W. Edwards Deming once stated that the job of management is not supervision but leadership. He also concluded that capable leaders were those who understood and applied the system of profound knowledge.
Four-Cornered Leadership: A Framework for Making Decisions examines the system of profound knowledge and identifies the competencies that set the stage for its successful application. Illustrating the relationship between leaders and followers, it analyzes each of the four pillars that support Deming's system, in relation to prevailing management and organizational theory. It describes a set of competencies based on these core principles that convey very different assumptions about people and organizations.
The book supplies you with a new way to view leadership that is based on learning and continual modification in response to prevailing conditions. Highlighting the connection between the four elements and an individual%u2019s ability to lead, it presents methods that are applicable in any organizational setting%u2014including government, industry, and education. Presenting information in bite-sized chunks supported by charts and graphs, the book provides you with a clear understanding of:
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The importance of system interdependencies
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Why people behave as they do
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How people learn, develop, and improve
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The variability of work
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How to manage interaction dynamics
The book examines the complexity of human nature and relates it to group and organizational dynamics. Filled with examples, case studies, and tables, this is the ideal guide for leaders trying to adopt the principles of quality management and continuous improvement. It is also a suitable reference for newly appointed leaders, managers, and supervisors who have excellent technical skills but have not been exposed to the emotional aspects that typify a capable leader.
Preface
About the Author
Chapter 1 : Leadership Defined
Chapter 2 : Understand the Importance of System Interdependencies
Chapter 3 : Understand Why People Behave as They Do
Chapter 4 : Understand How People Learn, Develop, and Improve
Chapter 5 : Understand the Variability of Work
Chapter 6 : Give Meaning, Purpose, and Direction to the Job at Hand
Chapter 7 : Manage the Dynamics, Interdependencies, and Interaction
Appendix
References
Index
