Abstract
This article details the findings from an exploratory, mixed-method, multiple case study on the motivational and attitudinal patterns (MAPs) of CEOs who have led successful organization transformations. The paper identifies six differentiating MAPs based on the analysis of results from the iWAM survey and in-depth interviews with Baldrige award-recipient CEOs. Using quantitative and qualitative analysis methods, we found that CEO’s from Baldrige Award recipient companies have six identifiable differences when it comes to motivation and attitudes associated with their role of transforming organizations to achieve performance excellence, including the need to drive continuous evolution; high focus on systems; the low need for sole responsibility; high focus on learning from the past; high focus on information; and a low tolerance for actions that are inconsistent with the values of the organization. These six patterns are consistent with the Baldrige Criteria for Performance Excellence (CPE). Implications of these findings also serve as a facilitator for the development of leaders of performance excellence, as well as future research directions. | Download Article
Findings
This study was an exploratory, mixed-method, multiple case study on the motivational and attitudinal patterns (MAPs) of CEOs who have led successful organization transformations. The study identified six differentiating MAPs based on the analysis of results from the iWAM survey and in-depth interviews with Baldrige award-recipient CEOs. Using quantitative and qualitative analysis methods, we found that CEOs from Baldrige Award recipient companies have six identifiable differences in motivation and attitudes associated with their role of transforming organizations to achieve performance excellence.
1. Drive Continuous Improvement
None of the CEOs in our study were satisfied with the status quo. They have a high need to drive continuous evolution and improvement, which is important for leading a large transformation. Leading transformation requires a lot of hard work and tenacity. Persistence is critical to follow-through and sustainable change.
2. Focus on Systems
They have a high focus on systems which helped them redesign the organizational systems – a central part of the transformation. Both systems thinking and a systems perspective were integral parts of leading the transformation to performance excellence resulting in ever-improving results across a comprehensive scorecard.
3. Collaborative
They have a low need for sole responsibility, which positively influenced their collaborative leadership approach. Leaders in this study, while confident, were also humble and used a collaborative approach to planning and leading change. Involving others in the process of developing what and how to change resulted in not only better solutions but also increased “buy-in” regarding the change.
4. Learning from the Past to Inform the Focus on the Future
They have a high focus on learning from the past, which was initially a concern for us. However, upon further examination, they also have a very high focus on the future, as expected, but so did the comparison group. So, these CEOs focused on learning from the past AND used that to help inform their high focus on the future.
5. Focus on Information
They have a high focus on information. While many executives want to choose from a few options supported by a summary of the analysis, these leaders wanted to know the details. Successful transformation leaders combined detailed information with a systems perspective to develop a deep understanding of how the organization worked and identify leverage points.
6. Non-Negotiable Values
They have a low tolerance for actions that are inconsistent with the organization’s values. The participants in the study originally “pushed back” on this finding, feeling that they were tolerant of diversity and alternative views. Once we explored this with the leaders, we all realized that this was specific to their lack of tolerance for people and behavior inconsistent with the stated organizational values. This seems to make sense, given that it is difficult to lead change if you allow some people to do things that are not consistent with the values and vision of the organization.
These six patterns are consistent with the Baldrige Criteria for Performance Excellence (CPE). Implications of these findings also facilitate the development of leaders of performance excellence and future research directions.
Reference
Larson, M., Latham, J. R., Appleby, C. A., & Harshman, C. L. (2012). CEO attitudes and motivations: Are they different for high-performing organizations? Quality Management Journal, 19(4), 15.
