Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

Abstract

PurposeThe purpose of this paper is to fill a gap in the existing literature that relates leadership style to total quality management (TQM) focus. Specifically, the study evaluates whether and how leadership style may affect the implementation of TQM practices.Design/methodology/approachA structured questionnaire was used to collect data from employees of different organizations operating in the manufacturing (n = 156) and service sectors (n = 147). Exploratory and confirmatory factor analyses as well as structural equation modeling were adopted to test the hypothesized research model.FindingsThe results revealed that transformational leadership has a positive impact in the implementation of TQM practices (e.g., customer focus, process management, human resource management, strategic planning and learning). It was also found that, regardless of industry type, manufacturing or service, transformational leadership has a significantly positive influence on TQM practices. In addition, it was noted that manufacturing companies showed a higher level of TQM practices than did service companies.Originality/valueThis study represents, to the best of the author’s knowledge, the first empirical examination of the relationship between transformational leadership and TQM in the service and manufacturing industries, with the goal of determining the differences between these two sectors. The study's conclusions may be useful for service and manufacturing organizations in achieving more effective leadership in the implementation of TQM.

Factors Affecting Vietnamese Higher Education Quality in the Context of Industry 4.0

“…In TQM, administrative factors which include education management to faculty competence are among the critical indicators for quality achievement. According to Bouranta (2020), leadership decides the quality by motivating the entire organizational culture. The evidence is that strategic planning and performing, curriculum relevance, and proper resources, inclusive of facilities, financing, and professional staff (Hill et al, 2003;Owlia & Aspinwall, 1996;Sahney et al, 2008;Sahney et al, 2003;Telford & Masson, 2005).…”

Asociaciones entre el liderazgo transformador y las prácticas de gestión de la calidad en hoteles españoles

“…Todas estas ideas indican que el liderazgo transformador facilita el desarrollo de prácticas de la gestión de la calidad (Bouranta, 2020). Aunque algún trabajo señala que no hay relación entre el liderazgo transformador y las prácticas de gestión de la calidad (van Assen, 2018), esta revisión de la literatura sugiere que un mayor nivel de liderazgo transformador puede estar asociado a un mayor nivel de desarrollo de estas cuatro prácticas de la gestión de la calidad (estrategia, gestión de las personas, gestión de las alianzas y gestión de procesos).…”

“…El liderazgo es un elemento clave para desarrollar la gestión de la calidad (Koc, 2006;Pereira-Moliner et al, 2012;Wang et al, 2012;Chansatitporn y Pobkeeree, 2019;Lin y Tarí, 2020), y el liderazgo de tipo transformador es el más adecuado para adoptar de una manera eficaz las prácticas de gestión de la calidad (Dean y Bowen, 1994;Waldman, 1994;Yee et al, 2013). Este tipo de liderazgo puede favorecer el desarrollo de prácticas de gestión de la calidad (Laohavichien et al, 2011;Teoman y Ulengin, 2018;Bouranta, 2020) y de mejora continua (Khattak et al, 2020) porque sus características son compatibles con los principios y valores de la gestión de la calidad (Waldman, 1994;Lebracher et al, 2002;Avolio y Bass, 2004;Salagean, 2014). Por ejemplo, un líder transformador identifica los cambios que una organización necesita y crea una visión.…”

Application of Total Quality Management in Developing Quality Assessment Model: The Case of Vietnamese Higher Education

“…Various components of the curriculum such as objective and learning outcomes, inputs, teaching activities, teaching content, teaching methodologies, evaluations, and assessment, teaching facilities have been shown to impact learners' competences (Amin et al, 2020). Leadership is the backbone of continuous quality improvement because it creates a quality culture in the institute through inspiration (Bouranta, 2020;Darling, 1992;Sfakianaki et al, 2018). It can start with the organization's vision and go through all the processes with those involved.…”