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Challenges the claim by Philip Crosby that “quality is free”, by indicating that there are different definitions of quality ‐ “conformance” to specifications, or “high or superior” quality, which the author claims is most definitely not free. Concentrates on the concept of delighting the customer, and the concept of increasing value to the customer. Observes that delivering value to the customer is usually highly profitable.

Leadership is a Humpty Dumpty word which people use in widely different ways. Argues that, on examination, there appear to be three main ways in which managers may exercise leadership. Two of them are specific to the manager′s nominal position. Strategic leadership, of the head, is concerned with path‐finding and culture‐building to create an effective organization. Supervisory leadership, of the hands, is concerned with adapting one′s style to the given situation in order to achieve efficient performance. The third type of leadership is more general. Inspiring leadership, of the heart, engages with people, giving them an energizing vision. All managers must exercise strategic and supervisory leadership of the head and hands – otherwise they are mere administrators. Good managers go further and inspire people with the heart – rendering their leadership transforming.

The Ti‐Mandi Window (pronounced Time‐and‐I) is the management version of the well‐known Johari Window. It is built on the familiar two‐by‐two matrix that classifies management tasks as to whether, or not, they are urgent and/or important. In the conventional matrix, the quadrants are indicated by Roman numerals. To heighten interest, the Ti‐Mandi Window gives the quadrants indicative names: priority for action (I), neglected essentials (II), trivial hot potatoes (III), and – the light‐hearted – goofing off (IV). To fight the tyranny of the so‐called urgent, managers must take control of the labels that are put on tasks. They must strip away the fake “urgent” labels that are put on “trivial hot potatoes” – by breaking away – and redirecting the time saved by getting focused on the “neglected essentials”. The window shows how the two processes interact. Working together, they ensure that a manager’s time is concentrated on activities that are both urgent and important.

Describes the Strategic Leadership Star, which provides a logical framework which unifies the myriad of tools and techniques that are proliferating under the TQM “umbrella”, change‐management practice and modern strategic thinking. The central focus of all of these is superior performance in the creation of “value to the customer”. Consequently, customer value lies at the heart of the star. The first three points of the star – “define your purpose”, “face the customer” and “focus on essentials” ‐cover tools and techniques related to strategy formulation. These include vision, intent, mission, process streams, core competences and capabilities. The final two points ‐“create a challenge” and “trigger enthusiasm” – relate to strategy implementation. They lead back to the first point, fulfilment of the fundamental purpose, through such things as: stretch, creative tension, benchmarking, systems thinking and transforming leadership. Thus, the Strategic Leadership Star looks at strategy making from a leadership perspective. Strategic leadership requires equal attention to both path‐finding and culture‐building. This means that, in performing the strategic leadership role, strategy formulation and strategy implementation are no longer sequential and separate but are subsumed in the complementary leadership activities of strategic leadership. By following the star – i.e. using it as a daily guide to behaviour – the management of an organization would simultaneously be performing their strategic leadership role and ensuring its strategic success.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09684899510815483. When citing the article, please cite: John Nicholls, (1995), “Getting empowerment into perspective: a three-stage training framework”, Empowerment in Organizations, Vol. 3 Iss: 2, pp. 6 - 11.

Argues that TQM falls short as a vehicle for implementing excellence. Asserts that value to the customer is a much better means for delivering excellence than a customer‐led TQM with its inherent limitations and tendency to complex jargon. Discusses the use and abuse of quality. Considers that excellence implies all that is best, not only quality. Contends that quality does not equate to fitness for purpose. Concludes that value implies the optimizing of effectiveness and efficiency. Contends that being competitive in the delivery of value to the customer is a better vehicle for delivering excellence.

Discusses how the term TQM often conjures up different things to different people. In order to help clear up this confusion identifies four phases of TQM. Contends the theme is the implementation in practice of two major shifts in management thinking towards people and towards customers. Describes the four phases in the evolution of TQM. Exemplifies the evolution of TQM in the Ford Motor Company. Concludes that recognising the four stages brings clarity to an increasingly confusing terminology. Asserts it can also be a useful diagnostic tool when deciding how an organization should make practical use of the profusion of TQM techniques.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

A distinction was drawn by Burns, the political scientist, between transforming and transactional leadership. The notion of transforming leadership struck a chord with behavioural scientists, but discrepancies and internal inconsistencies in their application of the concept arose. A way of clarifying the situation is to view transforming leadership as the application of meta leadership “visioning” to the macro‐leadership role of pathfinding and culture building. This idea is explored, taking a close look at transforming leadership as propounded by Burns.