LEADERSHIP

Leader Numerous definitions are available to describe a leader. These definitions have come based on the experiences of successful leaders. For the purposes of TQM, we shall enumerate interrelated core values and concepts in a leader.
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Interrelated Core Values 1. Visionary Leadership 2. Customer driven excellence 3. Organizational and Personal learning 4. Valuing employees and partners 5. Agility 6. Focus on the future
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7. Managing for innovation 8. Management by fact 9. Social responsibility 10. Focus on results and creating value 11. Systems perspective
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These values and concepts are characteristics that are visible in a well performing leader and organisation. By observing successful quality leaders behaviour, some common characteristics have been observed. It is therefore believed that to be a quality leader, the following behavioural characteristics have to be imbibed or adapted.
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Characteristics of Quality Leaders 1. Priority to customers needs 2. Trust and confident in the performance of their sub ordinates 3. Emphasize improvement 4. Emphasize prevention 5. Encourage collaboration rather than competition 6. Train and coach rather than direct and supervise
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Characteristics of Quality Leaders 7. Learn from problems 8. Improve communications. Continuously disseminate information about TQM effort. 9. Demonstrate commitment to quality 10. Choose suppliers on basis of quality and not on price
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Characteristics of Quality Leaders 11. Establish organisational systems to support the quality effort. 12. Encourage and recognise team effort

1. Priority to customers needs. Leaders should step into the shoes of a customer and examine the needs from that position. Customers changing needs are evaluated from that position and solutions are found without compromising on the magnitude of the demand.

2.Empower sub-ordinates and staff. Leaders should trust their sub-ordinates abilities and have confidence that the task would be successfully completed. Providing necessary training, relevant resources and work environment to the sub-ordinates must be accepted by the leader as part of his responsibilities. Controlling has to be replaced by empowerment.

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3.Emphasis is on improvement rather than on maintenance. The size of the improvement is secondary. Small improvements carried out frequently will emerge as a large improvement over a period of time.

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4.Emphasis is on prevention. It is very rare that a perfect development or creation could be made in the first attempt and seldom is the process of development or creation free of errors or void of scope for improvements. In this scenario, it would be wise to prevent incorrigible errors and problems from appearing when creating a product or developing a process.

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5.Encourage collaboration. Any project will be executed only with several functions and departments having roles to perform. In such a situation, groups may compete with one another, may work against each other or withhold information. A leader would in his own way encourage collaboration or synergy and prevent competition.
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6.Train and coach Leaders are aware of the advantages in developing their sub-ordinates. With this in mind, they would focus on training and coaching their sub-ordinates rather than to direct and supervise them.

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7. Problems are meant for learning Leaders are uncomfortable when there are no problems. Problems are sources for learning. Every problem makes a person think of how it occurred, the causes for the same and so on. This leads to finding ways and means of overcoming the problem and ensuring that it does not repeat and in the event it does repeat, the method of solving it is known.

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8.Communication Leaders encourage communications and endeavour to improve communications. They invite relevant messages in line with TQM and exchange relevant results.

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9.Commitment Giving messages on various subjects and expecting everyone in the organisation to strictly adhere to them would turn out to be wishful thinking if the leader fails to demonstrate his commitment and involvement in every one of those messages.

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10.Choice of suppliers Leaders encourage choosing suppliers on the basis of quality and not on cost alone. They recognise the fact that a product has to be made using good raw material, good processing equipment and quality knowledgeable persons. With this clarity, they are aware that any of the three material, processing equipment and person can destroy the cost advantage. A quality knowledgeable person will be the most useful person to prevent any disaster.
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11.Establish systems Systems being vital in any organisation, a leader would establish robust systems to support the quality effort. It is a common practice to appoint a committee to work out the manner in which quality of functioning of the various departments should be measured and several groups are formed and assigned areas that they should periodically assess and take corrective actions, if necessary to return or progress to the desired performance levels.
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12.Team effort Leaders realise that all results are achieved by a team and individuals contribute in achieving those results. With this in mind, they ensure all rewards for results achieved are given to all the members of the team.

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While the leader has to practice the above mentioned characteristics, he has to perform certain tasks and create suitable platforms for the subordinates to discharge their duties. They may be classified as follows. 1. Strategic Planning 2. Customer and Market Priorities 3. Analysis of Data and Information 4. Development of Human Resources 5. Process Management and Improvement 6. Evaluate Results
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Strategic Planning Companies have a vision statement given by the promoters. From the vision statement, mission statements are made to help define a route to reach the destination stated in the vision statement. The vision statement provides a long-term goal and the mission statements provide short-term goals. The leader on his part would invest his time in the following.
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a. Finalising the route to reach the destination and the key or vital business processes that must be complete on time b. Identifying the needs and expectations of the customer and market and aligning them with the organisations goals and objectives c. Providing short term goals and on achieving them, providing the next set of short term goals to ensure that the focus is on these goals.
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While short term goals are achieved, the leader will examine ways and means to merge the short term goals to the long term goals and objectives. d. Ensuring that no activity suffers for want of basic resources. e. Examining ways and methods to meet, overcome competition and achieve business results.

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2. Customer and Market Priorities It is an accepted fact that when people are striving to achieve their targets and are focussed in it, they are likely to miss relevant changes that may occur in other domains, most importantly changes in the preferences and priorities of customers and the market. The leader performs this task by being alive and alert to observe such changes. Arising out of this requirement, the leader will focus on the following.

