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The 5 Level

of Leadership

Umer Farooq

MBA(ENGG) 0834

1
Position
Position is lowest level of leadership
Never a leader at this level, only a boss
Have subordinates not team members
Rely on rules, regulations, policies and organization charts to control their people.
People will only follow within stated boundaries of their authority
Does not require effort or ability to achieve this level.
Your only influence comes by way of your job title--a poor substitute for influence.
Every leader aspire to grow beyond this level.

2
Permission
First real step into leadership
When you like people and treat them like individuals, you begin to develop
influence with them.
People do more than merely comply with orders and start to follow.
Build solid, lasting relationships.
Work together with their leader and change working environment
Agenda is not preserving position but instead its getting to know their people
and figuring out how to get along with them.

3
Production
Qualify and separate true leaders
Result oriented.
Not only productive individual but team also..
No one can fake Level 3.
Level 2 Level 3 jump requires self-discipline, work ethic , organization or
skill to be productive.
Take people to the next level of effectiveness.
Results of hitting level 3: work gets done, morale improves, profits go up,
turnover goes down, and goals are achieved.

4
People
Development
Leaders must transition from producer to developers
People are any organizations most valuable asset.
Leaders become great not because of their power but because of their ability to
empower others.
You now have more leaders on team
Focus on people development, 20% on personal productivity and 80% on
development.
Teamwork and performance goes to very high level here.
Level 4 leaders change the lives of people they lead.

5
Pinnacle
Highest and most difficult level of leadership.
Levels 1-4 can be learned.
Level 5 requires not only effort, skill and intentionality, but also a high level of
talent.
Only naturally gifted leaders ever make it to this level.
Create a legacy of leadership in organization they serve.
Reproducing place which make greatest impact of their lives.
Handle as many great challenges.

The Role of Leadership in Total Quality


Management (TQM)

Abu Bakar Khan

MBA(ENGG) 0812

The Role of Leadership in TQM


Overlooked in the past
Without sound leadership, the quality control process would be likely far less effective.
Participation of all of its members.
Continuous success.

Create the proper environment


Team work environment.
Lead with kindness and intention.

Lead by example
Leader can get people to willingly follow them
Do what you say to build trust

Consider the wants of all stake holders


Owners, employees, suppliers, local communities and the general
public these stake holders form a vital part

Leader teach, train and coach employees


Define tasks
Clearly define the objectives

Develop challenging objectives and targets


Foster constant growth
Improving the standards of goals
Increase Productivity

Deming 14 Points on Total Quality


Management

Umair Anwar

Zafar Javed

Faisal Tariq

About DR. W. Edwards Deming

Was an American engineer, statistician, professor,


author, lecturer, and management consultant.
Deming received his electrical engineering degree
from the University of Wyoming and his Ph.D. in
mathematical physics.

About DR. W. Edwards Deming

Deming was a professor of statistics at New York University's graduate school of


business administration.

He also taught at Columbia University's graduate school of business.


Awards: National Medal of Technology and Innovation, Shewhart Medal, Wilks
Memorial Award

14 Points on Total Quality Management

DR. W. Edwards Deming offered 14 key principles for management to follow for
significantly improving the effectiveness of a business or organization.

Many of the principles are philosophical. Others are more programmatic.


The points were first presented in his very famous book Out of the Crisis

Constancy of Purpose

Create constancy of purpose for continual improvement


of products and service
Developing the organizations goals and philosophy
Long term view
Stating the Organizations goals and philosophy
Self examination where are we
Developing a Mission Statement

2
Adopt The New Philosophy
Awaken to the challenge, learn your responsibilities, and take on leadership for change
Understanding the Philosophy of never-Ending Improvement

Customer satisfaction
Managing for success instead of failure
Identify and remove barriers to achieving quality
Get everyone involved in the quality journey

Cease the need for mass inspection

Eliminate the need for mass inspection as the way of life to


achieve quality by building quality into the product in the
first place.
Replacing mass inspection with Never-Ending
improvement
Develop a plan that minimizes the total cost of
incoming materials and final product
Inspect all or none rule
Commit to examining the process over time

End the Practice of Awarding Business on Price Tag

Instead, minimize total cost. Move toward a single supplier for any one item, on a longterm relationship of loyalty and trust.

Changing the philosophy of purchasing


Price has no meaning without a measure of quality being purchased do not make
cost the sole decision factor
Move from multiple to single source relationships
Long term relationship between the vendor and buyer
The lowest price or bidder means poorer quality

Improve every process

Improve constantly and forever the system of production and service, to improve quality
and productivity, and thus constantly decrease costs.
Improving the system
Management has responsibility for the system
Continual reduction of waste
Continual improvement in quality in every activity
Use of Control Charts, flow Charts, Check Sheets, Pareto Diagrams, Brainstorming,
Fishbone (cause and Effect), Histograms, Scatter Diagrams for managing quality
Shewhart Cycle Plan/Do/Check/Act

6
Institute training on the job
Build a foundation of common knowledge
Allow workers to understand their role

7
Adopt and institute leadership

Dont simply supervise


Provide support and resources so that each staff member can do his or her best.
Be a coach instead of a policeman

8
Drive out fear

Allow people to perform at their best


Ensuring that they are not afraid to express ideas .
Encourage them to look for better ways to do things.

9
Break down barriers between staff areas

People in research, design, sales and production must work as a team to reduce the
problems of production

10
Eliminate slogans, exhortations and targets for the
workforce
Let people know exactly what you want
Dont make them guess
Dont let words and nice sounding phrases effective leadership

11
ELIMINATE ARBITRARY NUMERICAL TARGETS
Numerical targets are irrelavant
Focus on quality, not quantity
Continuous improvement in quality and productivity will motivate workers.
Substitute leadership

12
PERMIT PRIDE OF WORKMANSHIP
Allow everyone to express their potential
Treat all employees the same
Do not encourage the competition in the workplace
Everyone is the integral part of organizational success

13
ENCOURAGE EDUCATION
Employees must be up to date
Employees must grow
Encourage self improvement
Prepare for future changes and challenges

14
TAKE ACTION TO ACCOMPLISH THE
TRANSFORMATION
Put everybody in the company to accomplish the transformation.
Use of PDCA cycle
Create a vision and program to include and inspire every employee

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