tqm leadership module.pdf

7/28/2019 TQM Leadership Module.pdf

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Prepared By: Arsalan Zahid

LEADERSHIP


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Management is doing things right;

Leadership is doing the right things

Peter Drucker

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There is no universal definition of leadershipand indeed many books have been devoted

the topic of leadership.

James McGregor described leadership as onewho instills purposes, not one who controls by

brute force.

A leader strengthens and inspires the followersto accomplish shared goals.

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The Malcolm Baldrige National Quality Awards definition of

Leadership Awards definition of Leadership

An organizations senior leadership should: Set direction and create a customer

Create clear and visible values, and high expectations.

These directions values and expectations should balance the

needs of all your stakeholders. Ensure the creation of strategies, systems, and methods for

achieving excellence, stimulating innovations, and building

knowledge and capabilities

The values and strategies should help guide all activities anddecisions of your organization.

Senior leaders should inspire and motivate your entire

workforce and should encourage all employees to contribute,

to develop and learn, to be innovative, and to be creative.4


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Getting quality results is not a short term,instant pudding way to improve

competitiveness; implementing total

quality management requires hands oncontinuous leadership

Armand V. Feigenbaum

5


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What is the Leadership?


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Leadership

Leadership is a process by which a person influences a group of

people to move towards its goal setting or goal achievement. Perform one or more acts of leading.

Affect human behavior so as to accomplish a mission.

Attributes of Leadership

Beliefs

Values

Ethics

Character

Knowledge

Skills


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Who is the Leader?


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Leaders?

Challenge the status quo

Look Forward and Create

Visions.

Strategic Thinkers

Motivate

Inspire

Architects


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Managers?

Maintain the status quo

Monitor situation

Allocate resources

Communicate targets

Measure the results

Feedback on the trends

Builder


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Nine Leadership Competencies

1. Passion

2. Courage

3. Integrity and Trust

4. Energy/Enthusiasm

5. Building a Team

6. Setting priorities

7. Creativity

8. Vision

9. Embracing change


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It is an intense concentration

(focus) on a belief that a

task can be completed

despite scarcity of human

support or any other

resource.

1. Passion


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When you get involved inactivities you really enjoy,

you become energized and

people can tell that you

have a sense of purpose,

which brings out your

natural leadership

abilities.


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Brooklyn Bridge Story


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A story of passion and Determination


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2. Vision

Vision refers to the category of

intentions that are broad, and

forward-thinking.

Building a personal commitmentto values by creating visual

images of the future.

A dream created in our wakinghours of how we like our lives to

be.


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It is the ability to confront fear,pain, danger, uncertainty or

intimidation.

Courageous leaders fight their

fears and do what needs to bedone in the face of opposition.

3. Courage


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5. Integrity and Trust

INTEGRITY:

Firm adherence to a code of moral orartistic values.

Integrity is a set of values that wehold ourselves responsible for anddemonstrate in our behaviours towards others.


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TRUST: Firm reliance on the integrity, ability, or

character of a person or thing

If we break our promises to ourselves and

to other people, then we erode trust.

It is necessary to 'walk the talk'.

Thus always remember,

'When you break a promise, more than the promise gets broken.'


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ENERGY:

The capacity of being active or capacity for doing work.

ENTHUSIASM:

Strong excitement of feeling.

6. Energy / Enthusiasm


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Setting priorities is like building a house.

It is a manner, position, or direction in which something is set

under preferential rating.

7. Setting Priorities


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HOW.

Narrow your objectivesFocus first on the goals that matterBe prepared for conflictsChoose CarefullyStart nowPrepared for the change


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Remember

The way the organization handles the

personal agendas determines the success of

the enterprise.


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Creativity is defined asthe tendency to generate

or recognize ideas,

alternatives, or

possibilities that may be

useful in solving

problems.

8. Creativity


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How to become a Good Leader

If you are a leader who can be trusted, then those around you will grow to respect you. To be such a

leader, there is a rule to guide you:

BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal

responsibility.

