chapter 12 (tqm)

8/11/2019 chapter 12 (tqm)

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Leadership Defined

Leadership is the ability to inspire people

to make a total, willing, and voluntary

commitment to accomplishing or exceeding

organizational goals.

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What leaders must be able to do?

• Overcome resistance to change

• Broker the needs of consistency

groups inside and outside of the organization.

• Establish an ethical framework within which all

employees and the company as a whole

operator.

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What is a good leader?

Good leaders come in all shapes, sizes,

genders, ages, races, political, persuasions, and

national origins. They do not look alike, talk alike, or

even work alike. However, good leaders do share

several common characteristics. These are the

characteristics necessary to inspire people to make

a total, willing, and voluntary commitment.

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• Good leaders are committed to both the job to be

done and the people who must do it, and they are

able to strike the appropriate balance between the

two.

• They are good role models.

• Good leaders are good communicators.

• Good leaders have influence with employees and

use it in a positive manner.

• Good leaders are persuasive.

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Several criteria that Drucker uses to

distinguish leaders from mistakes

• Leaders define and clearly art iculate the

organization’s mission.

• Leaders set goals, priorities, and standards.

• Leaders see leadership as a responsibility rather

than a privilege of rank.

• Leaders surround themselves with knowledge,

strong people who can make a contribution.

• Leaders earn trust, respect, and integrity.

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Several criteria (continuation…)

• Leaders are born, not made.

• Leaders are charismatic.

• Leadership exists only at top.

• Leaders control, direct, prod, and manipulate.

• Leaders don’t need to be learners.

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Leadership for quality

The Deming chain reaction

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Principles of leadership for quality

• Obsession with quality

• Recognizing the structure of work

• Freedom through control

• Unity of purpose

• Looking for faults in systems

• Teamwork

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The Juran Trilogy Elements

Planning, control, and improvement of quality do not

happen automatically in any organization. They happen

as the result of leadership.

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Leadership, Motivation, and

Inspiration

The key to motivating people lies in the ability

to relate their personal goals to the organizational

goals. The key to inspiring people lies in the ability

to relate what they believe to the organizational

goals. Implicit in both cases is the leader’s need to

know and understand workers, including both their

individual goals and their personal beliefs.

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Autocratic leadership

Also called directive or directional leadership.

People who take this approach make decisions

without consulting the employees who will have to

implement them or who will

be affected by them. They tell

others what to do and expect

them to comply obediently.

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Democratic Leadership

Also called consultive or concensus leadership.

People who take this approach involve the employees

who will have to implement decisions in making them.

The leader actually makes the final

decision, but only after receiving

the input and recommendations

of team members.

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Participative Leadership

Also known as open, free-rein, or nondirective

leadership. People who take this approach exert

little control over the decision-making process.

Rather, they provide information

about the problem and allow

team members to develop

strategies and solutions.

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Goal-Oriented Leadership

Also called results-based or objective-based

leadership. People who take this approach ask team

members to focus solely on the goals at hand. Only

strategies that make a definite and measurable

contribution to accomplishing

organizational goals are

discussed.

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Building and Maintaining a

Following

Managers can be good leaders only if people

they hope to lead will follow them willingly

and steadfastly. Followership must be built

and having built and maintained.

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Popularity and the Leader

An important point to understand in leading

people is the difference between popularity and

respect. Long-term

followership grows

out with respect,

not popularity.

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Managers occasionally have to make unpopular

decisions. This is a fact of life for leaders, and it is

why leadership positions are sometimes described

as lonely ones. Making an unpopular decisions

does not necessarily cause a leader to lose

followership, provided the leader is seen as having

solicited a broad base of input and given serious,

objective, and impartial consideration to that input.

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Leadership Characteristics that Build and

Maintain Followership

Sense of Purpose

Self – Discipline

Honesty

Credibility

Common Sense

Stamina

Commitment

Steadfastness

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Pitfalls that can Undermine Followership

Trying to be a buddy.

Having an intimate relationship with an

employee.

Trying to keep things the same when

supervising former peers.

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Paradigms of Human Interaction

Win/win an approach to human interaction that seeks

mutual benefit.

Win/lose an approach to human interaction that says,

“Go ahead and have things your way, I never get what I

want anyway.” Lose/lose an approach to human interaction in which

both parties are so stubborn, ego driven and vindictivethat, ultimately, they both lose regardless of what

decision is made.

Win an approach to human interaction that says, “I

don’t necessarily want you to lose, but I definitely want to

win.”

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Of the four paradigms, the win/win approach is

the one that will most help leaders build and

maintain a following. Unlike the other paradigms,

win/win places value on the opinions of both

parties and requires them to work together to

find solutions.

