Leadership plays a key role in quality management frameworks like TQM, Baldrige, EFQM, ISO, and Kaizen. Under TQM, leaders follow the PDCA model to plan, do, check, and act on quality initiatives. Baldrige and EFQM evaluate leadership criteria like visionary leadership and being a role model. ISO defines leadership responsibilities. Kaizen requires leaders at different levels like champions and mentors to facilitate continuous improvement teams. While leadership theories provide guidance, organizations must identify the most effective leadership styles to promote quality culture and management.

1. Leadership For Quality
Presented by:
Amiirah Camall Saib
Anouchka Busawon
Bundhoo Yashiin
Pooja Bissessur
Chamroo Ousha Devi
Neeta Burnah

2. Introduction
• Leadership is about influencing people towards
accomplishment of goals.
• It makes an important contribution to the diffusion of
quality practices.
• In order to embark on a journey of quality, leadership has
been implemented in various models such as:
i. TQM
ii. MBNQA
iii. EFQM
iv. ISO
v. KAIZEN

3. Leadership Styles
Figure 1. Development of Leadership (1994)
Source: TOSI, H.L., RIZZO, J.R. and CARROLL, S.J., Managing organisational behaviour. 3rd ed.

4. Trait Theory
• Qualities that exist in a person.
• Leaders must be able to create quality vision.
• Provides important benchmarks.
• It fails to delimit a definitive list of leadership
characteristics.
• Organisations should identify true leadership traits.

5. Behavioural Approach
Lewin et al. (1939) proposed three leadership styles:
1. Autocratic leadership- Leader make all decisions without
consultation and does not believe in empowering subordinates.
2. Democratic leadership- Involved followers in decision making
process.
3. Laissez-faire leadership- Whereby leaders play minimal role in
the decision making process and does not contributed much to
quality.

6. Ohio State and Michigan studies
Ohio State Studies Michigan Studies
Relationship-related Employee Orientation
Task-related Production Orientation

7. Contingency Theories
• The style to be used is contingent upon such factors as the
situation, the people, the task, the organisation, and other
environmental variables.
• The earliest contingency theory was developed by Fiedler
(1967)

8. Fiedler‟s Contingency Theory
• Combine aspects of both trait and style theories.
• Concern mainly with task in hand or interpersonal
relationships among the people trying to perform the task.
• The position of the leader was determined by the Least
Preferred Co-worker(LPC).

9. Vroom-Yetton Theory
• This model suggests the selection a leadership style for group
decision making.
• This model identifies five different styles (ranging from
autocratic to consultative to group-based decisions) on the
situation & level of involvement.
• More total quality organisations are recognising the need for
more participative decision-making styles and hence the
Vroom-Yetton model has promised that it can describe that
trend.

10. Path-Goal Theory
• Developed by Martin G. Evans (1970) and Robert J. House
(1971) and based on Victor Vroom's Expectancy Theory.
• Subordinates will be motivated if:
1. They think they are capable of the work.
2. Believe their efforts will result in a certain outcome or
reward.
3. Believe the outcome or reward will be worthwhile.
• Increase subordinate‟s motivation to achieve personal and
organisational goals and hence working towards quality.

11. Hersey-Blanchard Situational Theory
• Leaders choose the leadership style based on the maturity or
developmental level of the follower.
• The leadership style could involve :directing, coaching,
supporting and delegating.
• Uses questionnaires to ask respondents to select their preferred
style for each situation.
• Questionnaire might be bias and cannot be considered as
quality.

12. Transformational - Transactional
Leadership
Transformational Leadership Transactional Leadership
More concerned with the ends and with
transforming the way the organisation
operates
More emphasis is placed on the means
rather than the ends
Relates to quality leadership Not relevant for quality management
Stimulate teamwork and continuous
improvement
Encourage short term thinking which
prevent continuous improvement
Encourage quality improvement by
creating an awareness for change
Concerned with maintaining
responsibility and fairness
Motivates followers to exceed
expectation
Empower employees at all levels

13. Total Quality Management

14. Total Quality Management
• Definition of TQM:
Is an approach that seeks to improve quality and performance
which will meet or exceed customer satisfaction-
Martin Murray
• Process of TQM
• Role of managing quality in today‟s environment

15. The importance of TQM
• The success of the company which managed to achieve quality
control is based on these key concept : concern for consumers,
continual improvement, process control, taking preventive
actions, leadership and team work.
• Leadership is one of the important concept of TQM
• A leader must be able to create organisational culture and
apply quality control as it must be part of the activities of
employees.

