I.B.1 Roles and Responsibilities of Leaders
Excerpt From The Certified Manager of Quality/Organizational Excellence Handbook
Debate continues as to whether leaders are born or made. A consensus, but with no conclusive evidence, indicates both are possible. Much effort and countless pages of print have been expended in attempting to develop a universal profile for a leader. It appears to be an endless and (perhaps) pointless task, each effort adding but another viewpoint on what constitutes a leader. It has already been stated that the line between the roles of a leader and those of a manager tend to be blurry and often overlap.
To be a leader, one has to believe in oneself, but with reasonable doubt and humility. One has to have a zeal for the role and genuinely care for people (the latter does not apply to ruthless dictators who lead through fear). “Leaders of the future can no longer afford to maintain insularity. It is simply not an option in increasingly boundariless organizations driven by customer power . . . now they must destroy those walls and replace them with bridges.”5 Key roles of a leader include being a:
- Personal commitment to process, product, and organizational quality
- Strong sense of value for others’ work and leadership
- Skilled application of a broad base of knowledge of the quality field and an understanding of how to apply this knowledge in functional areas
- Wisdom about both people and things, and an understanding of how to integrate them to get work accomplished
- Absence (or control) of temperamental or emotional characteristics that might interfere with the ability to work with others
I.B Leadership Challenges
I.B.1 Roles and responsibilities of leaders - Describe typical roles, responsibilities, and competencies of people in leadership positions and how those attributes influence an organization’s direction and purpose.
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