Read and take the following leadership style self-assessment before proceeding to the questions.What’s your leadership style?completed the self-assessment for your leadership style, answer the following questions in a 2-3-page report:How do you feel your leadership style fits into a TQM organization and why?are the characteristics you feel that will help you implement and maintain TQM in your organization?How will you lead change in your organization for Quality?Use the Change Facilitation Model to help answer this section.the change pictureCommunicate tHe change pictureConduct roadblock analysisConduct roadblock analysisRemove or mitigate roadblocks.Why are diversity and diverse perspectives important for quality and effectiveness?Page 4
Define team type
Teams work together in different
ways, so define your team members’
roles and how they should work with
each other. Leadership consultant Kevin
Eikenberry says teams generally fall into
one of these categories:
• Interdependent teams function as
one unit. Like a basketball team, each
member has a specific position to play,
but each person is ready at a moment’s
notice to step up and change those
roles. The different players must coordinate their actions so they can reach
their ultimate goal: winning the game.
• Independent teams feature individuals with very different skills working
toward the same goal. Like a track and
field team, each member must perform
well at his or her own event, but each
person can do little to support team
members competing in other events.
Despite their common goal of winning
and team identity, they have little interaction with each other.
If your goal requires team members to
work independently, don’t expect them
to function like a basketball team. But
when the work process requires a high
degree of coordination, coach your
members to work together seamlessly.
— Adapted from “To Team or Not to Team?” Kevin Eikenberry,
Leadership & Learning,
Vital conference
Expect to gain more than interesting
information from your next business
conference. Be open to these benefits too:
• Connect with your colleagues. If
several people from your organization
attend the same event, spend time with
them to solidify relationships and
mutual intentions.
• Learn from your peers. Partake in
meaningful conversations with presenters and other attendees to share ideas
and spark your imagination.
• Gain confidence to take risks.
Listen to others’ successes to garner
inspiration and the courage to reach
beyond your comfort zone.
— Adapted from “7 Ways Conferences Cause You to
Innovate,” Julie Anixter, Innovation Excellence,
Ideas that work
December 2012
What’s your leadership style?
Great leaders understand that they
don’t know all the answers. They bring
out the talents of every member of their
teams. Check whether you are dictating
to your team or allowing members to
contribute to the team’s success, with
this quiz from the book Sharing the
Sandbox by Dean M. Brenner, president
of the executive coaching and training
firm The Latimer Group.
Is your leadership style collaborative
or authoritarian? For each of the following questions, write the number
corresponding to the answer that fits
best: 1 for Always, 2 for Frequently, 3
for Occasionally and 4 for Never.
1. How often do you ask team members “What do you think?”
2. How often do you implement proposals that come from team members?
3. How often do team members
voice dissent?
4. When team members voice dissent, how often do you take it into consideration?
5. How often do you analyze team
members’ strengths and weaknesses?
6. How often do you ask your team
members to evaluate progress?
7. How often do you ask your team
members to give feedback on the team?
9. How often do people say to you “I
would love to work with you sometime”?
9. How often do you think of ways to
give each team member a stake in the
10. How often do you ask your team
members for feedback on you?
Rate your score:
10-15: Highly collaborative.
16-24: Somewhat collaborative.
25-32: Somewhat authoritarian.
33-40: Very authoritarian.
If you really want to test yourself, ask
team members to take the same quiz
and rate you. Compare the answers.
How did your own perception compare
to the perceptions of others?
— Reprinted with permission from Sharing the Sandbox, Dean
M. Brenner, The Latimer Group,
Start on the right foot
Set yourself up to succeed when you
begin a new job. Take these actions
starting on the first day:
• During the orientation meeting,
listen closely to discover the organization’s culture and values. Develop a
clear understanding of the behaviors
the organization expects of its employees and how it rates performance.
• In a meeting with your boss,
show your enthusiasm for joining the
organization and ask for specific objectives for your first six months on the
job. Ask what resources are available to
• Throughout the day, take the initiative to introduce yourself to others
and ask about their roles in the organization.
• At lunchtime, make sure to eat
with a few people so you can get to
know a variety of your co-workers.
• As soon as your accounts are set
up, share your new phone number,
email address and other information
with contacts inside and outside the
office so you will be easy to reach.
Within the first six months, seek
feedback from your boss and keep others updated on your progress. Offer at
least one idea for reaching the department’s goals, and seek opportunities to
develop relationships with key people
in the organization, including those
who wield informal power and your
boss’s boss.
Before the first year is up, contribute
to an important project related to the
organization’s objectives and take
advantage of opportunities to improve
your skills and knowledge. Begin building your external network too.
— Adapted from “Use This Checklist to Start Your New Job
With a Bang!” Mary Foley,
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