Quality Progress - March 2017 - 27


projects. This research suggests that a
part of the problem could be in the project leader selection process.

may improve the project outcome, and
it's up to the manager-coaches to identify them.

What Deming said

REFERENCES
1. Fred Fielder, "Research on Leadership
Selection and Training: Our View of the
Future," Administrative Science Quarterly, Vol.
41, 1996, pp.241-250.
2. Andrew Milivojevich, "Emotional Intelligence
and Six Sigma," Quality Progress, August
2006, pp. 45-49.
3. Carlotta Walker, "Get Them in the Game,"
Quality Progress, November 2012, pp.
52-56.
4. Ibid.
5. Rania Shorbaji, Leila Messarra and Silva
Karkoulian, "Core-Self Evaluation: Predictor
of Employee Engagement," The Business
Review, 2011, Vol. 17, No. 1, pp. 276-282.
6. Richard Hutchings, "Blaze Your Own Trail,"
Quality Progress, July 2012, pp. 28-33.
7. Perry Parendo, "Creative by Design," Quality
Progress, August 2015, pp. 20-24.
8. Peter Merrill, "The People Principle-Use ISO
10018 to Build an Innovative Culture," Quality
Progress, September 2013, pp. 42-44.
9. James McCroskey, "Oral Communication
Apprehension: A Summary of Recent Theory
and Research," Human Communications
Research, Vol. 4, 1977, pp. 78-96.
10. Thomas Hurt, Katherine Joseph and Chester
Cook, "Scales for the Measurement of
Innovativeness," Human Communications
Research, 1977, Vol. 4, No. 1, pp. 58-65.
11. McCroskey, "Oral Communication
Apprehension: A Summary of Recent Theory
and Research," see reference 9.
12. Todd Creasy and Vittal Anantatmula, "From
Every Direction-How Personality Traits
and Dimensions of Project Managers Can
Conceptually Affect Project Success," Project
Management Journal, 2013, Vol. 44, No. 6, pp.
36-51.
13. Katie Meyer-Griffith, Robert Reardon and
Sarah Hartley, "An Examination of the
Relationship between Career Thoughts and
Communication Apprehension," The Career
Development Quarterly, 2009, Vol. 58, No. 2,
pp.171-180.
14. McCroskey, "Oral Communication
Apprehension: A Summary of Recent Theory
and Research," see reference 9.
15. Travis Russ, "The Relationship Between

W. Edwards Deming proposed a system
of profound knowledge, which offered
various views on leadership. The system
of profound knowledge "is a theory of
related principles that requires a leader
or manager to consider all ... aspects
when making decisions."27
At its foundation, this leadership
system is broken into four components-
the fourth one being knowledge of
psychology.
This can be defined as "the ability to
recognize why people behave as they
do and create an environment in which
individual differences and skills are used
to optimize the system for everyone's
benefit."28
From a project leadership perspective,
this knowledge of psychology could
begin with an examination of the project
leader selection process, particularly the
appropriate personality dimensions and
traits for such leadership.
Addressing the acuity and necessity of
leader personality and successful project
execution, Milivojevich wrote: "When projects have tight timelines, Black Belts (BB)
must form strong teams quickly, communicate goals and obtain buy-in from team
members, regardless of reporting structure. In this environment, BBs must lead
by using sophisticated skills to understand
how people think and feel."29
While in complete agreement with this
assertion, this referenced ability to effectively form, communicate and obtain are
functions of the outcome of the project
leader selection process.
While not advocating a sole reliance on
personality tests for project leader selection, it seems project leaders selected
who scored low on CA and high on innovativeness would be able to accomplish
those tasks more readily.
Jimmys and Joes who have the right
stuff for lean Six Sigma project leadership

Communication Apprehension and Learning
Preferences in an Organizational Setting,"
Journal of Business Communication, 2012, Vol.
49, No. 3, pp. 312-331.
16. Creasy, "From Every Direction-How
Personality Traits and Dimensions of Project
Managers Can Conceptually Affect Project
Success," see reference 12.
17. Meyer-Griffith, "An Examination of the
Relationship between Career Thoughts and
Communication Apprehension," see reference
13.
18. Russ, "The Relationship Between
Communication Apprehension and Learning
Preferences in an Organizational Setting," see
reference 15.
19. Creasy, "From Every Direction-How
Personality Traits and Dimensions of Project
Managers Can Conceptually Affect Project
Success," see reference 12.
20. Hurt, "Scales for the Measurement of
Innovativeness," see reference 10.
21. Ruth Stock and Nicolas Zacharias, "Patterns
and Performance Outcomes of Innovation
Orientation," Journal of the Academy
Marketing Science, 2011, Vol. 39, pp. 870-888.
22. Ibid.
23. Ali Akgun, Halit Keslin, and John Byrne,
"Procedural Justice Climate in New
Product Development Teams: Antecedents
and Consequences," Journal of Product
Innovation Management, 2010, Vol. 27, pp.
1,096-1,111.
24. Cornelia Droge, Roger Calantone and Nukhet
Harmancioglu, "New Product Success: Is it
Really Controllable by Managers in Highly
Turbulent Environments?" Journal of Product
Innovation Management, 2008, Vol. 25, pp.
272-286.
25. Alicia Pirola-Merlo, "Agile Innovation: The
Role of Team Climate in Rapid Research and
Development," Journal of Occupational and
Organizational Psychology, 2010, Vol. 83, pp.
1,075-1,084.
26. Joseph M. Juran, The Quality Handbook,
McGraw-Hill, 1999.
27. John Schultz, "Out in Front: Deming-Inspired
Four-Part System Creates Effective Strategy
to Lead Others," Quality Progress, September
2013, pp. 18-23.
28. Pirola-Merlo, "Agile Innovation: The Role
of Team Climate in Rapid Research and
Development," see reference 25.
29. Milivojevich, "Emotional Intelligence and Six
Sigma," see reference 2.

Todd Creasy is an associate professor at Western Carolina
University in Cullowhee, NC, and principle at Process Serum in
Nashville, TN. He holds a doctorate in business management from
Case Western Reserve University in Cleveland. An ASQ member,
Creasy is an ASQ-certified Six Sigma Black Belt.

qualityprogress.com ❘ March 2017

QP 27


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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