1. Leadership for Performance Excellence
Chapter 10
Leadership for Performance Excellence

2. Importance of Leadership
Deming’s 14 Points
Driver of performance excellence in the Baldrige Award criteria

3. 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;
the 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. 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. Roles of a Quality Leader
Establish a vision
Live the values
Lead continuous improvement

6. Case Studies
Branch-Smith Printing Division
SSM Health Care

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

8. 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. 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. 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
1. Unable and unwilling
2. Unable but willing
3. Able but unwilling, and
4. Able and willing

11. Complementary Leadership Styles
Directing
Coaching
Supporting
Delegating