Leadership Quality and Teamwork Success - Essay Example

Management and Organizational Behaviour: Leadership Quality and Teamwork Success [Lecturer] Management and Organizational Behaviour: Leadership Quality and Teamwork Success Introduction The latest developments of the Toyota company in having to recall millions of vehicles around the world has led to the questioning of the quality of leadership, as well as the possibility of allowing teamwork being analyzed as a contributing factor here. Toyota has long been considered the number one manufacturing concern in the world, with extraordinary leadership and visionary leaders (Liker 2004), as well as being that of encouraging a diverse and compatible team within its organization. However recent recalls, and specific media reports pointing to cost cutting initiatives the question of quality control has arisen, a key component within the strategic and functional management of any organization, regardless of sector, product or service. Hence analysis of the quality control aspect, as well as related factors should be undertaken, with the recommendations of creating a conducive environment for the promotion of leadership attributes, quality control and the encouragement of the teamwork aspect to ensure that a continual monitoring across all levels of the organization ensues, in line with sufficient quality control methodologies. In order to provide advice regarding the issues of leadership and teamwork within an organization, a sound understanding of these concepts regardless of the firm in question is required. The different types, techniques and related processes involved within leadership require analyses in so far as aiming to increase or improve the quality of leadership within the organization, whilst aiming to improve the level and success of teamwork. The level of quality and efficacy of the leadership itself can start within the company itself, as provided by Manning & Curtis (2007) in "research shows that the evaluation of leaders by employees can be a valuable tool" (p. 308) and hence the suggestion of utilising this mechanism would be forthcoming, additionally the authors provide that "teamwork is essential for success of the group" (p. 177) which has a direct bearing upon this analysis. The level and nature of leadership upon such groups and teams will in all likelihood influence the success of any teamwork, based upon the understanding of the group as well as the influencing of the behaviour of the group, by the manager or leader (Mullins p. 298.) In order to assess the efficacy of how leadership and teamwork affect the organization, either in a positive or negative way, one of the most relevant examples or case studies is that of the Harley Davidson Company, and the leadership of the "on-off" CEO Mr. Rich Teerlink, within his approach based upon organizational learning, and his effective leadership of not only staff, but suppliers and customers too (Yeung 1999). The mere mention of organizational learning implies that not only the company should seek to embrace such learning, in order to gain competitive, but should encourage the employees to take an active stance on improving and developing their knowledge. This in turn translates to the potential for the organization to learn from the individual, via successful knowledge management, to establish such competitive advantage. These criteria fall within the ambit of leadership and hence the encouragement thereof would be considered an aspect of quality leadership that may be continually developing with increasing knowledge and involvement from employees, this aspect extends further into encouraging teamwork both within the learning phase(s) as well as within the functioning phase. In addition to this leadership aspect, Argyris provides that experimental studies have "suggested that organizational structure can influence leadership selection" which is relevant within the view of recommending policies, practices and methodologies of improving the quality of leadership within a company (p.346 1999). In reverting back to the example of Rich Teerlink, the background, provided by Yeung, provides the innovative approach of the leadership within the Harley Davidson Company, together with the implementation of the organizational learning process, provided a successful outcome for the company in terms of market share and competitive advantage. The company was subsequently incorporated within a larger company, and the change in leadership, as well as the structure of the firm resulted in a decline in sales and market share, displaying the true effect of quality within leadership. Yeung further provides that Teerlink took back control of the organization and subsequently led the company to retake the success and market share that they had lost, under the changed organization structure and leadership, as displayed by AMF, after their "acquisition in the late 1970s" (p. 4.) There are a number of lessons to be learned here, and range primarily upon leadership controlled and leadership related aspects, from the perspective of organizational learning, to that of quality management and control; and whilst success had been achieved in rebuilding the name of the company of Harley Davidson, the leadership in Teerlink had remained cautious with respect to allowing a complacency attitude and environment from developing within the organization. Hence one may argue that the suggestion of improving quality with respect to leadership, a variety of management aspects must be enforced in improving the leadership attributes of the individual in order to steer or guide the organization, as well as the encouragement of individual and teamwork participation in striving to achieve the goals and objectives of the company. Hence the analysis and representation of successful, and proven, leadership practices should be reiterated in so far as recommendations are concerned, regardless of which organization one may be consulting to. Quality: A Modern Day Case In Point With the latest news surrounding the Toyota company, with regard to quality related issues as well as the latest news coverage concerning the recall of in excess of 8 million motor vehicles (http://www.thestreet.com), one has an