Quality & Performance
Excellence, 8th Edition
Chapter 10
Leadership for
Performance Excellence
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Outline
Discuss the importance of leadership for quality
Describe the role of leaders in performance excellence,
Provide some examples of leaders who have inspired their
organizations
Provide examples of leadership practices
Compare the TQ view of leadership to several prominent
leadership theories
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Importance of Leadership
Deming’s 14 Points
Point 1. Create and publish to all employees a statement of the aims
and purposes of the company or other organization. The
management must demonstrate constantly their commitment to
this statement.
Point 7. Teach and institute leadership.
Point 8. Drive out fear. Create trust. Create a climate for
innovation.
Point 12. Remove barriers that rob people of pride in workmanship.
Point 14. Take action to accomplish the transformation.
Driver of performance excellence in the Baldrige Award criteria
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Leadership Perspectives
Vision that stimulates hope and Communication that coordinates its
mission that transforms hope into efforts
reality Consensus that drives unity of
Radical servanthood that saturates purpose
the organization Empowerment that grants
Stewardship that shepherds its permission to make mistakes,
resources encourages the honesty to admit
Integration that drives its economy them, and gives the opportunity to
learn from them
Courage to sacrifice personal or team
goals for the greater community Conviction that provides the stamina
good to continually strive toward business
excellence
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Executive Leadership
Defining and communicating Soliciting input and feedback
business directions from customers
Ensuring that goals and Ensuring that employees are
expectations are met effective contributors
Reviewing business Motivating, inspiring, and
performance and taking energizing employees
appropriate action
Recognizing employee
Creating an enjoyable work contributions
environment
Providing honest feedback
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Roles of a Quality Leader
Establish a vision
Live the values
Lead continuous improvement
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Leadership for Performance
Excellence in Action
Branch-Smith Printing Division
SSM Health Care
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Leadership System
The leadership system refers to how leadership is exercised,
formally and informally, throughout an organization. These elements
include how key decisions are made, communicated, and carried out
at all levels. It includes
structures and mechanisms for decision making
selection and development of leaders and managers
reinforcement of values, directions, and performance expectations
mechanisms for leaders’ self-examination and self-improvement
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Leadership Theory –
Mintzberg’s Model
Interpersonal roles Spokesperson
Figurehead Decisional roles
Leader Entrepreneur
Liaison Disturbance handler
Informational roles Resource allocator
Monitor Negotiator
Disseminator
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Consideration and Initiating
Structure
Consideration (also known as socioemotional
orientation) – taking care of subordinates, explaining
things to them, being approachable, and generally
being concerned about their welfare.
Initiating structure (also known as task orientation)
means getting people organized, including setting
goals and instituting and enforcing deadlines and
standard operating procedures.
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Transformational Leadership
Theory
Inspirational motivation — providing followers with a sense
of meaning and challenge in their work;
Intellectual stimulation — encouraging followers to question
assumptions, explore new ideas and methods, and adopt new
perspectives;
Idealized influence — behaviors that followers strive to
emulate or mirror;
Individualized consideration — special attention to each
follower’s needs for achievement and growth.
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Transactional Leadership Theory
Premise: leaders may develop the ability to inspire their
subordinates to exert extraordinary efforts to achieve
organizational goals, through behaviors that may
include
contingent rewards (clarification of the work required to
obtain rewards to influence motivation), and
active and passive management by exception (use of
contingent punishments and other corrective actions in
response to deviations from acceptable performance)
standards
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Transformational Leadership and
TQ
Transformational leadership is more aligned
with organizational changed required by TQ
and Baldrige-like performance excellence
models.
An empirical research study of 371 hospitals
suggested that improved patient safety is driven by
CEOs who possess a transformational leadership
style.
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Situational Leadership
Leadership styles might vary from one person to another, depending on
their “readiness,” which is characterized by their skills and abilities to
perform the work, and their confidence, commitment, and motivation to
do it.
Levels of readiness
Unable and unwilling
Unable but willing
Able but unwilling, and
Able and willing
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Complementary Leadership Styles
Unable and unwilling - Directing
Unable but willing - Coaching
Able but unwilling - Supporting
Able and willing - Delegating
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Management vs. Leadership
Management begins with planning and budgeting; leadership
begins with setting a direction - a vision of the future, as well as a
set of approaches for achieving the vision.
To promote goal achievement, management practices organizing
and staffing, whereas leadership works on aligning people—
communicating the vision and developing commitment to it.
Management achieves plans through controlling and problem
solving, whereas leadership achieves its vision through
motivating and inspiring.
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Leadership, Governance, and
Societal Responsibilities
“Good leaders give back.... It’s up to us to use our platform
to be a good citizen. Because not only is it a nice thing to
do, it’s a business imperative.”
– Jeffrey Immelt, General Electric
Corporate social responsibility (CSR) is the “responsibility
of enterprises for their impacts on society.”
Evidence suggests a positive relationship between CSR and business
performance.
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Organizational Governance
Governance refers to the system of
management and controls exercised in the
stewardship of an organization.
Governance processes may include approving
strategic direction, monitoring and evaluating
CEO performance, succession planning,
financial auditing, executive compensation,
disclosure, and shareholder reporting.
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Societal Responsibilities
Safety in product design and manufacturing
Management and security of sensitive information
Environmental protection
Leadership and support of publicly important
purposes, such as improving education, community
health, environmental excellence, resource
conservation, community service, and professional
practices.
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