A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems

摘要

Purpose: To describe a framework for leading a transformation to performance excellence from Malcolm Baldrige National QuaIityAward organization CEOs. Summary: Industries are facing tough global competition, economic uncertainties and social and environmental challenges, making them continuously revise strategies and redesign tasks to achieve sustainable benefits. The Malcolm Baldrige National Award Criteria for Performance Excellence (CPE) integrates all dimensions for establishing strategy through a services and enterprise scorecard. Achieving the standard of performance stipulated needs a leader who can manage organizational change to make this happen. Many applicants fail to achieve this, irrespective of their sincere efforts. This study examines the attributes of CEOs of those organizations who lead their organizations to this achievement. Though many studies have been conducted to identify the features of the leader who could bring about this cultural change, no unified results have emerged. This case study explores the experiences of strategic leaders who successfully transformed organizations to develop a deeper understanding of the processes, practices, and behaviors required to lead large- scale transformations. The overall research design was a qualitative multiple case studies that used established theory, and interviews with the senior most leaders (CEOs) of fourteen Baldrige recipient organizations. The result of this study is a five part framework consisting of forces and facilitators of change, leadership approaches, leadership behaviors, individual leader characteristics, and organizational culture. (100 refs.)