JAMHURIYA UNIVERSITY

TOTAL QUALITY MANAGEMENT

LEADERSHIP
TOTAL QUALITY MANAGEMENT (TQM)

CHAPTER 2
LEADERSHIP IN TOTAL QUALITY MANAGEMENT
Learning objectives
After learning this chapter you should be able to:
1. Over all concept Leadership
2. Describe 7 habits of highly effective people
3. Define Ethics and ethical leadership principles
4. Highlight Deming Philosophy (14 Points)
5. Core values, concepts and frameworks
6. Quality Statements
7. Strategic Planning and the steps of SP
How important is a leader?

•In most cases, people will perform at about

60% of their potential with no leadership at
all
•Thus, an additional 40% can be realized if
effective leadership is available
 capability
utilization

Contribution due to leadership

ability of manager 40%

Default contribution due to

need for a job, peer pressure, etc. 60%
Definition leadership
• A process whereby an individual influences a group of
individuals to achieve a common goal (Northouse, 2007, p3).
• Leadership is inspiring others to pursue your vision within
the parameters you set, to the extent that it becomes a
shared effort, a shared vision, and a shared success (Zeitchik,
2012).
• Leadership is a process of social influence, which maximizes
the efforts of others, towards the achievement of a goal
(Kruse, 2013
Conceptions of Leadership:
• Exercising power.
• Gaining and exercising the privileges of high
status.
• Being the boss.
• Task orientation.
• Taking care of people.
• Empowerment.
• Providing moral leadership.
• Providing and working toward a vision.
LEADERSHIP
Foundations For Effective Leadership
• Power
• the ability to get others to do what you want them to do
• Reward Power
• The capacity to offer something of value as a means of influencing other
people
• Coercive Power
• The capacity to punish or withhold positive outcomes as a means of
influencing other people.
• Legitimate Power
• The capacity to influence other people by virtue of formal authority or the
rights of office.
• Expert Power
• The capacity to influence other people by virtue of specialized knowledge.
• Referent Power
• The capacity to influence other people because of their desire to identify
personally with you
LEADERSHIP
Foundations For Effective Leadership

Managerial Power = Position Power + Personal Power

• Power of the POSITION:

• Based on things managers can offer to others.
• Rewards: "If you do what I ask, I'll give you a reward."
• Coercion: "If you don't do what I ask, I'll punish you."
• Legitimacy: "Because I am the boss; you must do as I ask."

• Power of the PERSON:

• Based on how managers are viewed by others.
• Expertise—as a source of special knowledge and
• information.
• Reference—as a person with whom others like
• to identify.
 Leadership Styles

• Leadership Style
• The recurring pattern of behaviors exhibited by a leader
• Autocratic Style
• Acts in unilateral command and control fashion
• Human Relation Style
• Emphasizes people over tasks
• Democratic Style
• Encourages participation with an emphasis on both task
accomplishments and development of people
• Lassize-faire Style
• Is low on both tasks and people
 Traits Often Shared by Effective Leaders
• Drive
• Successful leaders have high energy, display initiative, and are tenacious.
• Self-confidence
• Successful leaders trust themselves and have confidence in their abilities.
• Creativity
• Successful leaders are creative and original in their thinking.
• Cognitive ability
• Successful leaders have the intelligence to integrate and interpret information.
• Business knowledge
• Successful leaders know their industry and its technical foundations.
• Motivation
• Successful leaders enjoy influencing others to achieve shared goals.
• Flexibility
• Successful leaders adapt to fit the needs of followers and demands of situations.
• Honesty and integrity
• Successful leaders are trustworthy; they are honest, predictable, and dependable.
Leadership Vedio
 • House’s Path Goal Theory
• Leaders are most effective when they help followers move along
paths through which they can achieve both professional and
personal goals

