Quality Management Journal vol. 20 issue 3 - July 2013
Abstract: This is the second in a series of two articles that describe the results of a qualitative, multiple case study that used grounded theory methods based on in-depth interviews with 14 CEOs who led successful organization transformations, resulting in recognition as a Malcolm Baldrige National Quality Award recipient. A framework for leading the transformation to performance excellence (LTPE) from the top is described. The LTPE framework consists of 35 concepts organized into five categories: forces and facilitators of change, leadership approaches, leadership behaviors, individual leader characteristics, and organizational culture. This article (part two of two) explores three of the five categories in depth: leader behaviors, individual leader characteristics, and organizational culture. The elements of each individual component are described along with supporting data, relationships to other components are explained, and linkages to theory are identified. Several current leadership theories are identified and discussed including transformational and transactional leadership, servant leadership, and spiritual leadership. In addition, implications for theory and practice are identified and discussed.
Keywords: Malcolm Baldrige National Quality Award (MBNQA); Case study; Performance excellence; Organizational culture; Grounded theory; Organizational learning; Leadership; Transformation
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