Quality Management for Organizational Excellence Lecture/Presentation NotesNine: Leadership and ChangeNine: Leadership and Change (Continued)Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.1Quality Managementfor Organizational ExcellenceLecture/Presentation NotesBy:Dr. David L. Goetsch and Stanley DavisBased on the book Quality Management for Organizational Excellence (Sixth Edition)2Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Nine:Leadership and ChangeMAJOR TOPICSLeadership DefinedLeadership for QualityLeadership Skills: Inherited or Learned?Leadership, Motivation, and InspirationLeadership StylesLeadership Styles in a Total Quality SettingBuilding and Maintaining a FollowingLeadership Versus ManagementLeadership and Ethics3Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Nine:Leadership and Change(Continued)Major Topics ContinuedLeadership and ChangeEmployees and Managers on ChangeRestructuring and ChangeHow to Lead ChangeLessons from Distinguished LeadersServant Leadership and StewardshipNegative Influences on Leaders: How to Counter Them4Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Nine:Leadership and Change(Continued)Leadership is the ability to inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals. Good leaders overcome resistance to change, broker the needs of constituent groups inside and outside the organization, and establish an ethical framework. Good leaders are committed to both the job to be done and the people who must do it. They are good communicators and they are persuasive.5Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Nine:Leadership and Change(Continued)Leadership for quality is based on the following principles: customer focus, obsession with quality, recognition of the structure of work, freedom through control, unity of purpose, looking for faults in the systems, teamwork, and continuing education and training.6Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Nine:Leadership and Change(Continued)Common leadership styles include the following: democratic, participative, goal-oriented, and situational. The appropriate leadership style in a total quality setting is participative taken to a higher level. Leadership characteristics that build and maintain followership are a sense of purpose, self-discipline, honesty, credibility, common sense, stamina, steadfastness, and commitment.7Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Nine:Leadership and Change(Continued)Leaders can build trust by applying the following strategies: Taking the blameSharing the creditPitching in and helpingBeing consistentBeing equitable.To facilitate change in a positive way, leaders must have a clear vision and corresponding goals, exhibit a strong sense of responsibility, be effective communicators, have a high energy level, and have the will to change.8Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Nine:Leadership and Change(Continued)When restructuring, organizations should show that they care, let employees vent, communicate, provide outplacement services, be honest and fair, provide for change agents, have a clear vision, offer incentives, and train.The change facilitation model contains the following steps: Establish the reality of changeCharter the steering committeeDevelop a change visionEstablish antenna mechanismsCommunicate, implement, and incorporate change.9Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Nine:Leadership and Change(Continued)Servant leadership and stewardship go beyond employee empowerment to employee autonomy and seek to create an environment in which employees perform out of the spirit of ownership and commitment.Leaders can counter the negative influence of followers by: Keeping vision and values uppermost in their mindsLooking for disagreement among the advisorsEncouraging truth-tellingSetting the right exampleFollowing their intuitionMonitoring delegated
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