This document discusses leadership and quality management. It defines leadership as influencing others towards accomplishing goals and lifting people's visions. An effective leader knows themselves, communicates a clear vision, builds trust, and takes action to reach their potential. Good leaders prioritize customers, empower others, encourage improvement and prevention, and continually commit to quality. The document outlines different leadership styles and effective leadership traits like having a vision, empowering employees, using intuition, self-understanding, and aligning values. It also discusses situational leadership that changes style based on followers' competence and motivation.

1. Dr.K.Baranidharan
Present by…

2. TOTAL
QUALITY
MANAGEMENTTQM
218 August 2013

3. LEADERSHIP
Presented by
Dr.K.Baranidharan

5. LEADERSHIP
• Leadership is the process of influencing
others towards the accomplishment of
goals.
• Leadership is lifting of mans visions to
higher sights, the raising of mans
performance to a higher standard, the
building of mans personality beyond its
normal limitations

6. "Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust among
colleagues, and taking effective action to
realize your own leadership potential."
Prof. Warren Bennis
Leadership Skills

7. Characteristics of Leaders
1. Give Priority to external and internal customers.
2. They empower, rather than control, subordinates.
3. They emphasize improvement rather than maintenance. If it is not perfect improve
it.
4. They emphasize prevention. An ounce of prevention is worth a pound of cure.
5. They encourage collaboration rather than competition.
6. They train and coach, rather than direct and supervise.
7. They learn from problems. Problem treated as an opportunity rather than
something to be minimized or covered up.
8. They continually try to improve communications.
9. They continually demonstrate their commitment to Quality. Actions speak louder
than words.
10. They choose suppliers on the basis of quality not price.
11. They establish organizational systems to support quality effort.
12. They encourage and recognize team effort.
13. Improve communication
14. Benchmark continuously(creat new learning and problem)
15. Build supplier partnership (feedback, dicuss improvement, encourage

8. Leadership Style
• Directing style of leadership (Autocratic):
– Leader makes decisions without reference to anyone else
– High degree of dependency on the leader
– Can create de-motivation and alienation
of staff
– May be valuable in some types of business where
decisions need to be made quickly and decisively
– More knowledge of situation
– Use of directing style of leadership knowledge of
situvation

9. • Consulative style:
• Encourages participation
• Seeks advice, suggestions
• Final decision maker
• Seeking input from those working
under him

10. • Participative style:
• Assigns work to the employees
• Guidance during the work process
• Makes decision based on the
conclusions of the employees
working on the task

11. • Delegating style:
• Leader realise that different situations call for
different leadership styles
• Leader checks to verify the successful
completion of the assignment and participates
only if necessary.
• Individual or team having been given both
responsibility and the authority to get job
done

12. Effective leadership
• 1) Vision:
• Vision is crucial for leaders during
time change.
• Leaders recognise the radical
organisation changes taking place
today as opportunities to achieve
total quality

13. • 2)empowerment:
• Leader empowerment employees to
assume ownership of problem or
opportunities and to proactive in
implementing improvement and
making decisions in the best interest
of the organisation.

14. • 3) intuition :
• Leaders usually follow their
intuition.
• They must be prepared to make
difficult decision even in the face
of uncertaninty and change and
anticipate the future

15. • 4) Self understanding :
• The ability to look at one’s self and
then identity relationships with
employees and within the
organisation.
• It requires an examination of one’s
weaknesses as well as strength.

16. • 5) Value congruence:
• Leaders integrate the values into the
company’s system.
• Values are basic assumptions and
beliefs about the nature of business,
mission, people and relationships of an
orgnisation.
• Values include trust and respect of
individuals, openness, teamwork,
integrity and commitment of quality.

17. Traits
• Adaptable to situations
• Alert to social environment
• Ambitious and achievement orientated
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (desire to influence others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organised (administrative ability)
• Persuasive
• Socially skilled
Stogdill, 1974
Leadership Traits and Skills
Leaders will also use:
Integrity, Honesty, Compassion,
Humility
Leadership Skills

18. Leadership Skills
Situational/contingency Leadership (Hersey-Blanchard, 1970/80)
Leadership style changes according to the 'situation‘ and in response to the
individuals being managed – their competency and motivation
Leadership Theory
Competency Low competence Some
competence
High competence High competence
Motivation
Low
commitment/
Unable and
unwilling or
insecure
Variable
commitment/
Unable but
willing or
motivated
Variable
commitment/
Able but
unwilling or
insecure
High
commitment/
Able and willing
or motivated
Leadership style DIRECTIVE
(Telling)
COACHING
(Selling)
SUPPORTIVE
(Participating)
DELEGATORY
(Observing)

19. Dr.K.Baranidharan
THANK YOU