| This Project Demonstrating Excellence focuses on the effects of Total Quality Management, transformational leadership and transactional leadership in business, government and higher educational organizations.;While TQM may or may not be a passing management fad, it is being misrepresented as being transformational. Theoretically, TQM can transform an organization through difficult, expensive and time consuming procedures. These drawbacks distance TQM from transformational leadership and align it more closely with transactional leadership. Extensive interviews based on leadership theories of James MacGregor Burns, James Fisher and others are used to explore shared governance issues.;The first section deals with leadership in business, industry and government. Motorola Corporation is headed by a visionary, risk taking, charismatic leader, Robert Galvin. His consistent transformational leadership style, along with his sophisticated use of corporate education drives the quality initiative.;While the Hospital Corporation of America is a successful organization, the lack of an identifiable transformational leader, along with transactional TQM policies, keep it from reaching its vision. The United States Air Force quality program suffers from heavily bureaucraticized leadership committees which hinder progress at creating transformational change.;In higher education, TQM initiatives developed by Ellen Earle Chaffee at the North Dakota University System are studied. Some evidence of transformational leadership characteristics become evident as the practical realities of serving as a new president overcome her theoretical transactional points of view.;The President of Terra Community College approaches her leadership role by espousing both transformational elements and TQM processes. A growing sense of chaos is shown to be the result of this lack of clear organizational direction.;Tiffin University serves as an example of successful transformational leadership. At Tiffin University, the President, while very much aware of TQM, has rejected its transactional principles. He has used his transformational leadership style to bring to life a dying institution.;The active development of trust and rapport between leader and follower can create long term benefits which will replace short term thinking. Predictability factors can result from the continual pushing of boundaries that is required, expected and natural to the transformational leader. |