House’s Four Path-Goal Leadership Styles

1. “Directiveleader” lets others know what is expected; gives

directions, maintains standards.
2. “Supportive leader” makes work more pleasant; treats
others as equals, acts friendly, shows concern.
3. “Achievement-oriented leader” sets challenging goals;
expects high performance, shows confidence.
4. “Participative leader” involves others in decision making;
asks for and uses suggestions.
 House’s Path-Goal Theory
Employee Characteristics
- Locus of control
- Task ability
- Need for achievement
- Experience
- Need for clarity

Leadership Styles Employee Attitudes

- Directive and Behavior
- Supportive - Job satisfaction
- Participative - Acceptance of leader
- Achievement oriented - Motivation
- Performance

Environmental Factors
- Employee’s task
- Authority system
- Work group
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Trends In Leadership Development

• Charismatic Leader
• develops special leader–follower relationships and
inspires followers in extraordinary ways.
• Transactional Leader
• directs the efforts of others through tasks, rewards,
and structures.
• Transformational Leader
• Inspires Enthusiasm and Extraordinary Performance
LEADERSHIP
Trends In Leadership Development
• Interactive Leadership
• is strong on motivating, communicating, listening, and relating positively to
others.
• Emotional Intelligence (EI)
• is the ability to manage our emotions in social relationships.
Trends In Leadership Development
• Moral Leadership
• Builds trust from a foundation of personal integrity
• Ethical Leadership
• Has integrity and appears to others as “good” and “right” by moral standards
• Integrity
• In leadership is honesty, credibility and consistency in putting values into action
• Servant Leadership
• Means serving others, helping them use their talents to help organizations best serve society
• Empowerment
• Gives employees job freedom and power to influence affairs in the organization
The 7 habits of highly effective people
• Stephen R. Covey has based on his foundation for success on the
character ethic- things like integrity, humility, fidelity, courage, justice,
patience, simplicity, modesty, and the golden rule.
• The personality ethic- personality growth, communication skills
training, and education in the field of influence strategies and positive
thinking- is secondary to the character ethic.
• A paradigm is the way we perceive, understand, interpret the world
around us. It is a different way of looks things and people.
The 7 habits of highly effective people

• A paradigm is :
• A frame of reference, a model
• A perception, assumption
• The way we perceive, understand & accordingly interpret
and judge things. A mental map.
The 7 habits of highly effective people
• A habit is the intersection of knowledge, skills and desire. Knowledge is the
what to do and the why, skills is the how to do; and desire is the motivation
or want to do in order for something to become a habit you have to have
all three.
• The 7 habits are a highly integrated approach that moves from dependency
(you take care of me) to independence (I Take care of Myself) to
interdependence (We can do something better together) the first three
habits deals with independence the second third deals with independence
and habit seven is habit of renewal.
The 7 habits of highly effective people
• The seven habits are harmony with natural law that covey calls
the “P/PC Balance” where P stands for production of desired
result and PC stand for production capacity, the ability or the
asset.
• You need to balance between the time spent for desired result
and the asset.
Principles of Personal Leadership
• Move yourself from dependence to independence, the foundation for
effective interdependence
• Achieve private victory, the foundation for public VICTORY
• Achieve self mastery through self awareness, self confidence and self
control.
Principles of Personal Leadership
• Prepare yourself for interpersonal leadership
• Build a changeless inner core, from which your attitude and behavior
flow
• Build the principle center that gives you the wisdom and power to
adapt to change and to take advantage of the opportunities that
change creates.
Character & Competence

Character:- A person with high character exhibits integrity,

maturity and an Abundance Mentality.

Competence:- A person with high competence has knowledge

and ability in a given area.

