructs of program context and program success: A qualitative study. International Journal of Project Management,29(8),947-959.) and Six Sigma literature FCS

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Table 2:
Evolution of literature on the behavioral competencies of project managers

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Table 3:
Separation of technical and managerial roles of project leaders

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Table 4:
Characterization of PI ® Constructs according to the intensity of measured variable

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Table 5:
Identification of the main emphases of factors interaction

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Table 6:
List of desired characteristics for a project leader (Strang, 2007Strang, K. D. (2007).Examining effective technology project leadership traits and behaviours. Computers in Human Behaviour, 23(1), 424-462.) and the factors measured by the PI ® (Perry & Lavori, 1983Perry, J. C., & Lavori, P. W. (1983). The Predictive Index®: A report on reliability and construct validity.Massachusetts: Praendex.)

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Table 7:
Relationship between the Leadership Model (Picq, 2011Picq, T.(2011).Manager une équipe projet. Paris: Dunod.) and the factors of PI ® (Perry, & Lavori, 1983Perry, J. C., & Lavori, P. W. (1983). The Predictive Index®: A report on reliability and construct validity.Massachusetts: Praendex.)

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Table 8:
Classification of projects regarding typology, gender and industry

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Table 9A:
Classification of project leaders according to behavioral competencies

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Table 9B:
Classification of project leaders based on the behavior as Project Manager

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Table 10:
Independence test results for the entire sample examined

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Table 11:
Independence test results stratified by gender

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Table 12:
Independence test results stratified by projects type

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Table 13:
Independence test results stratified by sector

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Table 14:
Logistic regression model to predict the success of projects, considering all typologies

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Table 15:
Logistic regression model of the probability of success of the projects, considering only the universe of Green Belt projects

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Table 16:
Logistic regression model for the probability of success of the projects, considering only the universe of Black Belt projects

