QUALITY MANAGEMENT
Leadership Styles (US Army)
US ARMY (46 YEARS) (1973)
 Authoritarian or autocratic
 Participative or democratic
 Delegative or Free Reign Leadership
Authoritarian or autocratic
 I want you both to…tell their employees
what they want done and how they want
it accomplished, without getting the
advice of their followers.
Participative or democratic
 Let’s work together to solve
this…including one or more employees
in the decision making process
(determining what to do and how to do
it)
Delegative or Free Reign Leadership
 You two take care of the problem while I
go…allows the employees to make the
decisions. However, the leader is still
responsible for the decisions that are
made.
Forces that influence the style to be used:
o How much time is available?
o Are relationships based on respect and
trust or on disrespect?
o Who has the information — you, your
employees, or both?
o How well your employees are trained
and how well you know the task.
o Internal conflicts.
o Stress levels.
o Type of task. Is it structured,
unstructured, complicated, or simple?
o Laws or established procedures such as
HSE or training plans.
Leadership style to use:
AUTHORITARIAN
Using an authoritarian style on a new employee
who is just learning the job.
The leader is competent and a good coach.
The employee is motivated to learn a new skill.
The situation is a new environment for the
employee.
PARTICIPATIVE
Using a participative style with a team of
workers who know their job.
The leader knows the problem, but does not
have all the information.
The employees know their jobs and want to
become part of the team.
DELEGATIVE
Using a delegative style with a worker who
knows more about the job than you.
You cannot do everything and the employee
needs to take ownership of her job!
In addition, this allows you to be at other
places, doing other things.
Using all three:
Telling your employees that a procedure is not
working correctly and a new one must be
established (authoritarian).
Asking for their ideas and input on creating a
new procedure (participative).
Delegating tasks in order to implement the new
procedure (delegative).
A good leader uses all three styles, depending
on what forces are involved between the
followers, the leader, and the situation.
QUALITY MANAGEMENT

LEADERSHIP

Quality Begins at The Top

Leadership holds the key to the door of

continuous improvement. However, if the key
stays in the pockets of the leaders, then the
organization has no chance of becoming a
quality leader.

Scattered improvements may happen

through a quality champion.
Everyone may be trained with the
fundamentals of quality and urge their
involvement.
May even win an award from a
customer.

But without clear and consistent leadership, the

company will never be a quality leader.

Its management system will never be sound and

efficient.

Improvement efforts will eventually be replaced

by intriguing new management fad.

Four Steps to Quality Leadership

1. Commit to Quality
2. Know the Company’s systems and values
3. Participate in the quality process
4. Integrate Quality into the management
model.

Three Transformational Leadership Behavioral

Dimensions

1. Charismatic Leadership
2. Individual Consideration
3. Intellectual Stimulation

Six Leadership Requirements

1. Courage
2. Dependability
3. Flexibility
4. Integrity
5. Judgment
6. Respect for Others