Leadership ethical dimension: a requirement in TQM implementation

González, Tomás F.; Guillén, Manuel

doi:10.1108/09544780210425892

Cited by 36 publications

(38 citation statements)

References 28 publications

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“…He points out how total quality management requires leadership which will have an impact on behaviour modification and changing people's attitudes. Other writers also emphasise the importance of leadership (Hansson, 2001;Kanji and Moura E Sa Â , 2001;Rao Tummala and Tang, 1996) and the requirement of a leader who can develop trust based on past behaviour (Carroll, 2000;Godfrey et al, 1997;Harris and Hartman, 1992) and ethical leadership (Gonza Â lez and Guille Ân, 2002). A study of UK hotel chains has suggested that effective communication is a primary requirement of effective strategy implementation, although it does not guarantee the effectiveness of the implementation (Peng and Littlejohn, 2002).…”

Section: Models Excellence and Implementation Issuesmentioning

confidence: 97%

The challenges of implementing quality in the Irish hotel industry

Keating

Harrington²

2003

Journal of European Industrial Training

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This paper reviews the literature on the implementation of quality programs in the Irish hotel industry. Through a review of the literature in service quality, empowerment, and strategy implementation, key issues that affect the achievement of quality are identified. Many quality programs fail from lack of commitment on the part of senior management, middle management, and front-line employees. Quality management is focused on involvement, communication, and teamwork; but studies show that the management of quality in contemporary hospitality organisations is lacking in these dimensions. The integrative nature of the European Foundation for Quality Management (EFQM) model for business excellence might provide a useful framework for quality implementation in Irish hotels, and it is concluded that further research should be conducted to consider the potential of such frameworks in an Irish context.

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Section: Models Excellence and Implementation Issuesmentioning

confidence: 97%

The challenges of implementing quality in the Irish hotel industry

Keating

Harrington²

2003

Journal of European Industrial Training

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“…Gonzalez and Guillen (2002) carried on the discussion of the administrator's leadership style and ethical belief influence on TQM implementation, and the results of the study showed that leadership really has suitable influence on TQM. This meant that the relationship between leader and followers was setting up in the followers' trust, which appealed to the leader.…”

Section: Continuous Improvementmentioning

confidence: 98%

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

Chih

Yuan

2009

Total Quality Management & Business Excellence

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This research investigates the relationship between leadership style, total quality management and organisational commitment, as well as the strength of their manifest indicator. Based on recent literatures, this research uses structural equation modelling to develop a framework. Using data collected from 376 total quality management participants in high-tech industries, the empirical results indicate a strong and positive relationship between leadership style, total quality management, and organisational commitment. Moreover, the findings suggest that transformational leadership is better than transactional leadership in leadership style. Furthermore, the importance of total quality management implementation followed by continuous improvement, top management role, customer focus and teamwork; and effort commitment is the most factor of organisational commitment. Finally, total quality management mediates the effects of leadership style on organisational commitment.

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“…The discussion is based on empirical data obtained from the questionnaires and is supplemented by information obtained during the face-to-face interviews with informants from all the four local authorities. Seven variables which researchers such as Ahmad Sarji (1996a), Saffiee (2000), Gonzalez and Guillen (2002) and Kafayah Amar and Zuraidah Mohd Zain (2002) have argued are essential elements in the implementation of quality management are included in the discussion. Exploratory factor analysis (EFA) was used to identify the perceived factors which determine the successful implementation of quality management.…”

Section: Findings and Discussionmentioning

confidence: 99%

“…Teamwork is also an important factor that contribute to the successful implementation of quality management in an organisation (Ahmad Sarji, 1966a;Saffiee, 2000;Gonzalez & Guillen, 2002). Teamwork needs to be practised in a number of forms.…”

Section: Literature Reviewmentioning

confidence: 99%

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Determinants of Successful Implementation of Quality Management Systems in Local Government Administration in Sarawak, Malaysia

Sarok¹

2013

AJBR

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Quality management has taken root in the Malaysian public sector in the mid 1990s. Likewise local authorities in Sarawak begin to embark on implementing Total Quality Management (TQM) and MS ISO 9000. In relation to this, a study was carried out on the implementation of TQM and MS ISO 9000 at four local authorities in Sarawak, namely Dewan Bandaraya Kuching Utara (DBKU), Padawan Municipal Council (PMC), Serian District Council (SDC) and Bau District Council (BDC), to determine the factors which influence the success of implementing quality management in the local authorities. The convenience sampling techniques was used to collect data from the respondents. There were 240 employees or internal customers from all the local authorities who were directly involved with the implementation of quality management programmes responded to the self-administered questionnaires. They were asked to relate their experiences on factors which contribute to the successful implementation of quality management programmes at the local authorities. The findings of the study showed that all four local authorities had successfully implemented quality management and practiced the essential elements such as top management support, strategic quality planning, customer focus, teamwork and quality assurance. The benefits derived from the implementation of quality management include providing better service quality to the external customers, better teamwork, increased efficiency, job satisfaction, and maintaining a better organizational culture. The study shows that the successful implementation of quality management in the four local authorities are strongly related to factors such as top management support, strategic quality planning, customer driven, teamwork, training and recognition, good performance appraisal and quality assurance.

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Leadership ethical dimension: a requirement in TQM implementation

Cited by 36 publications

References 28 publications

The challenges of implementing quality in the Irish hotel industry

The challenges of implementing quality in the Irish hotel industry

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

Determinants of Successful Implementation of Quality Management Systems in Local Government Administration in Sarawak, Malaysia

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