16. Implementation of TQM program-model of
leadership
• PDCA model of leadership which includes 4 phases: Plan, Do,
Check and Act
• Model start with check phase: Design preview and Total
Quality Audit
• Act phase: motivation and selection
• Plan phase: defining aims & policy for quality achievement
and creation of quality plan
• Do phase: Communication and education

17. Principles of TQM
• 3 principles notably: customer focus, teamwork and
participation and finally continuous improvement
• Teamwork & Participation: information is shared both
vertically and horizontally without the fear of losing power
and status.
• Customer focus: both internal (managers, subordinates,
employees) and external customer (customers)
• Continuous improvement: must treat quality as a never-ending
process

18. Reasons for failure of TQM
• TQM has to be adjusted to the nature of every organisation
separately.
• Managers are impatient and do not understand the importance
of the existence of long term goals.
• The organisational culture plays out a very important role in the
transformation of an organisation.
• The accomplishment of TQM requires dedication from the
managers or else they may not achieve quality control.
• Managers do not realise the real importance and nature of the
relation between consumers and suppliers.

19. Leadership with Baldrige

20. Leadership with Baldrige
• Malcolm Baldrige National Quality Award (MBNQA) Criteria
for Performance Excellence a widely used criteria
• Baldrige Criteria for Performance Excellence built on a basis
of core values and concepts

22. Visionary Leadership
• Setting directions but also creating customer-based forces
along with “raising the ban” concerning future expectations
Leaders:
• Clearly communicate the vision
• Look forward to the creation of strategies and methods
• Encourage innovation and supply adequate resources
• Inspire and motivate
• Good role models

24. Baldrige Award Framework
Leadership:
• The first category
• MBNQA views it as the „driver‟ of successful quality system
• Very important to promote leadership at all levels of
management
• Educate the employees about making quality their foremost
priority
• Why much emphasis is laid on the leadership?

25. EFQM and Leadership

26. European Foundation for Quality Management
Award (EFQM)
• European Foundation for Quality Management Award
(EFQM) was formed in 1988 by 14 leading European
businesses.

27. European Foundation for Quality Management
Award (EFQM) and Leadership
• EFQM emphasises the concept of leading with vision,
inspiration and integrity (EFQM 2013) which may ultimately
lead to quality.
• Leadership is actually the momentum of organisational
commitment and good corporate performance.

28. EFQM AS A SELF-ASSESSMENT
MODEL
• The model promotes continuous improvement, high
quality performance and greater competitiveness
internationally by encouraging good leadership (Ismail et
al. 2011).
• Leaders are role models of a culture of Excellence.

29. Simple Assessment Concept
1. Vision,
mission, values.
2. Self-assessment
3. Strategic
planning
4. Action planning
5. Business planning
6. Implementation
and review
1. Leadership
2. Maturity
3. Continuous
improvement
4. Strategic
integration
1. Vision, mission
and values
2. Integrated
planning process
3.Implementation
and review

30. Leadership under EFQM
• Leaders ensure organisation‟s management system is
established, executed and upgraded, they relate with
customers, partners and the society and they identify
organisational change.
• Leaders are, therefore, advised to listen, inform, motivate,
recognise, delegate, mentor and team build, which relates
narrowly to the EFQM guidance on leadership.

31. EFQM Based Transformational
Leadership Model
• Leader‟s role is evolving as quality officer.
• Erturgut and Hava (2009) elaborated on the “EFQM
Based Transformational Leadership Model” in order to
increase employee performance and set up a quality
culture in the Armed Forces.

32. Criticisms on EFQM
• Assumption that it kills initiative.
• Weights devoted to the criteria in the EFQM may differ
per country (Eskildsen et al. 2002 cited by Blom
2006).
• Focus is holistic: it does not emphasise on specifics,
e.g accreditation and research.