As people balance these two elements, they build their personal

trustworthiness and their trust with others.
The 7 habits of highly effective people

Interdependence

PUBLIC
VICTORY

Independence

1 PRIVATE
Be VICTORY
proactive

Dependence
The 7 habits of highly effective people
• Habit 1: Be Proactive
• Being proactive means taking responsibility for your life- the ability to
choose the response to situation.
• Proactive behavior is the product of conscious choice based on values
rather than behavior which is based on feeling, reactive people let
circumstances, conditions or their environment tell them how to
respond.
• Take the initiative and make things happen.
• Aggressively seek new ideas and innovations.
The 7Reactive
habits of
Language
highly effective people
Proactive Language

• There's noting I can do • Let’s look at our

alternations
• That’s just the way I am • I can choose a different
• He makes me so mad approach
• I control my own feelings
• They won’t allow that • I can create an effective
• I have to do that presentation
• I will choose an
• I can’t appropriate response
• I must • I choose
• If only • I prefer
• I will
The 7 habits of highly effective people
• Habit 2: Begin with The End in Mind
• The most fundamental application of this habit is to begin each day
with an image picture or paradigm of end of your life as your frame of
reference.
• Know where you are going and make sure all of the steps are taken in the right
direction.
• First determine the right things to accomplish, then the right way to accomplish
them.
The 7 habits of highly effective people
• Habit 3: Put First Things First
• Habit three is practicing self management and requires habit 1 and 2
as prerequisites. It is the day-by-day moment-by- moment
management of your time.

2 3 1 4 5 6
The 7 habits of highly effective people
Habit 3: Put First Things First
 Continually review and prioritize your goals.
 Say NO to doing unimportant tasks.
 Focus on the tasks that will have impact if carefully thought out and planned.
Seven Habits
Time Management Grid
I II

Importance
III IV

Urgency 32
The 7 habits of highly effective people
• Habit 4: Think Win/Win
• Win-Win is the frame and heart that constantly seeks mutual benefit of all
human interactions. Both sides come out ahead.
• Identify the key issues and results that would constitute a fully acceptable
solution.
• Make all involved in the decision feel:
 Good about the decision.
 Committed to the plan of action
•
The 7 habits of highly effective people
• Habit 5: Seek First to Understand, Then to be
Understood:
• Seek first to understand involves a paradigm shift since
we usually try to be understood first, empathetic listening
is the key to effective communication.
• Learn as much as you can about the situation – “Listen, listen,
listen”.
• Try to see the problem from the other person’s perspective.
• Present things logically, not emotionally.
• Be credible, empathic, and logical.
The 7 habits of highly effective people
Habit 6: Synergize:
Synergy means that the whole is greater than the parts, together we
can accomplish more than any of us can accomplish alone.
• The first five habits build toward habit 6.
• Make the whole greater than the sum of its parts.
• Help everyone bring out the best in everyone else

