Leadership and quality management – a correlational study between leadership models and quality management principles

Barbosa, Flávia Monize; Gambi, Lillian do Nascimento; Gerolamo, Mateus Cecilio

doi:10.1590/0104-530X2278-16

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Original Article • Gest. Prod. 24 (3) • Jul-Sep 2017 • https://doi.org/10.1590/0104-530X2278-16 copy

Leadership and quality management – a correlational study between leadership models and quality management principles

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract:

Quality management has been established as one of the most important discussion topics in modern management. Among the critical factors for the success of quality management programs, leadership is one of the most cited factor. However, although the relationship between quality management and leadership is clear, it is possible to perceive several gaps of research that can be explored. Thus, the objective of the present study is to explore the relationship between quality management and leadership, using the transformational-transitional leadership model, and Competing Values Framework leadership model. Relationship between leadership models and quality management principles were explored using correlation analysis of Pearson. Although it could not be found significate differences between correlation coefficients for transformational and transitional leadership, some Competing Values Framework leadership styles stand out, showing higher and statistically significate correlation coefficients. Thus, the most important contribution of this study is realizing an initial exploration about the relationship between leadership and quality management principles, pointing tendencies and making way so new studies can extend this knowledge. Here discussed the importance of, in future studies, establishing the same correlations for different participant samples and use, further principles, quality management practices and tools.

Keywords:
Quality management; Leadership; Transformational-transational; Competing values framework

	Transformational	Transactional	Innovator	Coordinator	Broker	Monitor	Producer	Facilitator	Director	Mentor
Mean	0.272	0.197	0.282	0.339^* * p<0.05;	0.385^ p<0.01.	0.283	0.349^* * p<0.05;	0.109	0.233	0.198
Top Management Commitment	0.294^* * p<0.05;	0.230	0.212	0.192	0.297^* * p<0.05;	0.175	0.364^* * p<0.05;	0.164	0.178	0.093
Quality measurement	0.154	0.232	0.245	0.272	0.406^ p<0.01.	0.283	0.335^* * p<0.05;	0.017	0.251	0.097
Training	0.290^* * p<0.05;	0.217	0.282	0.280	0.321^* * p<0.05;	0.276	0.323^* * p<0.05;	0.170	0.166	0.322^* * p<0.05;
Customer Focus	0.071	0	0.211	0.176	0.328^* * p<0.05;	0.184	0.239	0.001	0.076	0.071
Continuous Improvement	0.269	0.086	0.224	0.270	0.353^* * p<0.05;	0.235	0.346^* * p<0.05;	0.084	0.211	0.065
Employee Involvement	0.298^* * p<0.05;	0.198	0.285	0.444^ p<0.01.	0.343^* * p<0.05;	0.279	0.247	0.135	0.259	0.296^* * p<0.05;

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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[1] Source: Quinn (1988)Quinn, R. E. (1988). Beyond rational management: managing the paradoxes and competing demands of high performance. San Francisco: Jossey-Bass..

Producer	This leader is task-oriented and work-focused; presents a high level of interest, motivation and energy; encourages followers to accept responsibility, achieve goals and keep high levels of productivity.
Director	This leader has clear expectations regarding processes like planning and goal setting and focus on decisions to resolve problems; selects alternatives; sets objectives; defines roles and tasks; generates rules and policies; evaluates performances and gives instructions
Broker	This leader maintains the organization’s external legitimacy and acquires resources; is politically astute, persuasive, has influence and power.
Innovator	This leader can easily adapt to changes; conceives and designs changes the organization needs.
Facilitator	This leader promotes collective efforts; builds cohesion and teamwork and manages interpersonal conflicts, mediating disputes through conflict resolution techniques; seeks to resolve problem with the team.
Mentor	This leader promotes people development through an empathic guidance process; listens actively; supports legitimate claims; shows appreciation; praises people and gives credit to people for their achievements.
Monitor	This leader is concerned about knowing the organization’s plans and if people are following the rules and the organization is achieving its goals; is detail-oriented and good at rational analysis and dealing with routine information; solves problems logically.
Coordinator	This leader maintains structure and the system flowing; protects business continuity, minimizing interruptions; performs bureaucratic tasks; reviews and evaluates reports; describes budget; develops and coordinates plans and proposals.