In current organizations, total quality management is a great success factor that has to be incorporated to achieve the objectives and goals of the organization. Leadership and total quality management are related because quality awards and frameworks recognize leadership as effective in achieving quality organizational performance. Leadership is therefore considered a key driving force behind the effective execution of the other components of TQM. Leadership is the criterion that is used in weighing the quality of management in the organization, and ISO 9001:2015 includes requirements that have to be demonstrated by top management in recognizing their crucial roles in management. Leaders must ensure excellent performance, which is determined by their role in creating an organizational focus o action, including transformational change in the organization’s culture and structure. This article aims to assess the effectiveness of leadership styles employed by managers and supervisors in a local quality-focused organization. In evaluating leadership effectiveness in quality management, it is essential to consider key aspects such as leadership style, strategic alignment, employee empowerment, and continuous improvement; the article explores the relationship between leadership styles and Total Quality Management (TQM) practices.
Development in the Field
In recent years, quality management has seen substantial changes that have improved our comprehension of leadership within the field. Two articles by Lakshman (2006) and Laureani and Antony (2017) focus on the principles of Total Quality Management (TQM) and employee participation and offer insights into leadership qualities for quality management. These papers close the gap between quality management and leadership philosophy by emphasizing the value of incorporating quality management ideas into overarching organizational strategies like Lean Management, Six Sigma, and Agile techniques (Laureani & Antony, 2017). Leading quality-focused businesses more successfully has benefited from incorporating quality management ideas into leadership theories and understanding leadership traits unique to different approaches.
The significance of leadership in adjusting to shifting market dynamics, technical improvements, and changing consumer expectations has recently come to light in the field of quality management. In order to effectively manage quality, leaders must be adaptive, flexible, and receptive to new ideas (Anderson et al., 1994). Leaders now have the chance to use real-time insights and make data-driven choices to improve quality management procedures thanks to the integration of digital technologies like data analytics, automation, and artificial intelligence.
Leadership style greatly influences the success and implementation of quality management initiatives. Transformational leadership positively impacts the adoption of total quality management practices. Transformational leaders inspire and motivate employees to perform beyond their interests and work collaboratively to improve quality (Bouranta, 2020). Transformational leaders create a quality and continuous learning culture by promoting a shared vision, providing support and fostering creativity and innovations. Effective leadership in quality management may involve a combination of different leadership styles, such as servant, transactional, participative, autocratic or Laissez-Faire leadership, depending on the specific context and needs of the organization. TQM gurus such as Deming, Juran and Crosby recognize the significant role of leadership in quality management (Lakshman, 2006). Achieving optimal results in quality management flexibility, adaptability and ability to tailor leadership to different situations and individuals. Tailoring leadership approaches to different situations and individuals.
Effective leaders in quality management ensure that quality objectives align with the organization’s overall strategic goals. They communicate the importance of quality throughout the organization and integrate quality management practices into the core business processes. This alignment ensures that quality becomes integral to the organizational culture and decision-making at all levels (Bouranta, 2020). The leaders ensure that various elements of the organization, including values, vision, mission, employees, processes and other strategies, work together towards a common goal. Some of the importance of strategic alignment are clarity of direction, improved decision-making, resource optimization, enhanced collaboration and engagement, and agility and adaptability. Applying strategic alignment in effective leadership ensures improved performance, stakeholders’ satisfaction, long-term sustainability, and competitive advantage (Lakshman, 2006). Although strategic alignment is beneficial, it faces various challenges, such as resistance to change, lack of clarity and measurements, siloed thinking and communication, and a shifting external environment. Overcoming these challenges requires effective communication, change management, continuous monitoring and adaptation. Organizations should foster open communication, collaboration, and shared accountability to overcome siloed thinking and facilitate effective strategic alignment.
Leadership in quality management involves empowering employees to contribute actively to quality improvement efforts. Leaders provide training and resources to enhance employees’ skills and knowledge of quality management tools and methodologies. They encourage participation in problem-solving, decision-making, and quality circles, fostering a sense of ownership and engagement among employees. Empowered employees are more likely to proactively identify and address quality issues, leading to continuous improvement. Leadership in quality management embraces a culture of continuous improvement. Effective leaders encourage a mindset of ongoing learning, experimentation, and innovation (Lakshman, 2006). They establish systems and processes that support identifying, analyzing, and resolving quality issues. By promoting a culture that values learning from mistakes and sharing best practices, leaders create an environment conducive to continuous improvement and organizational excellence.
Applicability to Practice
Transformational leadership may significantly improve quality management in firms that prioritize quality. Leaders may encourage a feeling of purpose and excitement in their team members by inspiring and motivating them toward a common quality goal. As a result, there may be an increase in interest and dedication as well as intellectual stimulation, unique contemplation, and idealized impact. Managers may encourage a culture of personal growth and learn by adjusting their leadership support to each employee’s requirements. It will eventually help to increase overall quality (Bouranta, 2020). However, these concepts may only sometimes be applied practically depending on the organizational environment, sector, and cultural considerations (Bouranta, 2020). It is advised that leadership methods be modified and tailored to meet certain requirements and difficulties.
Strengths and Weaknesses
Bouranta (2020), in his article on the influence of transformational leadership on TQM practices, utilizes empirical data so that it can be able to strengthen the validity of the findings. It is this approach that enhances the reliability and credibility of the research. A clear understanding of transformational leadership and TQM provides a solid theoretical framework for the study, allowing for more accurate evaluations of the relationship between the two constructs. The article offers valuable practical implications for managers and supervisors, emphasizing the importance of transformational leadership in fostering TQM practices (Bouranta, 2020). These insights can guide organizations in improving quality management (Lakshman, 2006). Apart from these strengths, the articles have several limitations, which include limited contextual generalizability where the study has focused on the local organization, which may limit the generalizability of the findings to other industries or cultural contexts. Replication studies in diverse settings would strengthen the external validity of the research (Bouranta, 2020). Also, there is potential self-reporting bias. Additional objective measures could have enhanced the study’s robustness.
References
Anderson, J. C., Rungtusanatham, M., & Schroeder, R. G. (1994). A theory of quality management underlying the Deming management method. Academy of Management Review, 19(3), 472-509. https://doi.org/10.5465/amr.1994.9412271808
Bouranta, N. (2020). Does transformational leadership influence TQM practices? Comparison analysis between manufacturing and service firms. The TQM Journal, 33(3), 706-728. https://doi.org/10.1108/TQM-12-2019-0296
Lakshman, C. (2006). A theory of leadership for quality: Lessons from TQM for leadership theory. Total Quality Management & Business Excellence, 17(1), 41-60. https://doi.org/10.1080/14783360500249729
Laureani, A., & Antony, J. (2017). Leadership characteristics for lean six sigma. Total Quality Management & Business Excellence, 28(3-4), 405-426. https://doi.org/10.1080/14783363.2015.1090291
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