3. Outlines
Discuss leadership skills: inherited or learned?
Understand leadership styles.
Principles of Leadership for Quality.
Build and maintain a following.
Lead change.
Leadership versus Management.
Learn lessons from distinguished leaders.
4. Leadership Defined
Leadership is the ability to inspire people to make a total, willing, and
voluntary commitment to accomplishing or exceeding organizational
goals.
Leaders must be able to apply positive influences, build consensus,
overcome resistance, set a consistently positive example, endure
criticism, persevere against doubt, communicate effectively, and
convince followers to go where they may not yet be ready to go.
5. What is a Good Leader?
Good leaders exhibit the characteristics of balanced commitment, positive role model,
good communication skills, positive influence, and persuasiveness.
Good leaders are committed to both the job to be done and the people who must do it,
and strike an appropriate balance between the two.
Good leaders project a positive example at all times.
Good leaders are good communicators.
Good leaders have influence with the employees and use it in a positive manner.
Finally good leaders are persuasive.
Follow First-Then Lead, There is an old saying in the military: You have to learn how to
take orders before you can give them.
6.
7. Leaders versus Misleaders
Those who place image above substance and try to lead by charisma alone
are misleaders.
Leaders define and clearly articulate the organization’s mission.
Leaders set goals, priorities, and standards.
Leaders see leadership as a responsibility rather than a privilege or rank.
Leaders surround themselves with knowledgeable, strong people who can
make a contribution.
Leaders earn trust, respect, and integrity.
8. Myths about Leadership
Leadership is a rare skill: Renowned leaders were simply good leaders given the
opportunity to participate in monumental events. There are many effective
leaders that spend their careers in virtual anonymity.
Leaders are born not made: Leadership, attitudes, and behaviors can be learned.
Leaders are charismatic: Some leaders have charisma and some don’t.
Leadership exits only at the top: Leadership is about producing results and
generating continual improvement, not one’s relative position in the organization.
Leaders control, direct, prod, and manipulate: Leadership in a total quality
setting is about involving and empowering, not prodding and manipulating.
Leaders do not need to be learners: Lifelong learning is a must for leaders.
Leaders learn ways that will help their organization.
9. Principles of Leadership for Quality
Leadership for quality is leadership from the perspective of total quality.
Customer focus: The organization’s primary goal is to meet or exceed customer
expectations.
Obsession with quality: Every employee must aggressively pursue quality in an attempt
to exceed the expectations of customers.
Recognizing the structure of work: Work processes must be analyzed, evaluated, and
studied continually in an effort to improve them.
Freedom through control: Employees must take control of work processes to reduce
variation in output by eliminating variations in how work is done.
Unity of purpose: When there is unity of purpose, all employees pull together towards
the same end.
10. Principles of Leadership for Quality (Cont.)
Looking for faults in systems: Leadership for quality requires assessing systems in an
attempt to ferret out and correct systemic problems.
Teamwork: A team of people working towards a common goal can outperform a group
of individuals working towards their own ends.
Continuing education and training: Continued learning at all levels is a fundamental
element for total quality.
Emphasis on Best Practices and Peak Performance: One of the goals of leaders is to
ensure the absolute best possible performance from their personnel, processes, and
products.
11. Juran Triology
Quality planning: identify customers, identify the needs of customers, develop
products based on customer needs, develop work methods and processes that
can produce products that can meet or exceed customer expectations, and
convert the results of the planning into action.
Quality control: evaluate actual performance, compare actual performance with
performance goals, and take immediate steps to resolve differences between
planned performance and actual goals.
Quality improvement: establish an infrastructure for accomplishing continual
quality improvement, identify specific processes or methods in need of
improvement, set up teams responsible for specific improvement projects,
provide improvement teams with the resources and training needed to diagnose
problems and identify causes, decide on a remedy, and standardize the
improvements once they have been made.
12.
13. Leadership Skills: Inherited or Learned?
Perhaps the oldest debate about leadership revolves around this question: “Are leaders
born or made?” Can leadership skills be learned, or must they be inherited? This
debate has never been settled and probably never will be. There are proponents on both
sides of the debate, and this polarity is not likely to change because, as is often the case
in such controversies, both sides are partially right.
The point of view presented in this book is that leaders are like athletes: Some athletes
are born with natural ability, whereas others develop their ability through
determination and hard work. Inborn ability, or the lack of it, represents only the
starting point.
14. Maslow’s Hierarchy of Needs
Five successive levels:
1. Lowest level encompasses basic survival needs: air to breathe, food to eat, water
to drink, clothing to wear, and shelter in which to live.
2. The second level encompasses safety/security needs: Safe from harm and secure in
their world.
3. The third level encompasses social needs: families, friendship, social
organizations.
4. The fourth level encompasses esteem needs: self worth, dignity, and respect.
5. The highest level encompasses self actualization needs: through their work,
hobbies, human associations, or leisure activities.
Needs must be satisfied from the bottom up.
Focus on the lowest unmet need.
After a need has been satisfied, it no longer works as a motivating factor.
15.
16. Leadership Styles
Autocratic leadership is also called directive or dictatorial leadership. People who take this
approach make decisions without consulting the employees who will have to implement them or
who will be affected by them.
Democratic leadership is also called consultive or consensus leadership. People who take this
approach involve the employees who will have to implement decisions in making them.
Participative leadership is also known as open, free-rein, or nondirective leadership. People
who take this approach exert little control over the decision-making process. Rather, they provide
information about the problem and allow team members to develop strategies and solutions.
Goal-oriented leadership is also called results-based or objective-based leadership. People
who take this approach ask team members to focus solely on the goals at hand.
Situational leadership is also called fluid or contingency leadership. People who take this
approach select the style that seems to be appropriate based on the circumstances that exist at a
given time.
