The Study on the Relationship between Leadership Style,Organizational Culture and the Performance of Six-Sigma Project
碩士 === 中國文化大學 === 國際企業管理研究所 === 97 === This research focuses on the corporations’ six-sigma project performance and use two factors to evaluate: the leadership style and organizational culture. The study intends to answer 3 questions: (1) Does the leadership style affects implementation of six-sigma...
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| Format: | Others |
| Language: | zh-TW |
| Published: |
2009
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| Online Access: | http://ndltd.ncl.edu.tw/handle/92574299476211691233 |
| Summary: | 碩士 === 中國文化大學 === 國際企業管理研究所 === 97 === This research focuses on the corporations’ six-sigma project performance and use two factors to evaluate: the leadership style and organizational culture. The study intends to answer 3 questions: (1) Does the leadership style affects implementation of six-sigma projects? (2) Which kind of organizational culture can generate a better performance of six-sigma project? (3) How does organizational culture influence the relationship between leadership and six-sigma project performance?
The research surveys the corporations implementing six-sigma projects in Taiwan. The sources of companies for the survey are obtained through the interviews with the consultants of China Productivity Center. Then an on-line questionnaire is designed and sent to the confirmed companies and their staff. There are total 120 returned questionnaires that are valid for this research.
The result is analyzed by SPSS 12.0 and draws the following conclusions: First, leadership styles affect the implementation of six-sigma projects and transformational leadership has significantly positive impact on six-sigma project performance. Second, Adhocracy culture affects positively to the six-sigma performance. At last, Adhocracy culture and Hierarchy culture have separately positive and negative effect on the relationship between leadership style and six-sigma project performance.
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