Quality Progress - March 2017 - 26


F E AT U R E

LEADERSHIP AND MANAGEMENT
increased likelihood of their implementation or adoption."24
Based on the actions and disposition
of the project leader, a team climate high
in innovativeness orientation can create
new levels of thinking, services, products
or processes.

FIGURE 6

Percentage
of sample's
innovativeness score
14%

61%

Low
innovativeness

25%

Medium
innovativeness

High
innovativeness

FIGURE 7

Communication and
innovativeness
34%
66%

Preferable

26 QP

Non-preferable

March 2017 ❘ qualityprogress.com

Continuing the study
prudent to examine
of the climate fostered
the sample considerIt seems prudent and
by project leaders and
ing personality traits,
practical to begin thinking and the resultant
the resulting team
of project leaders as
innovativeness, Alicia
population that scored
raw materials that can
Pirola-Merlo reported
low in CA and high in
a positive innovative
innovativeness orisuccessfully lead projects
climate can lead to
entation (the desired
on time and on budget,
improved project percombination. Based
while meeting goals and
formance and rate of
on this sample and the
motivating employees
progress.25
supporting research,
along the way.
This quantitative analonly about one of
ysis theorized that teams
three scored low in CA
experiencing a favorable
and high in innovativeorientation toward innovativeness nearly
ness orientation, the desired combination
doubled the rate of project completion
for project leadership (see Figure 7).
compared to those without it.
Manufacturers often critically consider
In the new study, the innovativeness
the quality of the components comself-assessment was given to each of
pleting their finished product that they
the future lean Six Sigma project leaders
market and sell to the buying public.
during their training.
Joseph M. Juran, in his persistent quest
Of the 56 respondents, just over 39%
for improving quality, said variation in
rated themselves as "not excited about
the ultimate product's quality can be
new ideas or innovativeness" (low) or "just attributed to five factors:
below or slightly above average interest
1.	 Poor product design.
in innovativeness" (moderate). Figure 6
2.	Measurement system validity.
shows the full results.
3.	Insufficient process capability.
Of the respondents, 14% reported they
4.	Skills or behaviors of employees.
were not naturally prone to innovative5.	Unsound parts or raw materials.26
ness as a personality trait-a leadership
If we consider a successful project
tendency that could have significant
completion to be a product, shouldn't we
detrimental effects on project outcomes.
examine the raw materials of the project-
Those scoring in the middle of the innothat is, the project manager and his or her
vativeness scale (slightly below or above) personality dimensions?
could theoretically achieve only a portion
If project managers are considered a
of the opportunities present within their
value-added human asset of an organizalean Six Sigma projects.
tion, and if the time and energy invested
Six of 10 viewed innovativeness favorin project teamwork are considered
ably and therefore may be predisposed
worthwhile, should we begin to consider
to seeing opportunities for breakthrough
project managers as the raw material for
ideas within their project leadership role.
the desired end product-projects that
Overall, about four of 10 did not exhibit end on time, meet budgets and goals and
overly positive attitudes toward innovamotivate employees?
tiveness. This predisposition could lead to
It seems prudent and practical to begin
suboptimal results-especially in projects
thinking of project leaders as raw materithat require innovativeness for success.
als that can successfully lead projects on
time and on budget, while meeting goals
and motivating employees along the way.
Communication and
Members of senior management often
innovativeness
question
the degree of success with
Personalities are complex realms that
project results, including lean Six Sigma
have several factors. As such, it seems


http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - March 2017

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Field Notes
Innovation Imperative
Hard Wired
Propel Forward
Life After Disruption
Work Smarter, Not Harder
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Back to Basics
Quality Progress - March 2017 - cover1
Quality Progress - March 2017 - cover2
Quality Progress - March 2017 - 1
Quality Progress - March 2017 - 2
Quality Progress - March 2017 - 3
Quality Progress - March 2017 - 4
Quality Progress - March 2017 - 5
Quality Progress - March 2017 - Seen and Heard
Quality Progress - March 2017 - 7
Quality Progress - March 2017 - Expert Answers
Quality Progress - March 2017 - 9
Quality Progress - March 2017 - Progress Report
Quality Progress - March 2017 - 11
Quality Progress - March 2017 - 12
Quality Progress - March 2017 - Mr. Pareto Head
Quality Progress - March 2017 - Field Notes
Quality Progress - March 2017 - 15
Quality Progress - March 2017 - 16
Quality Progress - March 2017 - 17
Quality Progress - March 2017 - Innovation Imperative
Quality Progress - March 2017 - 19
Quality Progress - March 2017 - 20
Quality Progress - March 2017 - 21
Quality Progress - March 2017 - Hard Wired
Quality Progress - March 2017 - 23
Quality Progress - March 2017 - 24
Quality Progress - March 2017 - 25
Quality Progress - March 2017 - 26
Quality Progress - March 2017 - 27
Quality Progress - March 2017 - Propel Forward
Quality Progress - March 2017 - 29
Quality Progress - March 2017 - 30
Quality Progress - March 2017 - 31
Quality Progress - March 2017 - 32
Quality Progress - March 2017 - 33
Quality Progress - March 2017 - Life After Disruption
Quality Progress - March 2017 - 35
Quality Progress - March 2017 - 36
Quality Progress - March 2017 - 37
Quality Progress - March 2017 - 38
Quality Progress - March 2017 - 39
Quality Progress - March 2017 - Work Smarter, Not Harder
Quality Progress - March 2017 - 41
Quality Progress - March 2017 - 42
Quality Progress - March 2017 - 43
Quality Progress - March 2017 - Statistics Spotlight
Quality Progress - March 2017 - 45
Quality Progress - March 2017 - 46
Quality Progress - March 2017 - 47
Quality Progress - March 2017 - Standard Issues
Quality Progress - March 2017 - 49
Quality Progress - March 2017 - Marketplace
Quality Progress - March 2017 - 51
Quality Progress - March 2017 - Footnotes
Quality Progress - March 2017 - 53
Quality Progress - March 2017 - 54
Quality Progress - March 2017 - 55
Quality Progress - March 2017 - Back to Basics
Quality Progress - March 2017 - cover3
Quality Progress - March 2017 - cover4
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