17.
18. Leadership Characteristics that Build and
Maintain Followership
Sense of purpose: They know where they fit and the contributions needed in their area to
make the organization successful.
Self discipline: Through self discipline, leaders avoid negative self indulgence,
inappropriate displays of emotion such as anger, and counterproductive responses to
everyday pressures of the job.
Honesty: They can be depended on to make difficult decisions in unpleasant situations
with steadfastness and consistency.
Credibility: Credibility is established by being knowledgeable, consistent, fair, and
impartial in all human reactions.
19. Leadership Characteristics that Build and
Maintain Followership (Cont.)
Common sense: They know that applying tact is important when dealing with people.
Stamina: Energy, endurance, and good health are important to those who lead.
Commitment: They are willing to do everything within the limits of the law, professional
ethics, and company policy to help their team succeed.
Steadfastness: People do not follow a person they perceive to be wishy-washy and non
committal.
20.
21. Leadership versus Management
Although both leadership and management are needed in the modern workplace,
they are not the same thing. To be a good leader and a good manager, one must
know the difference between the two concepts. According to John P. Kotter,
leadership and management “are two distinctive and complementary systems of
action.” Kotter lists several differences between management and leadership which
are as follows:
1. Management is about coping with complexity; leadership is about coping with
change.
2. Management is about planning and budgeting for complexity; leadership is
about setting the direction for change through the creation of a vision.
3. Management develops the capacity to carry out plans through organizing and
staffing; leadership aligns people to work toward the vision.
4. Management ensures the accomplishment of plans through controlling and
22. Leadership and Ethics
It is when making decisions that have high ethical content that the true
character of a leader shows through-good or bad. Leaders have no more
important responsibility than to set a positive example of maintaining high
ethical standards.
Ethical leaders have to take the long view. There will be times when
unethical decisions or behavior might appear to serve the organization’s
short-term interests or even the self-interest of the leader.
An unethical leader is no leader. He or she is a misleader.
23. Restructuring and Change Facilitation
Every organization that has to compete is forced to constantly reduce costs, improve quality, enhance
product attributes, increase productivity, and identify new markets.
1. Establish and charter the steering committee: Members should have the authority to make decisions
and commit resources. Members should have expertise. Membership should have vision, commitment,
perseverance, and persuasiveness.
2. Develop a vision: A vision that points to a better tomorrow for all stakeholders. The vision must be
realistic and attainable. General enough to allow for responding to changing conditions. Can be explained
to an outsider.
3. Communicate the Change Vision to all Stakeholders: Keep the message simple. Repetition forces
employees to take notice. Use multiple formats: small group meetings, large group meetings, newsletter
articles, fliers, bulletin board notices, email, etc. Feedback mechanisms must be in place.
4. Implement the Change: Remove structural inhibitors to change. Enable employees through training.
5. Incorporate the Change Process: Showcase the results as soon as they are realized. Communicate the
results and their benefits constantly. Remove resistant employees that are still fighting the change.
24. Lessons from distinguished Leaders
Abraham Lincoln on Leadership: Abraham Lincoln prevailed against the forces of
secession through 4 years of the American Civil War between the North and the South.
Lincoln issued the Emancipation Proclamation freeing the slaves under Confederate
control.
Harry Truman on Leadership: Truman decided to use the atomic bomb on Japan to
bring World War II to a speedy conclusion. He took responsibility for firing General
Douglas MacArthur after the Korean War, paying for it with his political career.
Winston Churchill on Leadership: Great Britain’s prime minister during World War II.
Because of Churchill’s courage, Great Britain was able to hold on until the Japanese
attacked Pearl Harbor and brought United States into the war as an ally.
25. Servant Leadership and Stewardship
Servant leaders and stewards set an example of putting their employees,
customers, organizations and community ahead of their own personal needs.
The concept differs from conventional leadership in its approach to
achieving the goal.
Advocates of servant leadership believe those who serve best lead best.
26. Negative Influences on Leaders: How to Counter Them
Leaders fall prey to the negative influences of followers when they make mistakes such
as letting the majority rule, being fooled by flattery, and relying too heavily on
knowledgeable advisor.
Strategies to counter negative influences of followers:
1. Keep the organization’s vision and values uppermost in your mind: How does
the follower’s recommendation square with where you are trying to take the
organization, core values of the organization, your core values?
2. Encourage, promote, and reinforce truth telling: Do not shoot the messenger
when what you hear runs counter to what you would like to hear.
3. Set the right example: Let followers see you live out what you believe.
4. Delegate, do not abdicate: When you delegate, stay in touch - monitor.
27. Summary
Leadership is the ability to inspire people to make a total, willing, and voluntary
commitment to accomplishing or exceeding organizational goals.
Good leaders exhibit the characteristics of balanced commitment, positive role model,
good communication skills, positive influence, and persuasiveness.
Juran Triology: Quality planning, Quality control, and Quality improvement.
Maslow’s Hierarchy of Needs: basic survival, safety/security, social, esteem, and self
actualization needs.
Leadership Characteristics that Build and Maintain Followership: Sense of purpose,
Self discipline, Honesty, Credibility, Common sense, Stamina, Commitment, and
Steadfastness.
28. Summary
Leadership and Change: Develop a change picture, Communicate the change picture,
Involve stakeholders in making the change, Make specific assignments, Monitor, and
Update policies, procedures, and all related documentation.
Servant leaders and stewards set an example of putting their employees, customers,
organizations and community ahead of their own personal needs.
Leaders fall prey to the negative influences of followers when they make mistakes
such as letting the majority rule, being fooled by flattery, and relying too heavily on
knowledgeable advisor.
Keep the organization’s vision and values uppermost in your mind: How does the
follower’s recommendation square with where you are trying to take the organization,
core values of the organization, your core values?
