1st Edition

Four-Cornered Leadership A Framework for Making Decisions

By John Roland Schultz Copyright 2014
    277 Pages 35 B/W Illustrations
    by Productivity Press

    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’s ability to lead, it presents methods that are applicable in any organizational setting—including government, industry, and education. Presenting information in bite-sized chunks supported by charts and graphs, the book provides you with a clear understanding of:

    • The importance of system interdependencies
    • Why people behave as they do
    • How people learn, develop, and improve
    • The variability of work
    • 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.

    Leadership Defined
    Leadership and Profound Knowledge
    Leadership Competencies
    Leadership, Power, and Followers
    Leadership and Management
    Leadership Approaches
    Leadership Implications

    Understand the Importance of System Interdependencies
    The Organization as an Open System
    Processes are the Culprit not the People
    Coordinating and Controlling Processes
    The Leaders Role

    Understand Why People Behave as They Do
    Complexity of Human Nature
    Group and Organizational Dynamics
         Organization Setting and Structure
         Task Complexity and Character
    Interpersonal Skills and Attributes
    Group Norms and Cohesiveness
         Group Development
         Group Interaction Patterns
         Group Communication
         Group Decision Making
         Group Task Accomplishment
         Group Support
    Conflict, Competition, and Cooperation
    Lessons Learned

    Understand How People Learn, Develop, and Improve
    Learning is about Theory
    Organizational Learning
    Learners Are Not All Alike
    Growth Comes From Lessons Learned
    Reinforcing and Sustaining Learning

    Understand the Variability of Work
    Data Provide the Basis for Decision-Making
    System Ups and Downs are a Matter of Routine
    Visualizing Process Variability
    Process Behavior Chart
    Interpreting Process Behavior
    Tampering Can Be Costly
    So What?

    Give Meaning, Purpose, and Direction to the Job at Hand
    Purpose and Why It Is Important
    Creating the Purpose
         The Process and How to Make it Happen
    Communicating the Purpose
    Anchoring the Purpose through Constancy of Action
    Interpreting the Organization’s Purpose through Planning
    Appreciating that the Job At Hand Has Just Begun

    Manage the Dynamics, Interdependencies, and Interaction
    Plan for the Future
    Create Less Structure and Share Tasks
    Delegate and Coordinate
    Problem Solve and Make Decisions
    Monitor Results
    Drive Out Fear
    Build Trust
    Final Thoughts

    Assess Your Ability as a Profound Leader
    Affinity Technique
    Force Field Analysis



    John Roland Schultz is an independent management consultant and retired college professor. For 20 years, he taught management and supervisory development courses and was a program director overseeing an advanced technical certificate in quality management. Prior to teaching, his work experience included 25 years as a consultant, technical services manager, and new product development engineer. He has performed doctoral study in adult education, has a master of science degree in management, and has undergraduate degrees with a focus on industrial management and organizational behavior.