Leadership for Performance Excellence

1
Chapter 10

• Leadership for Performance Excellence

2
Importance of Leadership

• Demings 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 Mintzbergs 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 followers 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