The Leading the Journey to Performance Excellence: CEO Perspectives research project resulted from the 2006 Monfort Institute Summit in Bachelor Gulch, Colorado (Latham, 2008). The top two topics identified at the summit were culture and leadership. The need for a better understanding of leadership for performance excellence drove the CEO study, which resulted in the Leading Transformation Framework (LTPE).
CEO Leading Transformation Study
The CEO study produced the leading transformation framework described in two papers and the [Re]Create book. This study was a qualitative, multiple case study utilizing grounded theory methods based on in-depth interviews with 14 Baldrige recipient CEOs (Latham, 2013a and Latham, 2013b). The LTPE framework consists of 35 concepts organized into five categories: forces and facilitators of change, leadership approaches, leadership behaviors, individual leader characteristics, and organizational culture.
Papers (selected)
- Latham, J. R. (2008). Building bridges between researchers and practitioners: A collaborative approach to research in performance excellence. Quality Management Journal, 15(1), 20.
- Latham, J. R. (2013a). A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems. Quality Management Journal, 20(2), 22.
- Latham, J. R. (2013b). A framework for leading the transformation to performance excellence part II: CEO perspectives on leadership behaviors, individual leader characteristics, and organizational culture. Quality Management Journal, 20(3), 22.
Presentations (selected)
- Framework for Leading Sustainable Transformation | Vistage CEO Forum | Ft Collins, CO | January 20, 2011 | Note: This presentation was given numerous times to a variety of groups in 2010 and 2011
- Leading the Journey to Sustainable Excellence: A Leadership System Model | Presentation | The Quest for Excellence XXII – Annual Conference |Washington D. C. | April 13, 2010
- Performance Excellence Research: The Monfort Initiative | Presentation and Panel Discussion | Decisions Sciences Institute | Annual Meeting | New Orleans | November 16, 2009
- Leadership System Model: CEO Perspectives | Research Report | Baldrige Award Recipients (BAR) Consortium | Cambridge, MA | September 30, 2009
- Leadership System Design for Sustainable Excellence: CEO Perspectives | Business as an Agent of World Benefit: Manage by Designing in an Era of Massive Innovation | Case Western University | Cleveland | June 2-5, 2009
- Leading the Journey to Performance Excellence and Beyond: The CEO Perspective | Baldrige Award Recipients (BAR) Consortium Fall Forum | New Orleans | October 1, 2008
CEO Attitudes and Motivations
The original CEO Study identified several leader characteristics, behaviors, and activities that raised questions regarding the CEO’s attitudes and motivations. I worked with three experts in this area to investigate this further using more objective quantitative methods to supplement the qualitative analysis.
Papers (selected)
- 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.
- Appleby, C. A., Harshman, C. L., & Latham, J. R. (2009). Baldrige CEO attitudes and motivations: Developing a model of excellence (pp. 18). Greeley, CO: Monfort Institute at the University of Northern Colorado.
Presentations (selected)
- Baldrige CEO Attitudes and Motivations: Developing a Model of Excellence | A Look “Below the Surface” – The Individual Leader | Università di Trieste | 2013
- High-Performance CEOs: What Makes Them Different? | Webinar | with Milian Larson | 2012
- Performance Excellence Research: The Monfort Initiative | Presentation and Panel Discussion | Decisions Sciences Institute | Annual Meeting | New Orleans | November 16, 2009
- Baldrige CEO Attitudes and Motivations: Developing a Model of Excellence | Research Report | Baldrige Award Recipients (BAR) Consortium | Cambridge, MA | September 30, 2009
Servant Leadership
Many of the original CEO Study findings were related to key servant leadership concepts, as described by Dirk van Dierendonck (2011). Servant leadership concepts were linked directly or indirectly with 22 of the 35 top-level concepts in the leading transformation framework (Latham, 2013b, p. 33). This research “stream” focuses on the intersection between servant leadership and the leading transformation framework, two of the research streams I call to be combined in Latham (2014). The current research projects originated with Tatiana Zimmerer’s Ph.D. dissertation and investigated three key issues related to servant leadership in the United States (Zimmerer, 2013). First, validate the multi-dimensional Servant Leadership Survey (SLS), developed and previously validated by Dirk van Dierendonck and Inge Nuijten in a European context in the United States. Second, compare the levels of servant leadership displayed by leaders in the United States with those in the UK, Netherlands, and Italy. Third, determine if there is a relationship between the level of servant leadership and follower job satisfaction and affective organization commitment in the United States.
Papers and Presentations
- Zimmerer, T. E. & Latham, J. R. (2015). Exploring what it is like to work for a servant leader: Perspectives of three generational cohorts. Paper presented at the International Leadership Association Annual Conference (October) Barcelona, Spain.
- Zimmerer, T. E., & Latham, J. R. (2014). One size fits all: Servant leadership an effective approach for all generations. Paper presented at the 74th Annual Meeting of the Academy of Management (August 3rd), Philadelphia.
Spiritual Leadership
Many of the original CEO Study findings (Latham, 2013b) appear consistent with the concepts found in spiritual leadership as described by Fry (2003) and Fry & Nisiewicz (2013). Specifically, we found that spiritual leadership concepts were linked directly or indirectly with 21 of the 35 top-level concepts in the leading transformation framework (Latham, 2013b, p. 33). This research project brings together leading transformation framework and spiritual leadership, two of the research “streams” that I call to be combined in Latham (2014).
Papers and Presentations
- Fry, L. W., Latham, J. R., Clinebell, S. K., & Krahnke, K. (2017). Spiritual leadership as a model for performance excellence: A study of Baldrige award recipients. Journal of Management, Spirituality & Religion, 14(1), 22–47. https://doi.org/10.1080/14766086.2016.1202130
- Fry, L. W., Latham, J. R., Clinebell, S., & Krahnke, K. (2014). Spiritual leadership as a model for implementing the Baldrige performance excellence criteria. 74th Annual Meeting of the Academy of Management, 31. Philadelphia: Academy of Management.
- 2012 | Krahnke, K., Clinebell, S., Fry, L. W., & Latham, J. R. | Professional Development Workshop (PDW) at the 72nd Annual Meeting of the Academy of Management (August 3rd) | Boston.
The Book
Leadership and Organization Design for Sustainable Excellence
“(Re)Create is a masterful, comprehensive, and systematic resource for how to craft a relevant, prosperous, dynamic, and sustainable business!… If you have time to read only one business book this year – make it (Re)Create!” Better yet buy a copy for your entire team and together (re)create the optimal culture, execute operational excellence, and craft engaging experiences that drive loyalty and advocacy of your people and your customers.”
Joseph Michelli, Ph.D. CCXP, New York Times #1 bestselling author