33. Leadership related to ISO

34. Leadership related to ISO
• ISO 9000 is a quality management standard design to increase
business efficiency and customer satisfaction.
• Its main goal is to embed a quality management system within
an organisation.
• ISO focuses on the importance for quality.
• ISO 9001 is applicable to the service quality as well.

35. ISO Model
Source: http://www.paradigm-consultant.com/wp-content/uploads/2009/05/iso-9001.gif

36. • ISO has 8 different principles.
• Leaders need to coordinate.
• Leadership being one of these principles need to create the
appropriate culture for successful ISO implementation.
• Leaders will set the direction to achieve the best outcomes.
• Good leaders inform and motivate others toward accepting
change.
Leadership related to ISO

37. • Under ISO 9001, leadership is defined by management
responsibility in Clause 5.
• Leadership has as role to create and sustain values, trust and
fairness among employees.
• Leaders need to set the direction, strategic focus, plan,
alignment and empowerment.
Leadership related to ISO

38. • Leaders need to determine proper communication and focus on
continuous improvements.
• Encourage feedback to identify areas of difficulties.
• Review QMS to know if objectives are being met.
Leadership related to ISO

39. • However, failure to fulfill these requirements might lead to
cancellation of the ISO certificate.
• Tsiotras & Gotsamani (1996) assert that “the greatest reason
for failure of ISO 9000 programs is lack of management
commitment.”
Criticism

40. Kaizen and Leadership

41. Kaizen and Leadership
• Kaizen:
o Kaizen comes from two Chinese words “Kai” meaning an
ongoing change and “Zen” which means for the better.
• The Concept of Kaizen
o The purpose of Kaizen goes beyond simple productivity
improvement.
o Successful implementation requires the participation of
workers in the improvement.

42. • Kaizen methodology includes making changes and monitoring
results, then adjusting.
• Five main elements of Kaizen:
Teamwork
Personal
discipline
Improved
moral
Quality
Circles
Suggestions
for
improvement

43. kaizen blitz and kaizen burst or
kaizen event
• The Toyota Way Fieldbook
by Jeffery Liker and David
Meier
• A kaizen blitz, or rapid
improvement, is a focused
activity on a particular
process or activity.

44. PDCA Cycle
Source: http://www.brightubpm.com/resource-management/70469-what-are-the-expectations-
of-a-kaizen-leader

45. • Ground rules for conducting kaizen
o Prof. Bob Emiliani (2003) wrote a team Leader manual in
which the ground for implementing Kaizen was put forward.
• This concept comprises of:
o A non-zero sum ( a win-win situation)
Ground Rules

46. • Kaizen and Leadership
• Kaizen Leadership
o We have group implicated in a definite quality enhancement
development being studied and benefits from the result of a
Kaizen event.

47. o Champion - senior leader
o Process Owner - process responsibility
o Mentor - outside consultant
o Team Leader - inside leader
o Co-Leader - leader in training
o Master Trainer - deploys the new process
o Team Members - people that work in the process to be
improved

48. • Enabling change through Kaizen Culture and Leadership.
o An appropriate leadership style that is suitable for an
organisation will help in implementing a Kaizen Culture.
Enabling change through Kaizen Culture

49. Continuous
improvement
Team work
Motivation at
work
InnovationIncreased
productivity
Competitiveness
Communication
Good leadership styles bring about:

50. Conclusion
• Good leadership has been viewed to bring about:
 continuous improvement,
 team work, motivation to work,
 innovation,
 increased productivity,
 rise in competitiveness,
 good communication of vision and goals of the organisation
among others.
• These factors have undoubtedly lead to process improvement
and excellence in doing business.

51. • Failure to find a universal style of leadership
• The EFQM Transformational Leadership elaboration
• Kaizen Concepts

52. • The role of leadership in TQM should be addressed more
profoundly in changing the culture of the organisation since
only the top management should be in a position to create a
necessary culture that is capable of leading and supporting
TQM actions and thus improved quality.

53. Recommendation (Contd)
• It can be recommended that leaders must devise means and
ways to offset this criticism which may come in terms of
company policy to protect its labour and maintain quality
products.