excellent example of quality related leadership issues. This issue of quality, or lack thereof can be indicative of the leadership of the company, performing or underperforming according to the quality standards, which extends beyond the companys initiatives and is at times enforceable by law, as realised by the "product liability litigation" as well as internationally accepted quality and safety standards. One might argue that many of the issues surrounding the latest developments within the Toyota company and recalls may have arisen from cost control implementation, unfortunately at the expense of quality. It has been stated, and proven on numerous occasions that quality control often times has a cost reduction and not vice versa, a fact which appears to have been ignored within this example (Richardson 1983, Burns 1976, Dale & Plunkett 1995). Therefore the importance of quality within the management and leadership is highlighted here, as the lack thereof may result in financial loss, based upon market reaction, as well as any resulting litigation that may ensue due to damages and claims from customers. This extends to the lack of investor confidence displayed within the company, which will undoubtedly result in financial implications for the company, which could have been averted by sound management and leadership and arguably a better sense of teamwork within both managerial as well as subordinate levels (Ashby 1999). Organizational Culture and Structure As previously stated research has shown that the organizational structure, and arguably the organizational culture will affect the of leadership (Argyris) and should therefore be analyzed accordingly. According to Chhokar, Brodbeck & House Toyota predominantly focuses upon the use of Japanese management styles within the organization across the globe. As a multinational and global company the management and employees have been expected to adopt the cultural norms thereto associated. This is not to say that these management styles are inadequate or unsuitable in any way, however with the analysis of the current organizational structure and culture one will be in a better position in so far as recommendations, reports and suggestions are concerned, with specific reference to the improvement of both leadership quality as well as teamwork. In addition to the aforementioned fact, Toyota has no less than "39 overseas production centres in 24 countries" (Chhokar et. al) which may go towards presenting a challenge in meeting a middle of the road between that of the dominant Japanese management style and culture across the world and in the various operational regions of the company in question. The further issue of ineffective or incapable, "capable" and "outstanding leaders" are further raised by Chhokar et al.; and although within the specific research conducted by the authors may well offer differing viewpoints and opinions regarding the definitions and views of these types of leaders, it is safe to say that the leadership of Toyota at this point in time will be put to the test and will reveal the level of abilities, and capabilities in so far as their leadership is concerned. Additional perspectives within the greater management perspective under analysis here would therefore naturally include the HR Management, Leadership Attributes and development, Organizational Behaviour and Organizational Learning, which in turn impact upon the promotion of teamwork within the organization in question, being that of Toyota. Within the organizational culture perspective, Toyota has been recognized by DiversityInc and Black Enterprise Magazine "as a leader in diversity" (Toyota.com) which goes towards establishing a suitable environment for the company with reference to cultural values and therefore impacting upon the organizational behaviour, although the specific culture can be seen as a hindrance to understanding the behaviour on an individual basis (Huczynski & Buchanan 2007). Although Liker (2004) provides the relevant praise for the Toyoda family, specifically with reference to the leadership style and qualities, as well as the reported grooming of the first American President of Toyota manufacturing, represented in Gary Convis, however this done under a long and studious "understudy" basis and under the close eye and supervision of the Japanese executives of the company. According to Magee (2007) one of Toyotas Guiding Principles involves the "fostering of a corporate culture that enhances individual creativity and teamwork value", however as previously mentioned this teamwork aspect may well be questioned within the view of the latest developments concerning unsafe products, revealed in the recall of the millions of vehicles. Hence the need to consider both the quality control perspective from the leadership perspective, as well as the inherent teamwork that can monitor and provide return input on this process will ensure a tighter quality control across the organization. Current Planning, Implementation and Recommendations In light with the latest developments with regards to the quality related issues, Toyota has aimed to address these concerns with specific token appointments of various individuals, departments and commitments to implement quality control, assurance and perceived management. However as previously stated, Toyota has consistently "shared" a view of quality, as contained within the leadership perspective as well as that of the teamwork aspect (Liker 2004 & Magee 2007); and together with the announcement and implementation of the aforementioned leadership monitored and specially created "chief quality officer for each principle geographical region", and "Special Committee for Global Quality" (Toyota Motor Corporation), the Toyota company is certainly providing a sound framework and theoretical route forward for ensuring this improvement not only in quality, but within the aspects that are under question in terms of the leadership quality and teamwork success, specifically relevant to the quality of the products managed. Therefore specific steps must be taken to ensure that the leadership and teamwork aspects, under analysis here are in fact pursued to ensure that the aspect of Total Management Control is followed. In