BE a professional who possess good character traits. Examples: Honesty, competence, openness,

commitment, integrity, courage, straightforwardness, imagination.

KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.

KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.

KNOW your job. Examples: be proficient and be able to train others in their tasks.

KNOW your organization. Examples: where to go for help, its climate and culture, who the

unofficial leaders are.

DO provide direction. Examples: goal setting, problem solving, decision making, planning.

DO implement. Examples: communicating, coordinating, supervising, evaluating.

DO motivate. Examples: develop moral and spirit in the organization, train, coach, counsel.


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LEADERSHIP STYLE

AUTHORITARIAN (AUTOCRATIC)


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AUTHORITARIAN (AUTOCRATIC)

I want both of you to. . .

AUTHORITARIAN(AUTOCRATIC)
http://www.flickr.com/photos/bdld/2784885484/


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AUTHORITARIAN(AUTOCRATIC)

This style is used when leaders tell theiremployees what they want done and how

they want it accomplished, without getting

the advice of their followers.

Can create de motivation and isolation of

staff.

High degree of dependency of leader.

Autocratic or Authoritarian


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Leadership Style

Style: Decision is made

WITHOUT ANYFORM OFCONSULTAION

Rely on threats andpunishment toinfluence employees

Do NOT TRUST

subordinates NO SUBORDINATE

input

Leader Characteristics: Concerns withTASK

ACCOMPLISHMENT

rather than relationships

Uses DIRECTIVE behavior

Exercises POWER

Makes decisionsALONE

Expects RESPECT &OBEDIENCE of staff



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EFFECTIVE when:

Employees do not respond to any other leadership

style

There is high-volume production

There is limited time to make a decision


Leadership Style

PARTICIPATIVE (DEMOCRATIC)


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Let's work together to solve this. . .



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Also known as consultation, empowerment,joint decision-making, democratic leadership,and power-sharing.

This style involves the leader including one ormore employees in the decision making process(determining what to do and how to do it).

However, the leader maintains the final decisionmaking authority.

Encourages decision making.

Participative/Democratic Leadership Style


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Leader Characteristics:

Concerns with human

relations & teamworkFosters open & two-

way communication

Recognizes andencourages

achievement

p p y

Bureaucratic Leadership Style


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Style:

Everything is done

according to

procedure or policy

Leader Characteristics:

manages

by the bookExercises power by

exercising fixed rules

p y

LAISSEZ FAIRE (DELEGATIVE)


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You two take care of the problem while I go



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In this style, the leader allows the employees tomake the decisions. However, the leader is stillresponsible for the decisions that are made.

You cannot do everything! You must set prioritiesand delegate certain tasks.

This is not a style to use so that you can blame

others when things go wrong, rather this is a styleto be used when you fully trust and confidence inthe people below you. Do not be afraid to use it,however, use it wisely!

Laissez Faire Leadership Style


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Little or no direction

Subordinates determine goals, make decisions, and

resolve problems on their own.

Followers have all freedom and authority Can be highlymotivational, as people have control

over theirworking life.

Can be veryuseful in business where creativeideas are important.

p y

Laissez Faire Leadership Style


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p y

EFFECTIVE when EMPLOYEES are:

Highly skilled, experienced, and educated.

TrustworthyUtilizing outside experts, such as staff

specialists or consultants

Have good interpersonal relationships.


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Empowerment


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Engaging employees towards a common

goal or objective by giving the right to

make decision and the actions inaccordance with situation

What is Empowerment?


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Give a man a fish and you feed him for a

day; teach him how to fish and you feed

him for a lifetime

Stephen R. Covey

Empowerment


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Empowerment- The Belief

More responsibility results in improved

productivity and better quality of life.


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Common Barriers to Empowerment

Lack of clear commitment

Failure to define empowerment

Failure to implement appropriate incentiveschemes

Lack of implementation plan

Inability to modify organizational culture

Desire For Job Security Resistance To Change

Lack Of Self Worth


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