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Leadership Versus Management

According to John P. Kotter, leadership and

management are “two distinctive andcomplementary systems of action.”

Kottler lists several differences between

management and leadership:

Management is about coping with complexity;

leadership is about coping with change.

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Management is about planning and budgeting for

complexity; leadership is about setting the direction

for change through the creation of a vision.

Management develops the capacity to carry out

plans through organizing and staffing; leadershipaligns people to work toward the vision.

Management ensures the accomplishment of plans

through controlling and problem solving; leadership

motivates and inspires people to want to accomplish

the plan.

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Bennis’ Comparison of Leaders and Managers

Managers Leaders

1. Administer 1. Innovative

2. Copies 2. Originals

3. Maintain 3. Develop

4. Focus on systems and structure 4. Focus on people

5. Rely on control 5. Inspire

6. Take the short v iew 6. Take the long v iew

7. Ask how and when 7. Ask what and why

8. Accept the s tatus quo 8. Challenge i t

9. Do things ri ght 9. Do the right t hi ng

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Trust Building and Leadership

Trust is a necessary ingredient for success in the

intensely competitive modern workplace. It means, in

the word of D. Zielinski and C Busse, “employees who

can make hard decisions, access key information, and

take initiative without fear of

recrimination from management,

and managers who believe their

people can make the right decisions.”

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Trust-Building Strategies include:

Taking the blame but sharing the credit.

Managers who point the finger of blame at their

employees, even when the employees are at fault, do

not build trust.

Pitching in and helping.

Managers can show leadership and build trust by rolling

up their sleeves and helping when a deadline is

approaching.

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Being consistent.

People trust consistency. It lets them know what to

expect. Even when employees disagree with managers,

they appreciate consistent behavior.

Being equitable.

Managers cannot play favorites and hope to build trust.

Employees want to know that they are treated not just

well, but as well as all other employees. Fair and

equitable treatment of all employees will help build trust.

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Leadership and Ethics

Setting high standards of ethical behavior is an

essential task of leaders in a total quality setting.

The Japanese recognize that there are really only two demands of

leadership. One is to accept that rank does not confer privileges; it

entails responsibilities. The other is to acknowledge that leaders in

an organization need to impose on

themselvesthat congruence between

deeds and words, between behavior

and professed beliefs and values, that

we call personal integrity.

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Leadership and Change

David Shanks recommends the following strategies:

1. Have a clear vision and

correspondinglygoals.

2. Exhibit a strong sense of

responsibility.

3. Be an effective communicator.

4. Have a high energy level.

5. Have the will to change.

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Shanks developed these strategies to help

executives guide their companies through

periods of corporate stress and change, but

they also apply to other personnel. These

characteristics of good leaders apply to any

manager at any level who must help his or

her organization deal with the uncertainty

causedby change.

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Facilitating Change as a Leadership

Function

Deeprose divides managers into three categories, based

on how they handle change: driver, rider, or spoiler.

People who are drivers lead their organizations in new

directions as a response to change.

Managers who just go along, reacting to change as it

happens rather than getting in front of i t, are riders.

Managers who actively resist change are spoilers.

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Employees and Managers on Change

One of the difficulties organizations face when

attempting to facilitate change is the differing

perceptions of employees and managers

concerning change. Employees often view

change as something done to them. Managers

often regard it as something done in spite of

employees who just won’t cooperate.

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The key to winning the support of employees for

change is involvement . Make them part of the

process from the beginning. Give them a voice

in how change is implemented.

Make sure that change is

something done with

employees rather than

to them.

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From the perspectiveof

employees, managers are

viewed as the “bad guys”

when changes are made.

This viewpoint is just as unfair and

counterproductive as the one that sees

employees as inhibitors of change.

To respond effectively to change, organizations

must continually apply at least the following

strategies:

• Promote a “we are in this together”

attitude toward change.

• Make sure all employees understand that change is

driven by market forces, not management.

• Involve everyone who will be affected by change in

planning and implementing the response to it.

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RESTRUCTURING AND CHANGE

Few words can strike as much fear into the hearts

of all employees at all levels as restructuring. The

term at one t ime was synonymous with

reorganization. Because of the ever-changing

conditions of the global marketplace, few

organization without will escape the necessity for

restructuring, and few people will complete a

career without experiencing one or more

restructurings.

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HOW TO LEADRESTRUCTURING

• Be Smart and Empathetic

• Have a Clear Vision

• Establish Incentives that Promote the Change

• Continue to Train

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HOW TO LEAD CHANGE

1. Accept the reality of continual change.

Several reasons that employees may not understand the reality of and need

for change:

Absence of a major crisis

Low overall performance standards

No view of the big picture

Internal evaluation measures that focus on the wrong benchmarks

Insufficient external feedback

Overfocus among employees on t he day-to-day stresses of the job

A "kill t he messenger" mentally among managers

Too much "happy talk" from executive managers

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2. Establish and Charter the Steering Committee.

