W4L.docx - Quality Strategies and Leadership Management in...

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Quality Strategies and Leadership Management, in any organization, should focus on providing leadership that revolves around creating a quality-oriented focus and culture (this links well to the W2T model discussed in Week 2). Leadership should create a strategic vision and clear quality values revolving around customers, both external and internal, that serve as a basis for business decisions at all levels of the organization. Leaders must set high expectations and motivate employees to do things the employees do not believe they can do (a nice link to the Crosby approach). Human tendency is for people to achieve as much as they are required to do. Effective leaders sense the limit and provide an effective system for employees to achieve their true potential. Leaders should demonstrate substantial personal commitment and involvement in quality by practicing what they preach, thus serving as role models for the entire organization. Leaders should perform key tasks to ensure that quality values and commitment are built into the leadership system as well as into the organizational vision and values (a good link to the responsibilities of quality leaders discussed in Week 2). As you may have learned in other leadership behavior courses, there are various approaches to leadership theories. The trait approach involves discerning how to be a leader by examining the characteristics and methods of recognized leaders. The behavioral approach attempts to determine the types of leadership behaviors that lead to successful task performance and employee satisfaction. The contingency approach holds that there is no universal approach to leadership. Rather, effective leadership behavior depends on situational factors (i.e., who is leading, who is led, and what the situation is) that may change over time.
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The role approach suggests that leaders perform certain roles as dictated by the situation. Emerging theories enhance or extend current theory by attempting to answer questions raised, but not answered, by traditional contingency approaches. For example, attribution theory states that leaders' judgment on how to deal with subordinates in a specific situation is based on the attributions of the internal or external causes of the followers' behaviors. Leadership requires clear values that reflect stakeholder requirements and set high expectations for performance and improvement; provide for a means of building loyalty and teamwork based on the shared values, encouraging initiative and risk taking; and provide a mechanism for leaders to engage in self-examination and improvement. Effectiveness of any leadership system can often be dictated by the organizational structure. Many variations of organization structure exist, but they are all based on one of three forms: line organization, line and staff organization, and matrix organization forms. The line organization is a simple form that is most successful in small firms. It is not used in large organizations, where the line and staff structure is most prevalent. Neither the
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