Leadership

Contents
a. Definition i. Quality Council
b. Characteristic of j. Core Values,
Quality Leaders Concepts, and
Framework
c. Leadership Concepts k. Quality Statements
d. The 7 Habits of Highly l. Strategic Planning
Effective People m. Communications
e. Ethics
f. The Deming
Philosophy
g. Role of TQM Leaders
h. Implementation
a. Definitions
• A leader as one who instills purposes, not one who
controls by brute force
• A leader strengthens and inspires the followers to
accomplish shares goals
• Leaders shape the organization’s values, promote the
organization’s values, protect the organization’s values
and exemplify the organization’s values

• Seorang pemimpin sebagai orang yang menanamkan keperluan, tidak seorang pun
yang mengontrol dengan kekerasan
• Seorang pemimpin memperkuat dan mengilhami para pengikut untuk mencapai
tujuan saham
• Pemimpin membentuk nilai-nilai organisasi, mempromosikan nilai-nilai organisasi,
melindungi nilai-nilai organisasi dan memberi contoh nilai-nilai organisasi
b. Characteristics of Quality
Leaders
(12 behavior that successful quality leaders demonstrate)
1. Mereka memberikan prioritas perhatian kepada
kebutuhan internal dan eksternal dan pelanggan
mereka. Mereka terus-menerus mengevaluasi
perubahan kebutuhan pelanggan
2. Mereka memberdayakan, bukan mengontrol
bawahan
3. Mereka menekankan perbaikan daripada
pemeliharaan
4. Mereka menekankan pencegahan
5. Mereka mendorong kolaborasi dan bukan kompetisi
6. Mereka melatih dan dan bertindak sebagai pelatih,
daripada bertindak sebagai pengawas
b. Characteristics of Quality
Leaders
(12 behavior that successful quality leaders demonstrate)
7. Mereka belajar dari masalah
8. Mereka terus mencoba untuk memperbaiki komunikasi
9. Mereka terus-menerus menunjukkan komitmen mereka
terhadap kualitas
10. Mereka memilih pemasok berdasarkan kualitas, bukan
harga
11. Mereka membangun sistem organisasi untuk
mendukung upaya kualitas
12. Mereka mendorong dan mengakui usaha tim
c. Leadership Concepts
Seorang pemimpin memahami bahwa:

• Orang, secara berlawanan, perlu keamanan dan kemerdekaan pada

waktu yang sama
• Orang sensitif terhadap imbalan dan hukuman namun juga kuat
motivasi diri
• Orang-orang suka mendengar kata-kata semacam pujian. Pujilah
orang yang melakukan sesuatu yang benar, sehingga Anda dapat
menepuk mereka dari belakang
• Orang-orang hanya dapat memproses beberapa fakta pada suatu
waktu: dengan demikian, seorang pemimpin perlu untuk menjaga
hal-hal sederhana
• Orang-orang percaya reaksi berdasarkan insting lebih dari data
statistik
• Orang-orang tidak percaya retorika seorang pemimpin jika kata-kata
yang tidak sejalan dengan tindakan pemimpin
d. The 7 Habits of Highly
Effective People
• The Seven Habits of Highly Effective
People, pertama kali diterbitkan pada
tahun 1989, adalah sebuah buku self-
help yang ditulis oleh Stephen R. Covey.
• Telah terjual lebih dari 15 juta kopi
dalam 38 bahasa sejak pertama kali
diterbitkan, yang ditandai dengan
pelepasan edisi ulang tahun ke-15 pada
2004.
• Covey berpendapat ini dicapai dengan
menyelaraskan diri pada apa yang dia
sebut prinsip-prinsip "true north" etika
karakter yang dia percaya untuk
menjadi universal dan abadi.
The 7 Habits
Dependence to Independence
• Habit 1: Be Proactive: Principles of Personal Choice
• Habit 2: Begin with the End in Mind: Principles of
Personal Vision
• Habit 3: Put First Things First: Principles of Integrity &
Execution
Independence to Interdependence
• Habit 4: Think Win/Win: Principles of Mutual Benefit
• Habit 5: Seek First to Understand, Then to be
Understood: Principles of Mutual Understanding
• Habit 6: Synergize: Principles of Creative Cooperation
Continual Improvement
• Habit 7: Sharpen the Saw: Principles of Balanced Self-
Renewal
 Habit 1: Be Proactive
• Being proactive means taking responsibility for
The 7 Habits

your life
• Proactive behavior is a product of conscious
choice based on values not on feeling (reactive
behavior)
• Reactive people let circumstances, conditions,
or their environment tell them how to respond
The 7 Habits

Reactive Proactive
There’s nothing I can do Let’s look at our alternatives
She make me so mad I control my own feelings
I have to do that I will choose an appropriate
response
I can’t I choose
I must I prefer
Things are getting worse What initiative can we use?
 Habit 2: Begin with the End in
Mind
• The fundamental application of this habit is to
The 7 Habits

begin each day with an image , picture, or

paradigm of the end of your life
• Develop a personal philosophy, like example
items below:
– Maintain positive attitude
– Exercise daily
– Do not fear mistake
– Read leadership book monthly
 Habit 3: Put First Things First
• Time Management Matrix
The 7 Habits

