| The purpose of this quantitative correlational study was two-fold: (a) to investigate if there was a preferred influence style used by a leader in a high-tech organization when implementing a Six Sigma change program, and (b) to determine if there was a relationship between a particular influence style and the success of Six Sigma implementation. All Black Belts (400), Master Black Belts (60), and Champions (120) at company "A" were the target population. Independent variables were: rational persuasion, inspirational appeal, consultation, exchange, upward appeal, ingratiation, pressure, and coalition. Dependent variables were projects completed and savings realized per year. The majority of Six Sigma Personnel (>80%) used rational persuasion as their preferred influence style. Six Sigma personnel using rational persuasion achieved significantly higher hard savings compared to their peers who used other influence styles. In addition, the effect of influence styles was mediated by the effect of social culture (US vs. Far East vs. Europe). In conclusion, the human factor harmony in leadership with the statistical tool is the key to the successful implementation of Six Sigma. |
