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TOTAL QUALITY LEADERSHIP

IS
TEAM WORK

Mike Foster,
1943 Timber Grove Rd
Frederick MD 21702-3099
(301)6689965

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TOTAL QUALITY LEADERSHIP

TOTAL QUALITY LEADERSHIP IS

TEAMWORK

TQL RATING SCALES FROM THE LIKERTS

TQL TEAM LEADING
TQL TEAM MOTIVATING
TQL TEAM DIRECTING
TQL TEAM DECIDING

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TOTAL QUALITY LEADERSHIP

TQL TRENDS

20

P
R
O
D
U
C
T
I
V
I
T
Y

15
U
A
L
I 10
T
Y
5

DECIDING

DIRECTING

INFORMING

MOTIVATING

LEADING

0
Feb 28

Apr 28

Jun 28

Aug 28

TIME

Oct 28

Dec 28

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TOTAL QUALITY LEADERSHIP

LEADING
1. How much confidence is shown in team members by leaders.
. . . . . . .1. . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . .3. . . . . . . . . . . . . . . 4. . . . . . . . . .
None
Condescending
Substantial
Complete
2. How free do team members feel about talking to leaders about the mission
and support of the mission?
. . . . . . .1. . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . .3. . . . . . . . . . . . . . . 4. . . . . . . . . .
Not at all
Not Very
Rather free
Fully free
3. Are team members' ideas sought and used, if useful?
. . . . . . .1. . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . .3. . . . . . . . . . . . . . . 4. . . . . . . . . .
Seldom
Sometimes
Usually
Always

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TOTAL QUALITY LEADERSHIP

MOTIVATING
4. Is predominant use made of (1) fear, (2) threats, (3) punishment,
(4) rewards, (5) involvement?
. . . . . . .1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
1, 2, 3
4, some 3
4, some 3 & 5
4, 5 based on group
occasionally 4
set goals
5. Where is responsibility felt for achieving organization's goals?
. . . . . . .1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
Mostly at top
Top & middle
Fairly general
At all levels

(continued)

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MOTIVATING

TOTAL QUALITY LEADERSHIP

(continued)

6. How are organization goals established?

. . . . . . .1. . . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . .
Orders issued
Orders,
After discussion,
Group action
some comments
by orders
(except in crisis)
7. How much covert resistance to goals in present?
. . . . . . .1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . .
.
Strong
Moderate
Some resistance
Little or none
resistance
resistance
at times

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TOTAL QUALITY LEADERSHIP

INFORMING
8. What is the direction of information flow?
. . . . . . .1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . .
.
Downward
Mostly
Down & up
Down, up &
downward
sideways
9. How is downward communication accepted?
. . . . . . .1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . .
.
With suspicion
Possibly
With caution
With open minds
with suspicion

(continued)

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INFORMING

TOTAL QUALITY LEADERSHIP

(continued)

10. How accurate is upward communication?

. . . . . . .1. . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . 4 . . . . . . . . . .
Often wrong
Censored
Limited
Accurate
for boss
accuracy
11. How well do leaders know problems faced by team member?
. . . . . . .1. . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . 4 . . . . . . . . . .
Know little
Some knowledge
Quite well
Very well

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TOTAL QUALITY LEADERSHIP

DIRECTING
12. How concentrated are review and control functions?
. . . . . . .1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
Highly at
Relatively
Moderate
Quite widely
top
high at top
delegation at
shared
lower levels
13. Is there an informal organization resisting the formal one?
. . . . . . .1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
Yes
Usually
Sometimes
No, same goals
as formal
14. What are cost, productivity, and other control data used for?
. . . . . . .1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
Policing,
Reward &
Reward, some
Self guidance,
punishment
punishment
self guidance
problem solving

(continued)

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DIRECTING

TOTAL QUALITY LEADERSHIP

(continued)

15. What is the character of interactions?

. . . . . . .1. . . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
Little, always
Little, usually
Moderate,
Extensive,
with fear &
with some
often fair amount
high degree
distrust
condescension
of confidence
of confidence
& trust
& trust
16. How much cooperative teamwork is present?
. . . . . . .1. . . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
None
Relatively
Moderate
Very substantial
little
amount
amount throughout
organization

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TOTAL QUALITY LEADERSHIP

DECIDING
17. At what level are decisions formally made?
. . . . . . .1. . . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
Mostly at top
Policy at top,
Broad policy
Throughout,
some delegation
at top, more
but well
delegation
integrated
18. What is the origin of technical and professional knowledge used
in decision making?
. . . . . . .1. . . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . 4 . . . . . . . . .
Top
Upper &
To certain
To a great
leadership
Middle
extent
extent
throughout
throughout

(continued)

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DECIDING

TOTAL QUALITY LEADERSHIP

(continued)

19. Are team members involved in decisions related to their work?

. . . . . . .1. . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . . 4 . . . . . . . . . .
Not at all
Occasionally
Generally
Fully involved
consulted
consulted
consulted
20. What does the decision making process contribute to motivation?
. . . . . . .1. . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . . 4 . . . . . . . . . .
Nothing, often
Relatively
Some
Substantial
weakens it
little
contribution
contribution

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TOTAL QUALITY LEADERSHIP

TOTAL QUALITY LEADERSHIP

IS TEAMWORK

TQL TREND CHARTS

A TOOL MADE FROM THE LIKERTS' RATING SCALES

A TOOL FOR MACRO TO MICRO

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TOTAL QUALITY LEADERSHIP

TOTAL QUALITY LEADERSHIP

IS TEAMWORK

TEAMWORK FROM MACRO TO MICRO

TOOL FOR TEAMWORK
BETWEEN ORGANIZATIONS/TEAMS
WITHIN ORGANIZATION/TEAM *
WITH A TEAM MEMBER
WITH CUSTOMER(S)
WITHIN SELF

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TOTAL QUALITY LEADERSHIP

KEYS TO TEAMWORK
BETWEEN ORGANIZATIONS

TEAM MEMBER(S) = ORGANIZATION(S)

LEADER(S) = LEAD ORGANIZATION(S)

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TOTAL QUALITY LEADERSHIP

KEYS TO TEAMWORK WITH

TEAM MEMBER

TEAM MEMBERS = TEAM MEMBER

LEADERS = TEAM MEMBER

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TOTAL QUALITY LEADERSHIP

KEYS TO TEAMWORK WITH

CUSTOMER(S)

TEAM MEMBER(S) = CUSTOMER(S)

LEADER(S) = FACILITATOR(S)
ORGANIZATION(S) = US

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TOTAL QUALITY LEADERSHIP

KEYS TO TEAMWORK WITHIN

SELF

TEAM MEMBERS = MY PARTS

LEADERS = MY CORE PART
ORGANIZATION'S = MY