Urgent Non Urgent

impo I II
rtant Crises, fire-fighting Prevention, PC
Pressing problems Relationships building
Deadline driven projects Recognizing new opportunities
Planning, recreation
No III IV
impo Interruptions, pressing matters Trivia, busy work
rtant Some mails, calls, reports Time wasters
Some meetings, proximate Pleasant activities
Popular activities
 Habit 4: Think Win-Win
• Win-win is a frame of mind and heart that
The 7 Habits

constantly seeks mutual benefit in all human

interactions
• Win-win embraces five independent dimensions
of life-character, relationships, agreements,
systems, and processes
• Four step to obtain win-win”
– See the problem from the other viewpoint
– Identify the key issues and concerns
– Determine acceptable results
– Seek possible new options to achieve those results
 Habit 5: Seek First to Understand,
The to Be Understood
• Seek first to understand involve a paradigm shift
The 7 Habits

since we usually try to be understood first.

• Empathic Listening is the key to effective
communication
• The second is to be understood.
• Covey use three sequentially arrange Greek
• Ethos is your personal credibility or character
• Pathos is the empathy you have with the other
person’s communication
• Logos is the logic or reasoning part of your
presentation
 Habit 6: Synergy
• Synergy means that
The 7 Habits

the whole is greater than the parts.

• A way of working in teams. Apply effective
problem solving. Apply collaborative decision
making. Value differences. Build on divergent
strengths. Leverage creative collaboration.
Embrace and leverage innovation.
• It is put forth that when synergy is pursued as a
habit, the result of the teamwork will exceed the
sum of what each of the members could have
achieved on their own. “The whole is greater
than the sum of its parts.”
 Habit 7: Sharpen the Saw
• It will cut faster
The 7 Habits

• It’s renewing the four dimension of your nature

• Physical  good nutrition, rest & relaxing
• Spiritual  prayer, meditation & spiritual reading
• Mental [intellectual] reading, seminar & writing
• Social/emotional  our lives are tied together

• The degree people live by this inspired

conscience, they will grow to fulfill their natures;
to degree that they do not, they will not rise
above the animal plane
e. ETHICS
• “How Ethics Can Improve Business
Success” [Dean L. Bottorff]
• Ethics is a body of principles or standards
of human conduct that govern the
behavior of individuals and organizations
• Because individuals have different concept
of what is right, the organization will need
to develop the standards or code of ethics
for
 The Root Causes of Unethical
Behavior
1. Organization favor their own interests above the well-
Ethics

being of their customers, employees, or the public

2. Organizations reward behavior that violates ethical
standards, such as increasing sales through false
advertising
3. Organizations encourage separate standards of
behavior at work than at home, such as secrecy and
deceit versus honesty
4. Individuals are willing to abuse their position and power
to enhance their interests, such as taking excessive
compensation for themselves off the top before other
stakeholder receive their fair share
 5. Managerial values exist that undermine integrity, such
Ethics

as the pressure managers exert on employees to cover

up mistakes or to do whatever it takes to get the job
done, including cutting corners
6. Organization and individuals overemphasize the short-
term result at the expense of themselves and others in
the long run; for example behavior is good based on the
degree of utility, pleasure, or good received, regardless
of the effect on others
7. Organization and manager believe their knowledge is
infallible and miscalculate the true risks, such as when
financial managers invest organizational funds in high-
risk options trading
 Ethics Management Program
1. Ethics management program needs to address pressure,
Ethics

opportunity, and attitude. Managing ethical behavior requires

commitment, new policies and procedures, continuous
improvement, and investment in appraisal, prevention, and
promotion.
2. The first step is appraisal, which is the analysis of the costs
associated with unethical behavior. These cost can be divided into
the three root causes of pressure, opportunity, and attitude.
3. The second step is prevention, which is the development of a
system that will minimize the costs. Because management has a
good idea of the appraisal cost, this step can proceed
concurrently with Step 1.
4. The third step is promotion, which is the continuous advertising of
ethical behavior in order to develop an ethical organization culture
that is clear, positive, and effective
 Step 1: Appraisal The
Three Root Causes
5. Cost from pressure are those costs from well-intended
Ethics

but unethical decision made under pressure. They

include but are not limited to error, waste, rework, lost
customers, and warranties.
6. Cost from opportunity are those costs from intentional
wrongdoing. They include but are not limited to theft,
overstated expenses, excessive compensation, and
nepotism
7. Costs from attitude are those cost from mistaken
beliefs in unethical from of behavior. They include but
are not limited to errors, waste, rework, lost customers,
and heath care
 Step 2 : Prevention
• Pressure can addressed by being involve
Ethics

in the development of goals and values

and developing policies that allow for
individual diversity, dissent, and decision-
making input.
• Opportunity can be addressed by
developing policies that encourage and
protect whistleblowers and require the
existences
 f. The Deming Philosophy
The Deming Philosophy