The media like to create the image of the knight

on a charging steed who single-handedly saves

the company. This story makes good press, but it

rarely squares with reality. Organizations that do

the best job of handling change have Kotter calls a

"guiding coalition." The guiding coalition is a team

of people who are committed to the change in

question ad who can make it happen.

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Every member of the team should have the following

characteristics:

AUTHORITY. Members should have the authority necessary

to make decisions and commit resources.

EXPERTISE. Members should have expertise that is

pertinent in termsof the subject change so that informed

decisions can be made.

CREDIBILITY. Members must be well respected by all

stakeholders so that they will be listened to and taken

seriously.

LEADERSHIP. Members should have the leadership

qualities necessary to drive the effort.

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3. Establish Antenna Mechanisms

Leading change is about getting out in front of it.

It's about driving change rather than letting it

drive you. To do this, organization must have

mechanisms for sensing trends that will

generate future change. These "antenna"

mechanisms can take many forms, and the

more, the better.

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4. Develop a Vision.

The five characteristics of an effective vision are:

IMAGINABLE. It conveys a picture that others can see of how

things will be after the change.

DESIRABLE. A vision that points to a better tomorrow for all

stakeholders will be well received even by those who resist change.

FEASIBLE. To be feasible, a vision must be realistic and attainable

FLEXIBLE. An effective vision is stated in terms that are general

enough to allow for initiative in responding to ever-changing

conditions

COMMUNICABLE. A good vision can be explained to an outsider

who has no knowledge of the business.

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5. Communicate the Vision to All

Stakeholders.

A good communication package will have at

least the following characteristics:

SIMPLICITY

REPETITIVENESS

MULTIPLE FORMATS

FEEDBACK MECHANISMS

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6. Implement the Change.

Implementing the change is a step that i usually

composed of numerous substeps, it includes:

→ removing structural inhibitors to change.

→ enabling employees through training.

→ confronting managers and supervisors who continueto resist change.

→ planning and generating short-term wins to get the

ball rolling.

→ eliminating unnecessary interdependence among

functional components of the organization.

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7. Incorporate the Change Process.

The following strategies will help an

organization anchor a major change in its

culture:

Showcase the results

Communicate constantly

Remove resistant employees

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Lessons from Distinguished

Leaders

• Abraham Lincoln on Leadership

• Harry Truman on Leadership

• Winston Churchill on Leadership

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Abraham Lincoln on Leadership

He has been called the man who "saved the Union."

He lead the United States through four of the most bitter

and difficult years in its history, those years when the

North and South were embroiled in the American CivilWar. In a horrific conflict that pitted brother against

brother and friend against friend, Abraham Lincoln

prevailed against the forces of secession by clinging

steadfastly to his vision of one nation, undivided.

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Harry Truman on Leadership

Although Harry Truman exemplified many

important leadership strategies, he is best

remembered for the following:

1. Making hard decisions and striking by them

2. Taking responsibility

3. Believing in yourself when no one else does.

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Winston Churchill on Leadership

Churchill combined an optimistic spirit and a

bullsog tenacity into a "can-do" attitude that was

contagious. He convinced his beleaguered

compatriots that if they would hang on and their

duty, the forces of good would overcome the

forces of every course.

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Servant Leadership and Stewardship

Advocates of servant leadership believe those who

serve best lead best. According to Professor Sean

Aland, servant leaders set an example of putting

their employees, customers, organization, andcommunity ahead of their own personal needs.

Being a servant leader is being a good steward in

terms of the organization and its various

stakeholders.

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The servant leadership and stewardship

philosophy is an approach to organization

and management that seeks to go beyond

employee empowerment to employee

autonomy, while meeting all the demands

of a competitive marketplace.

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Criticism of Traditional Leadership

Approaches

Advocates of servant leadership and stewardsh ip believe

that traditional approaches to leadership are inherentlylimiting and restrictive.

According to Peter Block:

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Block summarizes his criticisms of traditional leadership

philosophy as follows:

1. Traditional leaders often have more impact in the news

than on our lives.

2. Traditional leaders reinforce the idea that

accomplishments can come only from great individual acts.

3. Traditional leaders cause our attention to be focused on

the top.

4. Traditional leaders who succeed tend to start believing

their own press.

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Potential Benefits of Servant Leadership

and Stewardship

Any organization that must compete in the global

marketplace faces three challenges:

1. Doing more with less.

2. Learning to adopt to customers and the

marketplace.

3. Creating passion and commitment in

employees.

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