David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 34 (3-4):175 - 189 (2001)
In recent decades, Total Quality Management (TQM) has become an important phenomenon in the world of business, but the implications and scope of quality programs are quite different everywhere. Since different explanations have been given, most authors agree that management commitment and leadership are indispensable elements for a successful TQM implementation. Nevertheless, the study of the literature reflects a terminological confusion on this point. The authors of this paper argue that commitment and leadership are not synonymous terms.While committed managers may lead the process of quality using exclusively their formal authority, those who are leaders generate a kind of influence that goes further than that. This paper suggests a multidimensional perception of leadership and upholds that only by considering the ethical dimension of leadership, together with technical and psycho-emotive ones, it is possible to explain more accurately interpersonal influences beyond the scope of power. As an illustrative example of the importance of considering each dimensions, the authors present two case studies of TQM implementation.
|Keywords||ethics leadership TQM trust case studies|
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Ignacio Ferrero & Alejo José G. Sison (2014). A Quantitative Analysis of Authors, Schools and Themes in Virtue Ethics Articles in Business Ethics and Management Journals. [REVIEW] Business Ethics: A European Review 23 (4):375-400.
Pablo Ruiz, Carmen Ruiz & Ricardo Martínez (2011). Improving the "Leader-Follower" Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response. [REVIEW] Journal of Business Ethics 99 (4):587 - 608.
Alan Lawton & Iliana Páez (2015). Developing a Framework for Ethical Leadership. Journal of Business Ethics 130 (3):639-649.
Pablo Ruiz, Carmen Ruiz & Ricardo Martínez (2011). Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response. Journal of Business Ethics 99 (4):587-608.
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