The Effects of Transformational and Transactional Leadership on Quality Improvement

Quality Management Journal vol. 16 issue 2 - April 2009

Abstract:[This abstract is based on the authors' abstract.] A survey of quality managers in the U.S. was conducted to measure the leadership characteristics of organizations and their quality improvement practices. The relationship of infrastructure and core quality management practices to the levels of transformational and transactional leadership in the organization was examined. Results show that transformational leadership significantly affects both infrastructure and core quality management practices while transactional leadership does not significantly affect either. There were higher levels of both types of leadership behavior in successful organizations when compared to unsuccessful organizations. Implications of these findings are discussed.

Keywords: Organizational culture; Leadership; Quality improvement process (QIP); Quality management principles; Performance objectives; Empirical model