relating both the leadership and teamwork concepts to the Total Quality Management within the Toyota Motor Corporation, one needs to step back and analyse the definition of leadership, as provided by Lusthaus (2002) in the ability of the individual or collective to influence the attitudes, behaviours and values of others towards organizational goals (p. 44). This coupled with the various views, and benefits, of teamwork which amongst other benefits are predominantly formed by the values of the organization, developed and instilled throughout the organization by an effective HR management team (Lusthaus p.57, 2002). The instilling of values within the company would start with relooking at the current HR department and policies. Focussing upon the leadership within this area is absolutely essential in ensuring that the correct message is being conveyed in the quality control. The leadership in this context must be applied to the values of appreciating and ensuring that such quality is in place from the top of the management structure, and with specific reference to the HR leadership teams. This should filter down and across the workforce within Toyota, with a strong emphasis upon the teamwork aspect that can help the organization regain its tarnished image, after the decline of the quality as described. Within the perspective of leadership and teamwork aspects, the views of Fairholm & Fairholm are provided in their interpretation of leadership within the quality and performance aspects in the term used as "excellence management" and extends beyond the "control of worker performance" and is not "task control or supervision" but rather the effective management of the organizational culture (p. 73, 2009) within the Toyota ranks, and across the world. These suggestions are adapted accordingly, to the case: Recognition of quality improvement process and related benefits; Specific quality related training, both individual and on a teamwork basis; Implementation of measurement systems. Adapted from Fairholm & Fairholm 2009. However the implementation and recognition of these factors and processes require specific leadership skills, which are found within the definition of leadership, and additional skills such as the ability to recognize and react to evolving trends, as well as the timing required to respond to and manage such changes, within the broader leadership definition and role. In so far as the teamwork aspect goes, within Toyota, which has been promoted within their mission, and overall company structure, should have been in place within the quality control and management structures, perhaps preventing the recall. This aspect is certainly contained within the HR department function, as well as within the effective. In so far as quality control and management are concerned, teamwork is concerned in relation to the quality control and leadership aspects, Keleman (2002) relates to the fact that the "quality standards and quality controls" are not the necessarily the inputs into the teamwork aspects, but rather the organizational culture and the emphasis upon such teamwork (p.127). This coincides with the mentioned made of the organizational culture as well as the resulting impact it has upon both leadership and teamwork. Once again the issue of capable leadership arises, in the promotion, altering or facilitation of the organizational culture that will allow for a greater degree of promotion and acceptance of teamwork within the organizational setting. Keleman provides that the leadership component within the organization provides an invaluable opportunity in not only creating a quality culture but by the definition of leadership, in influencing the individuals, groups and collective concerned in achieving a teamwork environment that not only contributes to the quality culture and control, but also ensures that the organizational culture is adopted within the team and is centred upon the output of quality to ensure customer satisfaction is achieved. As far as leadership is concerned the basis of the quality culture is based upon their abilities to instil this culture within the organization; these are found via the capabilities of the leader, which according to Keleman are made up of the approaches of both traits and styles of the leader to ensure that such quality, and resulting teamwork is forthcoming. In so far as teamwork and quality are concerned Keleman provides that "proponents of TQM are united in arguing that teamworking leads to improved levels of quality" which in turn supports the encouragement of such teamworking, within achieving quality excellence. The means by which leadership may implement successful quality oriented teams include the likes of "quality circles", and "project teams" which has been illustrated in Toyotas recent formation of their quality committee, however these circles and teams should be implemented throughout the organization with a view of preventing occurrences such as the recent recall, together with possible leadership rewards prospects (Yammarino, Dubinsky & Spangler 1998). Conclusion Toyota operates an efficient manufacturing concern, encouraging quality, innovation, leadership and teamwork. However recent events represented by the decline in quality of final products, resulted in significant recalls of motor vehicles, as well as injuries and deaths that occurred due to defective equipment, the efficacy of their leadership therefore becomes questionable. Based upon recent events, as well as the perceived efficiency of the company, aspects of leadership, teamwork and specific quality management perspectives require necessary analysis and "overhauling" to ensure that the company can regain its image, and market share that may be affected by these events. As per the case of Harley Davidson company, Toyota can regain their confidence and market leading position. A strong focus within the leadership concerns of quality, and that of the organizational culture, requires immediate attention including concrete steps in addressing the shortfalls that have been revealed. References ARGYRIS, C. (1999). On organizational learning. Malden, Mass, Blackwell Business. ASHBY, F. C. (1999). 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