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Critical Success Factors for Programs (Shao e Muller 2011Shao, J., & Muller, R. (2011).The development of constructs of program context and program success: A qualitative study. International Journal of Project Management,29(8),947-959.)	Six Sigma literature support
Stability of the program context	Cooke-Davies (2000Cooke-Davies, T. (2002). The “real” success factors on projects.International Journal of Project Management, 23(3), 185-190.); Kessler e Winkelhover (2002Kessler, H., & Winkelhofer, G.(2002). Projektmanagement: Leitfaden zur steuerung und führung von projekten. Heidenberg: Springer.); Pinto e Prescott (1988Pinto, J. K., & Prescott, J. E. (1988). Variations in critical success factors over the stages in the project life cycle. Journal of Management, 14(1), 5-18.); Rabechini, Carvalho e Laurindo (2002Rabechini, R., Jr. Carvalho, M. M., & Laurindo, F. J. B. (2002).Fatores críticos para implementação de gerenciamento por projetos: O caso de uma organização de pesquisa. Produção, 23(2),28-41.); The Sandish Group (2009The Standish Group.(2009).The 10 laws of chaos.Boston, MA); Van Iwaarden et al. (2008Van Iwaarden, J.,Van der Wielea, T., Daleb, B, Williamsa, R., & Bertscha, B. (2008).The Six Sigma improvement approach: A transnational comparison.International Journal of Production Research, 46(23), 6739-6758.)
Support for the program context	Belout e Gauvreau (2004Belout, A., & Gauvreau, C. (2004). Factors influencing project success: The impact of human resource management.International Journal of Project Management, 22(1), 1-11.); Carvalho, Ho e Pinto (2007Carvalho, M. M., Ho, L. L., & Pinto, S. H. B. (2007). Implementação e difusão do programa Seis Sigma no Brasil.Revista Produção,17(3), 486-501.); Davison e Al-Shaghana (2007Davison, L., & Al-Shaghana, K. (2007).The link between six sigma and quality culture: An empirical study. Total Quality Management & Business Excellence,18(3), 249-265.); Kesseler e Winkelhover (2002Kessler, H., & Winkelhofer, G.(2002). Projektmanagement: Leitfaden zur steuerung und führung von projekten. Heidenberg: Springer.); Kondic, Maglic e Samerdzic (2009Kondic, Z., Maglic, L., & Samerdzic, I.(2009).Analysis and ranking of factors impacting application of the 6 sigma: methodology in small production organizations using the prior factor ranking method.Technical Gazette, 16(2),17-25.); Kumar e Antony (2008Kumar, M., & Antony, J.(2008).Comparing the quality management practices in Uk smes. Industrial Management & Data Systems, 108(9), 1153-1166.); Trad e Maximiniano (2009Trad, S., & Maximiniano, A. C. A. (2009).Seis Sigma: Fatores críticos de sucesso para sua implantação. Revista de Administração Contemporânea, 13(4), 647-662.)
Hamony within the programa	Chang Dong e Zai (2004Chang Dong, K. B., & Zai, L. (2004).A study of critical success factors of information system project in China. Pmi Research Conference, p. 1-15.); Kessler e Winkelhover (2002Kessler, H., & Winkelhofer, G.(2002). Projektmanagement: Leitfaden zur steuerung und führung von projekten. Heidenberg: Springer.); White e Fortune (2002White, D., & Fortune, J. (2002). Current Practice in project management: An empirical study. International Journal of Project Management, 20(1), 1-11.)
Interaction between the program and its context	Kumar e Antony (2008Kumar, M., & Antony, J.(2008).Comparing the quality management practices in Uk smes. Industrial Management & Data Systems, 108(9), 1153-1166.); Rabechini, Carvalho e Laurindo (2002Rabechini, R., Jr. Carvalho, M. M., & Laurindo, F. J. B. (2002).Fatores críticos para implementação de gerenciamento por projetos: O caso de uma organização de pesquisa. Produção, 23(2),28-41.); Van Iwaarden et al. (2008Van Iwaarden, J.,Van der Wielea, T., Daleb, B, Williamsa, R., & Bertscha, B. (2008).The Six Sigma improvement approach: A transnational comparison.International Journal of Production Research, 46(23), 6739-6758.); White e Fortune (2002White, D., & Fortune, J. (2002). Current Practice in project management: An empirical study. International Journal of Project Management, 20(1), 1-11.)
Intellectual competencies of the program leader	Archibald (2003Archibald, R. D. (2003).Managing high technology programs and projects. New Jersey: Wiley & Sons.); Chang Dong e Zai (2004Chang Dong, K. B., & Zai, L. (2004).A study of critical success factors of information system project in China. Pmi Research Conference, p. 1-15.); Kumar e Antony (2008Kumar, M., & Antony, J.(2008).Comparing the quality management practices in Uk smes. Industrial Management & Data Systems, 108(9), 1153-1166.); Rabechini, Carvalho e Laurindo (2002Rabechini, R., Jr. Carvalho, M. M., & Laurindo, F. J. B. (2002).Fatores críticos para implementação de gerenciamento por projetos: O caso de uma organização de pesquisa. Produção, 23(2),28-41.)
Managerial competencies of program leader	Archibald (2003Archibald, R. D. (2003).Managing high technology programs and projects. New Jersey: Wiley & Sons.); Chang Dong e Zai (2004Chang Dong, K. B., & Zai, L. (2004).A study of critical success factors of information system project in China. Pmi Research Conference, p. 1-15.); Kumar e Antony (2008Kumar, M., & Antony, J.(2008).Comparing the quality management practices in Uk smes. Industrial Management & Data Systems, 108(9), 1153-1166.); Rabechini, Carvalho e Laurindo (2002Rabechini, R., Jr. Carvalho, M. M., & Laurindo, F. J. B. (2002).Fatores críticos para implementação de gerenciamento por projetos: O caso de uma organização de pesquisa. Produção, 23(2),28-41.)
Program type	Larson e Gobeli (1989Larson, E. W., & Gobeli, D. H. (1989).Significance of project management structure on development success. IEEE Transactions on Engineering Management,36(2), 119-125.); Shenhar e Dvir (2007Shenhar, A. J., & Dvir, D. (2007). Teinventing project management: The diamond approach to succesful growth and innovation. Boston: Harvard Business School Publishing.)
Program scope	Belout e Gauvreau (2004Belout, A., & Gauvreau, C. (2004). Factors influencing project success: The impact of human resource management.International Journal of Project Management, 22(1), 1-11.)

Ménard (1981)	Adams et al. (1979)	Roberts &Fusfeld (1981)	Martin (1978)	Shanks (1983)	Wilemon & Cicero (1970)	Spitz (1982)
		Designer		Results Manager
		Problem solver		Work Manager		Planner
		Entrepreneur
Strategist	Communicator	Extended information	Relations with the High Representative leadership			Extended information
				Resource Manager	Organizational constraints	Communicator
Pilot	Decision maker	Driver	Decision maker		Risks	Identifies and acquires resources
				Risk and crisis manager	Balance between x management technician
Coordinator	Integrator		Integrator			Coordinator
	Team leader	Sponsor			Interpersonal relations	Controller
	Responsible climate					Catalyst

[1] Responsible editor: Prof. Dr. João Maurício Gama Boaventura

Brasil

Brasil

The influence of project leaders’ behavioral competencies on the performance of Six Sigma projects

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