Purpose

The objective is to describe and conceptualize leadership performance in total quality management (TQM).

Design/methodology/approach

A contingency approach to leadership performance in TQM is undertaken.

Findings

Contingency models of leadership performance in TQM are introduced. Principal parameters in these models are timely contextual accuracies - as well as they contain foresight versus improvidence accuracies - of TQM. A contingency process of leadership performance accuracy in TQM is also introduced. The accuracy parameters are linked by a process accuracy zone. It serves as a descriptive tool of leadership performance. Finally, a typology of leadership performances in TQM is conceptualised.

Research limitations/implications

Generally, this paper is restricted to the core values of TQM, in which a set of core values unites the descriptions of TQM. In particular, this paper is limited to the core value of leadership/management commitment. An important area of further research is to examine the actual accuracy of leadership performance across contexts and over time, as well as foresight versus improvidence accuracy in TQM.

Practical implications

The models, process and typology introduced may be applicable to examine and describe corporate leadership performance in TQM. They may also be used for teaching and training purposes, and in particular as an eye-opener to the leadership itself, as well as to the employees, the shareholders and other stakeholders (e.g. analysts) in the marketplace. Furthermore, they may be used to position an organisation's specific leadership performance and to compare it with the leadership performance of others (e.g. competitors, suppliers and customers).

Originality/value

The contributions of this paper are: two linked contingency models of leadership performance in TQM, a contingency process, and a typology, both of which are of interest to both practitioners and scholars.

Purpose - The topic is restricted to the components of total quality management (TQM), in which a set of values, tools and techniques unites the descriptions of TQM. The purpose of this paper is to discuss the impact on an additional core value of the components of TQM, namely the sustainability of values, tools and techniques. Design/methodology/approach - A strategic perspective of sustainable quality management is applied, rather than tactical and operative ones. The term "sustainable quality management" is used. Findings - The paper contends that quality management (in general) and TQM (in particular) should be scrutinised by stressing the sustainability of values, tools and techniques. Research limitations/implications - Sustainable quality management provides a potential to improve and extend the theory generation and the best practices of TQM in the future. An important area for further research is to examine the extent of sustainable quality management practices beyond the organisational boundaries and traditional channel structures. Sustainable quality management is complex to implement and evaluate. Practical implications - The paper provides theoretical and managerial ideas and insights in order to anticipate and avoid the non-sustainability of TQM practices. Originality/value - One contribution is a model of a circulation approach to TQM. Another contribution is a model of the sustainability of TQM, which connects and reconnects corporate values, tools and techniques in quality management. © Emerald Group Publishing Limited.

The conceptual framework of business ethics in total quality management is described based on a case study in the Swedish retail industry. The study shows that business ethics is significantly important as in the long run, TQM will not succeed in business operations unless business ethics is considered in the core values to support the techniques and tools applied for TQM. TQM insists that business operations must be performed without delay, minimizing the damage and with the agreed quality. The business organizations must maintain proactive values in their business processes to ensure maximum customer satisfaction.

The development of a conceptual framework of corporate ethics in total quality management (TQM) is presented by a case description. The case description illustrates the evolution of management versus employee expectations and perceptions of corporate ethics. Four parameters of corporate ethics are used to incorporate ethics into TQM, namely management versus employee expectations and perceptions. The case description shows that TQM may be running well and accomplishing the hard goals. It is a business approach that should penetrate all activities inside and outside that are related to the company, including the soft issues.