Leadership For Performance Excellence

Quality & Performance
Excellence, 8th Edition

Chapter 10
Leadership for
Performance Excellence
S
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
2
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

3
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
4
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
5
Roles of a Quality Leader
 Establish a vision
 Live the values
 Lead continuous improvement
6
Leadership for Performance
Excellence in Action
 Branch-Smith Printing Division
 SSM Health Care
7
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
8
Leadership Theory –
Mintzberg’s Model
 Interpersonal roles  Spokesperson

 Figurehead  Decisional roles
 Leader  Entrepreneur
 Liaison  Disturbance handler
 Informational roles  Resource allocator
 Monitor  Negotiator
 Disseminator
9
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.
10
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.
11
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
12
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.
13
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
14
Complementary Leadership Styles
 Unable and unwilling - Directing

 Unable but willing - Coaching
 Able but unwilling - Supporting
 Able and willing - Delegating
15
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.
16
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.
17
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.
18
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.
19

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Quality & Performance

Excellence, 8th Edition

 Discuss the importance of leadership for quality

 Describe the role of leaders in performance excellence,

 Provide some examples of leaders who have inspired their

 Provide examples of leadership practices

 Compare the TQ view of leadership to several prominent

 Driver of performance excellence in the Baldrige Award criteria

 Vision that stimulates hope and  Communication that coordinates its

 Defining and communicating  Soliciting input and feedback

 Live the values

 Lead continuous improvement

 Branch-Smith Printing Division

 SSM Health Care

 The leadership system refers to how leadership is exercised,

 Interpersonal roles  Spokesperson

 Consideration (also known as socioemotional

 Inspirational motivation — providing followers with a sense

 Premise: leaders may develop the ability to inspire their

 Transformational leadership is more aligned

 Leadership styles might vary from one person to another, depending on

 Unable and unwilling - Directing

 Management begins with planning and budgeting; leadership

 “Good leaders give back.... It’s up to us to use our platform

 Governance refers to the system of

 Safety in product design and manufacturing

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