2+2=5
The 7 habits of highly effective people
• Habit 7: Renewal (Sharpen the Saw)
• Habit 7 is taking time to sharpen the saw so it will cut faster.
• It is renewing the four dimensions of your nature
( Physical, Spiritual, mental and social/Emotional).
• Physical: Good nutrition, Exercise, Rest and relaxation.
• Mental: Reading, thinking, visualizing, planning, writing
• Spiritual: Value clarification and commitment
• Social: our relationship with others.
Ethics
• Definition: Ethics is the body of principles and standards
of human conduct that govern the behavior of individuals
and organizations.
• The root causes of unethical behavior:
1. Organizations favor their own interests above the well-
being of their customers, employees and public.
2. Organizations reward behaviors that violates ethical
standards, (increasing sales through false advertising).
3. Organizations encourage separate standards of
behavior at work than at home.
4. Individuals are willing to abuse their position and power
to enhance their interests (taking excessive
compensation for themselves of the top before others.
The root causes of unethical behavior:
5. Managerial values exist that undermine integrity,
(pressure managers exert on employees to cover up
mistakes).
6. Organizations and individuals overemphasize the short
term results at the expense of themselves and others in
the long run
7. Organizations and managers believe their knowledge is
infallible and miscalculate the true risks.
Ethics management program
• An ethics management program needs to address
pressure opportunity and attitude.
• Managing ethical behavior requires commitment, new
policies and procedures, continuous improvement and
investments in appraisal.
• The first step is appraisal which is analysis of the costs
associated with unethical behavior.
1. Costs often from pressure (errors, waste, lost customers).
2. Costs from opportunity( theft, overstated expenses,
excessive compensation and nepotism)
3. Costs from attitudes ( errors, health care).
The Deming Philosophy
Deming philosophy is given 14 points:-
1. Create and publish the aims and purposes of the
organization.
Management must demonstrate consistently their
commitment to this statement, it must include
investors, customers, suppliers, employees and
community.
An organization must define its values, mission, and vision
of the future to provide long-term direction for its
management and employees.
The Deming Philosophy
2. Learn the New Philosophy:
Top management and everyone must learn the new philosophy.
Companies must take a customer-driven approach based on
mutual cooperation between labor and management and a
never-ending cycle of improvement.
3. Understand the purpose of inspection
Inspection - the principal means of quality control.
Management must understand that the purpose of inspection is
to improve the process and reduce its costs.
Inspection should be used as an information-gathering tool for
improvement, not as a means of “assuring” quality or blaming
workers.
The Deming Philosophy
4. Stop Awarding business based on price alone.
The organization must stop awarding business based on the
low bid, because price has no meaning with out quality.
The goal is to have single suppliers for each item to develop
a log term relationship of loyalty and trust.
5. Improve Constantly and Forever the system.
Management must take more responsibility for problems by
actively finding and correcting problems.
Deming chain reaction: When quality improves,
productivity improves and costs decrease.
The Deming Philosophy
6. Institute Training.
• Training- results in improvements in quality and
productivity and adds to worker morale.
7. Teach and Institute Leadership
The job of management is leadership, not supervision.
Supervision – simply overseeing and directing work
Leadership – providing guidance to help employees do
their hobs with less effort.
The Deming Philosophy
8. Drive Out Fear, Create trust, and create a climate for
innovation:
Fear is caused by a general feeling of being powerless to
control important aspects of one’s life.
• Fear encourages short-term thinking
• Fear is a cultural issue for all organizations
It caused lack of job security, possible physical harm,
performance appraisals, ignorance of organizational goals,
poor supervision and not knowing the job.
To eliminate rear management must provide training, good
supervision.
The Deming Philosophy
9. Optimize the efforts of teams groups and staff areas
Teamwork helps to break down barriers between
departments and individuals.
Barriers between functional areas occur occurs when
managers fear they might lose power.
Lack of cooperation leads to poor quality.
To break down the barriers management will need a long
term perspectives, all different areas must work together,
attitudes need change and communication channels
opened.
The Deming Philosophy
10. Eliminate Exhortations of the work force:
Motivational approaches overlook the major source of
many problems – the system
Causes of variation stemming from the design of the system
are management’s problem, not the workers’.
11a) Eliminate Numerical Quotas
Instead of quotas, management must learn for
improvements and work standards focus of quantity
rather than quality.
Management must provide and implement a strategy for
never-ending improvements and work with work force.
The Deming Philosophy
11 b) Eliminate management by objective:-
Instead of management by objective, management must
learn the capabilities of the processes and how to
improve them.
12. Remove barriers that rob people of pride workmanship:
Deming believed that one of the biggest barriers to pride in
workmanship is performance appraisal.
• Three categories of performance:
Majority of performances that are within the system
Performances outside the system on the superior side
Performances outside the system on the inferior side
The Deming Philosophy
13. Encourage education and self improvement
