The Impact of Six Sigma Project Leader‘s Leadership, Member Cohesiveness, and Project Size Interaction on Project Performance

• Main Authors: I-Chang Chiang, 江熠章
• Other Authors: Kun-Shan Wu
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/mt5wd7

碩士 === 淡江大學 === 企業管理學系碩士在職專班 === 97 === Invisible costs lost or potential wastes existing on companies'' organization or processing, which resulted in poor operation efficiency, lower productivity as well as customer dissatisfaction; all of those drawbacks have impact to the business profits. Given a huge challenge in business competition, six sigma projects have been created for systematic management to companies. Six sigma projects bring more efficient operation, providing service differentiation, making lower cost of competition advantage plus prompt responsiveness to market. The primary purpose of this thesis are for those companies who have been running six sigma project is to investigate the impact of six sigma project-leader‘s leadership, team cohesiveness, and project size interaction on project performance. This research is begun to set about from relevant references, then set up structure and hypotheses of this research according to its theoretical foundation, select proper scale for study tool, adopt convenience sampling, implement questionnaire investigation for total 106 enterprises who have been running six sigma project in Taiwan. To effective 106 materials of sample retrieving, analyze the reliability, descriptive statistics, factor, one-way ANOVA, correlation and hierarchical regression. After the empirical research, the findings as follows: 1.Project leader''s leadership has significant effect on the performance of project. 2.Comparing to transactional leadership, transformational leadership has more significant influence on team cohesiveness. 3.Team cohesiveness has significant effect on the performance of project. 4.Project size has partially significant interference impact between team cohesiveness and project performance. 5.The relationship between leader''s leadership and project performance is partially mediated by team cohesiveness.