1. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 10 Leadership for Performance Excellence 1 University of Bahrain College of Business Administration MGT 433 Total Quality Management Dr. Mahnmood AsadMGT433

2. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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 Dr. Mahnmood AsadMGT433

3. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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 Dr. Mahnmood AsadMGT433

4. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership – Some Perspectives Vision that stimulates hope and mission that transforms hope into reality; Radical servanthood that saturates the organization; Stewardship that shepherds its resources; Integration that drives its economy; Courage to sacrifice personal or team goals for the greater community good; Communication that coordinates its efforts; Consensus that drives unity of purpose; Empowerment that grants permission to make mistakes, encourages the honesty to admit them, and gives the opportunity to learn from them; Conviction that provides the stamina to continually strive toward business excellence 4 Dr. Mahnmood AsadMGT433

5. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Executive Leadership Defining and communicating business directions Ensuring that goals and expectations are met Reviewing business performance and taking appropriate action Creating an enjoyable work environment Soliciting input and feedback from customers Ensuring that employees are effective contributors Motivating, inspiring, and energizing employees Recognizing employee contributions Providing honest feedback 5 Dr. Mahnmood AsadMGT433

6. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Roles of a Quality Leader Establish a vision Live the values Lead continuous improvement 6 Dr. Mahnmood AsadMGT433

7. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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 7 Dr. Mahnmood AsadMGT433

8. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Theory – Mintzberg’s Model Interpersonal roles – Figurehead – Leader – Liaison Informational roles – Monitor – Disseminator – Spokesperson Decisional roles – Entrepreneur – Disturbance handler – Resource allocator – negotiator 8 Dr. Mahnmood AsadMGT433

9. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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. 9 Dr. Mahnmood AsadMGT433

10. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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. 10 Dr. Mahnmood AsadMGT433

11. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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 11 Dr. Mahnmood AsadMGT433

12. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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 12 Dr. Mahnmood AsadMGT433

13. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Complementary Leadership Styles – Unable and unwilling - Directing – Unable but willing - Coaching Able but unwilling - Supporting – Able and willing - Delegating 13 Dr. Mahnmood AsadMGT433