Continuing, broad education for self-improvement
Organizations must invest in their people at all levels to
ensure success in the long term
Developing the worth of the individual is a powerful
motivation method.
14. Take Action to accomplish the transformation
• Any culture change begins with top management and
includes everyone
• Team-based approach
Role of TQM leaders
• Every one is responsible for quality, especially senior
management and the CEO; however, only the latter
can provide the leadership system to achieve results.
• Senior management has numerous responsibilities.
Senior management must practice the philosophy of
management by wandering around (MBWA).
• The idea is to let employees think for themselves.
Senior management’s role is no longer to make
decisions, but to make sure the teams decision is
aligned with the quality statements of the
organization.
Role of TQM leaders
• Senior management must stay informed on the topic
of quality improvements by reading books and
articles, attending seminars and talking to other TQM
leaders.
• Senior management must find time to celebrate the
success of their organizations quality efforts by
personally practicing in award and recognition
ceremonies.
• Senior management must be visibly and actively
engaged in quality effort by serving on teams,
coaching team and teaching seminars.
Role of TQM leaders
• A very important role of senior management is
listening to internal and external customers and
suppliers through visits, focus groups and surveys.
• Another very important role is communication the
objective is to create awareness of the importance of
TQM and provide TQM results in an ongoing manner.
The TQM message must be “Sold” to personnel.
• By the following he preceding suggestions, senior
management should be able to drive fear out of the
organization, break down barriers, remove system
road blocks, anticipate and minimize resistance to
change, in general change the culture.
Implementation
• The TQM implementation process begins with senior
management and most important the CEO’s
commitment. The importance of senior management
role cannot be overstated, leadership is essential
during every phase of the implementation process
and particularly at the start.
• In fact, indifference and lack of involvement by senior
management are frequently cited as the principle
reasons for the failure of quality improvement efforts.
Delegation and rhetoric are insufficient- involvement
is required.
Quality council
• In order to build quality into the culture, a quality council is
established to provide overall direction, it is the driver for TQM
engine.
• In a typical organization the council is composed of CEO, the
senior managers of the functional areas such as design,
marketing, finance, production and quality; and a coordinator
or consultant.
• If there is union, consideration should be given to having a
representative on the council.
• The responsibility of the coordinator is to build two-way trust,
propose team needs to the council, share council expectations
with the team and brief with the council on team progress, in
addition the coordinator will insure that the team are
empowered and know their responsibilities. The coordinators'
actives are to assist the team leaders share lessons learned
among teams and have regular leaders meeting.
Duties of the quality council
1. Develop, with input from all personnel the core values,
vision, mission and quality policy statements.
2. Develop the strategic long term plan with goals and the
annual quality improvement program with objectives.
3. Create the total education and training plan (Ch4).
4. Determine and continually monitor the cost of poor
quality (Ch. 7).
5. Determine the performance measures for the
organization, approve these for the functional areas and
monitor them. (Ch. 7)
6. Continually determine those projects that improve the
process, particularly those that affect external and
internal customer satisfaction (Ch. 5).
Duties of the quality council
7. Establish multifunctional project and departmental or work group teams
and monitor their progress (Ch.4).
8. Establish or revise the recognition and reward system to account for the
new way of doing business. (Ch. 4)
Core values, concepts, and framework
1. Visionary leadership
2. Customer-driven excellence
3. Organizational and personal learning
4. Valuing employees and partners
5. Agility
6. Focus on the future
7. Managing for innovation
8. Management by fact
9. Public responsibility and citizenship
10. Focus on results and creating values
11. Systems perspective.
Quality Statements
• Vision statement: is a short declaration of what an
organization aspires to be tomorrow. It is the ideal state
that might never be reached but which you continually
strive to achieve.
• Successful vision are timeless, inspirational and become
deeply shared with in the organization.
• Mission statement answers the following questions:
• Who we are?, who are the customers, what you we do?
And how we do it. This statement is usually one paragraph
or less in length, is easy to understand and describes the
function of the organization, it provides a clear statement
of purpose for employees, customer and suppliers.
Quality policy statement
• The quality policy is guide for every one in the origination
as to how they should provide products and service to the
customers. It should be written by the CEO with feedback
from the work force and be approved by the quality
council common characteristics are:
• Quality is first among equals.
• Meet the needs of internal and external customers
• Equal or exceed the competition
• Continually improve the quality
• Include business and production practice
• Utilize the entire work force.
Strategic planning
• Seven steps in strategic planning
1. Customer needs
2. Customer positioning
3. Predict the future
4. Gap analysis
5. Closing the gap
6. Alignments
7. Implementation
Total Quality Management (TQM)

END OF CHAPTER 1