1. Leadership for Performance Excellence
Quality & Performance Excellence, 8th Edition
Chapter 10
Leadership for Performance Excellence

2. 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

3. 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

4. Leadership Perspectives
Vision that stimulates hope and mission that transforms hope into reality
Communication that coordinates its efforts
Consensus that drives unity of purpose
Radical servanthood that saturates the organization
Empowerment that grants permission to make mistakes, encourages the honesty to admit them, and gives the opportunity to learn from them
Stewardship that shepherds its resources
Integration that drives its economy
Conviction that provides the stamina to continually strive toward business excellence
Courage to sacrifice personal or team goals for the greater community good

5. Executive Leadership Defining and communicating business directions
Soliciting input and feedback from customers
Ensuring that goals and expectations are met
Ensuring that employees are effective contributors
Reviewing business performance and taking appropriate action
Motivating, inspiring, and energizing employees
Creating an enjoyable work environment
Recognizing employee contributions
Providing honest feedback

6. Key Leadership Activities and Competencies
Leaders create shared values, establish a vision and mission, accept risk
Leaders listen carefully and promote honest, two-way communication
Leaders act as mentors and role models, and develop leadership abilities in others
Leaders improve their own skills and knowledge
Leaders build strong leadership systems and provide resources to achieve vision and mission
Leaders motivate their subordinates to ensure they perform to expectations

7. Roles of a Quality Leader
Establish a vision
Live the values
Lead continuous improvement

8. Leadership for Performance Excellence in Action
Branch-Smith Printing Division
SSM Health Care

9. 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

10. Leadership Theory – Mintzberg’s Model
Interpersonal roles
Decisional roles
Figurehead
Entrepreneur
Leader
Disturbance handler
Liaison
Resource allocator
Informational roles
Negotiator
Monitor
Disseminator
Spokesperson

11. 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.

12. 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.

13. 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

14. 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.

15. 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

16. Complementary Leadership Styles
Unable and unwilling - Directing
Unable but willing - Coaching
Able but unwilling - Supporting
Able and willing - Delegating

17. 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.

18. 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.

19. 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.

20. 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.

21. 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