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Roles of perceived leadership styles and rewards in the practice of total quality management

Roles of perceived leadership styles and rewards in the practice of total quality management Total quality management (TQM) as an emergent management technique from dissatisfaction with other existing techniques, is implemented in Nigeria, with some difficulties. Leadership styles and reward are therefore considered as psychological variables that could enhance TQM practice. A survey research was consequently conducted, using the ex‐post facto design, to examine the claim. A total of 418 employees were randomly drawn from TQM and non‐TQM courier organizations and administered standardized scales measuring the variables of interest. A 2 x 2 x 2 analysis of variance carried out showed that employees who perceived their leaders as exhibiting low performance leadership style were significantly higher in the practice of TQM than those who perceived high performance leadership. High reward and low maintenance leadership style, high maintenance and low performance leadership styles were the best combinations for TQM practice. It was suggested for implementers of TQM to consider these in to getting employees to practice TQM. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Roles of perceived leadership styles and rewards in the practice of total quality management

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730410512750
Publisher site
See Article on Publisher Site

Abstract

Total quality management (TQM) as an emergent management technique from dissatisfaction with other existing techniques, is implemented in Nigeria, with some difficulties. Leadership styles and reward are therefore considered as psychological variables that could enhance TQM practice. A survey research was consequently conducted, using the ex‐post facto design, to examine the claim. A total of 418 employees were randomly drawn from TQM and non‐TQM courier organizations and administered standardized scales measuring the variables of interest. A 2 x 2 x 2 analysis of variance carried out showed that employees who perceived their leaders as exhibiting low performance leadership style were significantly higher in the practice of TQM than those who perceived high performance leadership. High reward and low maintenance leadership style, high maintenance and low performance leadership styles were the best combinations for TQM practice. It was suggested for implementers of TQM to consider these in to getting employees to practice TQM.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Jan 1, 2004

Keywords: Leadership; Reward pay structures; Total quality management; Nigeria; Service industries

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