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a. Market segment that promises good business, key customers to be targeted b. Listening to the customers, determining their key requirements and creating a scheme to meet those requirements

c. Scales and indices to measure customer satisfaction

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d. Building customer relationship management process and work towards building a strong loyal customer base.

e. Ensuring customer complaints are immediately resolved without damages to the customer and finding out ways to avoid repetition of such complaints.

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3. Analysis of Data and Information Based on the premise that One must COMPARE to see and know the DIFFERENCE, To know the DIFFERENCE, one must MEASURE,
One must MEASURE to IMPROVE and What one cannot MEASURE, one CANNOT IMPROVE
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Analysis of data and information is an integral part of TQM. Every process and every activity is measured that this activity of measurement becomes a part of the process and this provides visibility to every employee to see the improvements he has made. Likewise, every employee can see from the results, what the improvements have generated.
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4.Development of Human Resources A leader is conscious that results can never be achieved without people or employees. The results achieved by his employees will take the organisation closer in accomplishing its goals. In order to ensure that the journey is safe, it is mandatory that the employees or the human resources are properly trained, given the necessary skills and empowered.
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5. Process Management and Improvement Processes involve internal customers, external customers, supply partners and business partners. Leaders will design, formulate and implement processes with the customers satisfaction in mind.
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As there are numerous processes and several players, leaders would be receptive to ideas, suggestion and methods to arrive at a win-win situation without any compromise or adverse deviation in costs or customer satisfaction. Most importantly benchmarking and implementing best practices are key activities in process improvements.
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6 Evaluate Results Result refer to all changes in general and business results in particular. Business results in a TQM environment relates to the following. a. Customer Satisfaction b. Operational Performance eg. COG c. Employee Satisfaction and Morale d. Financial Performance e. Market Share and Leadership f. Cost Leadership g. Environmental Management
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1. 2.
3. 4. 5. 6.

Leadership Concepts PEOPLE Need security and independence Sensitive to rewards and punishments Like to hear words of praise Can process only a few facts Trust gut reaction more than data Distrust leader if words and actions are not consistent.
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Ethics Ethics is not a principle or rule or law that is mutually exclusive from quality. The basic similarity between ethic and quality is the fact that both are based on the principle that is to do things right.
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Unethical Behaviour 1. Favour own interests above customers, employees and public 2. Rewards for violating ethical standards like false advertising. 3. Encourage differential standards of behaviour at work and at home. 4. Willing to abuse their positions and power to enhance their interests.
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Unethical Behaviour 5. Undermine integrity, managers exert pressure on employees to cover mistakes 6. Overemphasise short term results at the expense of themselves and others in the long run. 7. Miscalculation of true risks and invest funds in high risk options trading
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Ethics Management Program An ethics management program needs to address pressure, opportunity and attitude. It involves investments in appraisal, prevention and promotion.

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Eth Mangemt Prgm Appraisal Pressure and include errors, waste, lost customers and warranties. Opportunity Intentional wrongdoing and include theft, overstated expenses, excessive compensation and nepotism Attitude Mistaken beliefs in unethical forms of behavior & include health care.
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Eth Mangemt Prgm Prevention P involved in development of goals, policies that allow diversity, dissent and decision making input O policies that protect whistleblowers, encourage ombudsmen solve problems internally A ethics training, recognising ethical conduct, perf app to include ethics
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Eth Mangemt Prgm Promotion Continuous advertising of ethical behaviour, philosophy is written down, clarify ethical issues, act on facts, consider consequences before acting, test with questions is it legal, is it right, is it beneficial to all involved, how would I feel if it appears in news headlines. These rules apply to all.
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The Deming Philosophy 1. Create and publish the aims and purposes of the organisation (includes investors, customers, suppliers, employees, the community) 2. Learn the new philosophy never ending improvement, refuse to accept non-conformance, customer satisfaction is priority 1, aim at defect prevention and not defect detection.
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3. Understand purpose of inspection - improve process and reduce cost, apply sampling techniques 4. Stop awarding business (on price) Avoid business based on low bid, have single supplier for each item, develop long-term relationship of loyalty and trust to provide improved product and services.
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5. Improve constantly and forever the system focus is on preventing problems before they happen, remove causes and improve process 6. Institute Training on statistical methods and be used to monitor the need for further training 7. Teach and Institute Leadership
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8. Drive out fear, create trust and create a climate for innovation Removing fear job security, physical harm etc will lead to a climate that provides ideas for improvement. 9. Optimize the efforts of teams, groups and staff areas training in teamwork and multifunctional teams to be implemented.
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10. Eliminate exhortations for the work force avoid exhortations without providing improvement methods and techniques. 11a. Eliminate numerical quotas for work force improve focus on quality rather than on quantity 11b. Eliminate Management by Objective learn the capabilities of the processes and improve them.
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12. Remove barriers that rob people of pride of workmanship when employees are proud of their work, they will grow to the fullest extent of their job. 13. Encourage education and selfimprovement for everyone a long term commitment to continuously train and educate people must be made by the Management.
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14. Take action to accomplish the transformation Management must accept responsibility for the never-ending improvement of the process, has to create a corporate structure to implement the philosophy, a cultural change from the business as usual attitude.
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