1. Create and Publish the Aims and Purposes of

the Organization
Create constancy of purpose toward improvement of
product and service, with the aim to become
competitive and stay in business, and to provide jobs.
2. Learn the New Philosophy
Adopt the new philosophy. We are in a new economic
age. Western management must awaken to the
challenge, must learn their responsibilities, and take
on leadership for change.
 f. The Deming Philosophy
The Deming Philosophy

3. Understand the Purpose of Inspection

Cease dependence on inspection to achieve quality.
Eliminate the need for inspection on a mass basis by
building quality into the product in the first place.
4. Stop Awarding Business Based on Price Alone
End the practice of awarding business on the basis of
price tag. Instead, minimize total cost. Move towards a
single supplier for any one item, on a long-term
relationship of loyalty and trust.
 f. The Deming Philosophy
The Deming Philosophy

5. Improve Constantly and Forever the System

Improve constantly and forever the system of
production and service, to improve quality and
productivity, and thus constantly decrease costs.
6. Institute Training
Institute training on the job.
7. Teach and Institute Leadership
Institute leadership. The aim of supervision should be
to help people and machines and gadgets to do a
better job. Supervision of management is in need of
overhaul, as well as supervision of production workers.
 f. The Deming Philosophy
The Deming Philosophy

8. Drive Out Fear, Create Trust, and Create a

Climate for Innovation
Drive out fear, so that everyone may work effectively
for the company.
9. Optimize the efforts of Teams, Groups, and
staff Areas
Break down barriers between departments. People in
research, design, sales, and production must work as
a team, to foresee problems of production and in use
that may be encountered with the product or service.
 f. The Deming Philosophy
The Deming Philosophy

10. Eliminate Exhortation for the Work Force

Eliminate slogans, exhortations, and targets for the
work force asking for zero defects and new levels of
productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality
and low productivity belong to the system and thus lie
beyond the power of the work force.
11. a. Eliminate Numerical Quotas for the Work
Force
Eliminate work standards (quotas) on the factory floor.
Substitute leadership.
11. b. Eliminate Management by Objective
Eliminate management by objective. Eliminate
management by numbers, numerical goals. Substitute
leadership. .
 f. The Deming Philosophy
The Deming Philosophy

12. Remove Barrier That Rob People of Pride of

Workmanship
a. Remove barriers that rob the hourly worker of his right to
pride of workmanship. The responsibility of supervisors
must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and in
engineering of their right to pride of workmanship. This
means, inter alia," abolishment of the annual or merit rating
and of management by objective .
13. Encourage Education and Self-Improvement for
Everyone
Institute a vigorous program of education and self-
improvement.
14. Take Action to Accomplish the Transformation
Put everybody in the company to work to accomplish the
transformation. The transformation is everybody's job.
g. Role of TQM Leaders
• Everyone is responsible for quality, especially senior
management and the CEO; however, only the latter can
provide the leadership system to achieve result.
• Senior management has numerous responsibilities.
• The idea is to let employees think for themselves
• Senior managers must stay informed on the topic of
quality improvement by reading books and articles
• Senior manager must find time to celebrate the success
of their organization’s quality efforts by personally
participating in award and recognition ceremonies
• Senior manager must be visibly and actively engaged in
the quality effort by serving on teams, coaching teams,
and teaching seminar
• Senior manager must listen to internal and external
customer and supplier through visits, focus groups and
surveys
h. Implementation
• The TQM implementation process begins with senior
management and the CEO’s commitment
• Senior management needs to be in the TQM concept
• Timing of the implementation process can be very
important
• Formation of the quality council
• The active involvement of middle managers and first-line
supervisor is essential to the success of the TQM effort
• Managers should involve union leaders by sharing with
them implementation plans for TQM
• Everyone needs to be trained in quality awareness and
problem solving
• Customer, employee, and supplier surveys must be
conducted to benchmark the attitude of these three
stakeholders
i. Quality Council
The duties of the quality council
1. Develop, with input from all personnel, the core values, vision
statement, mission statement, and quality policy statement
2. Develop the strategic long-term plan with goals and the
annual quality improvement program with objectives
3. Create the total education and training plan
4. Determine and continually monitoring the cost of poor quality
5. Determine the performance measures for the organization,
approve those for the functional areas, and monitor them
6. Continually determine those project that improve the
processes, particularly those that effect external and internal
customer satisfaction
7. Establish multifunctional project and departmental or work
group teams and monitoring their progress
8. Establish or revise the recognition and reward system to
account for the new way of doing business
j. Core Values, Concepts, and
Framework
• Visionary Leadership
• Customer-Driven Excellent
• Organizational and Personal Learning
• Valuing Employees and Partners
• Agility
• Focus on the Future
• Managing for Innovation
• Management by Fact
• Public Responsibility and Citizenship
• Focus on Results and Creating Value
• Systems Perspective
k. Quality Statement
• Vision Statement
• Mission Statement
• Quality Policy Statement
l. Strategic planning
• Goal and Objectives
• Seven Steps to Strategic Planning
• Annual Quality Improvement Program
Seven Steps to Strategic Planning
1. Customer Needs
2. Customer Positioning
3. Predict the Future
4. Gap Analysis
5. Closing and Gap
6. Alignment
7. Implementation
m. Communications
• Interactive
• Formal