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

Abstract

Purpose-This article aims to characterize behavioral competencies of Six Sigma Project Leaders, as well as relate those competencies with projects performance. Design/methodology/approach-It is a survey-based research. This study analyzes 225 Six Sigma Projects in Brazil, Chile and Colombia, led by 191 Project Leaders. Findings-The projects were classified accordingly with their performance and project leaders had their behavioral characteristics mapped. Based on independence statistical testing, it was identified that project success depends on both competencies of the project leader, innovation and direction. Originality/value-The article shows the relationship between behavioral competencies and project performance. In addition, the article maps behavioral competencies in six sigma projects.

Organizational factors influencing project success: an assessment in the automotive industry

“…For example, Brem & Wolfram (2017) emphasize that team structure and innovative culture are aspects to be examined in the context of new product projects. Similarly, Marzagão & Carvalho (2016) identified that innovation and adaptation is a relevant factor for the success of six sigma projects.…”

Establishing the foundational elements of a public procurement body of knowledge

“…Job competencies form the foundational elements to develop occupational profiles, workforce planning, curriculum planning, human resource management (such as writing job descriptions, pay, and promotion), certification and licensure, and of course, training requirements. Specifically, as Marzagão and Carvalho (2016) note, competencies can be classified as either technical or behavioral. Technical competencies reflect the knowledge required to perform a specific job function, while behavioral competencies describe the requisite KSAs that enable the application of technical knowledge on the job.…”