Case Study of Strategic Leadership
There are many examples of strategic leadership, but we’ll focus on two companies that understand how to take advantage of difficulties and develop strong strategies:
According to CNBC: “Google employees can continue to work from home until July 2021, making it the first major technology company to extend remote work arrangements to next summer in response to the global Corona pandemic.”
The word Google does denote not only the name of a technology company but also culture. When you think of this top-tier company, you think of sports, yoga, advanced bedrooms, and cafes; In short, you think of Disney World with millennial techs;
But this year, Google went beyond what its brand name suggests, choosing to look at statistics, amend company policies, and target its goals to benefit its employees. And when I decided to extend the remote work option until 2021, it became a company that cares about people, not just the product.
Amazon CEO Jeff Bezos allowed the chaos to lead him to innovative ideas from the start; When Amazon first started, it was selling books, and it had a limited online presence; It nevertheless became one of the largest high-profile competitors; It is because Bezos himself has become a high-ranking strategic leader.
Bezos created a successful company because he devoted part of his time to identifying shortcomings and mistakes, and another part of stopping and assessing what needed to be changed, and then cooperating with the right people to move forward;
For example, Amazon not only expanded its inventory but also reduced its carbon emissions; And according to the American newspaper Politico: “Amazon has invested $ 700 million in the electric car company.”
Amazon has advanced in many ways because Bezos’ strategy reflected societal values and environmental perspectives. That is, they became more powerful and influential due to Bezos’ strategic leadership.
Why is strategic leadership important?
It is necessary to understand strategic leadership as it is one of the only models that appeal to the millennial generation and the next generation, as there are many leadership styles, but most of the younger generations appreciate this model because it emphasizes the idea of cooperation, inclusiveness, diversity and difference within the workplace.
Strategic leadership revolves around the idea of creating a culture of influence without developing an absolute truth mindset; Not all leadership styles currently operate horizontally or using post-Enlightenment philosophy, but all styles endow public ownership with a value that outweighs the value of hierarchical influence.
One of the most important aspects of strategic leadership is to embrace pause. This is because it protects us from making decisions based on assumptions. When we dedicate our time to keeping calm, we can see everything from different perspectives and gauge everything that works and what needs to be changed.
- strategic leadership
If you think strategic thinking is just for senior management, think again.
Strategic thinking at an organizational level can produce astounding results.
This video will address the benefits of creating a strategic organization and look at ways to encourage leaders to find and increase strategic leadership potential in individuals and teams.
Here are some highlights:
- Understand the organization’s strategic priorities and contribute to them.
- Have a personal process to think strategically.
- Lead, guide, and influence your team to be strategic thinkers.
Ideas for Unlocking Strategic Leadership Potential:
- Talk about strategic initiatives
- Identify possible strategies to tackle
- Share your strategic targets with the team
- Recognize when the team identifies a strategic opportunity and respond to it
- Enroll others in implementing the strategy
- Focus decisions and actions on what is most important for long-term success
About the Author
CMOE Design Team
CMOE’s Design Team is comprised of individuals with diverse and complementary strengths, talents, education, and experience who have come together to bring a unique service to CMOE’s clients. Our team has a rich depth of knowledge, holding advanced degrees in areas such as business management, psychology, communication, human resource management, organizational development, and sociology.
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April 7, 2016
10 Qualities of a Strategic Leader
Strategic leadership. We know what you’re thinking—if I had a dime for every time I’ve heard ‘strategic leadership’ recently—and you aren’t alone! It’s becoming a hot topic in the healthcare industry, as more and more are discussing how strategic leadership impacts the work environment, as well as the qualities a strategic leader must possess.
So, what are the qualities a strategic leader must possess?
- Articulate. Strategic leaders must be able to communicate with clarity. They must be able to express the organizational vision in a way that members can understand.
- Thinkers. Strategic leaders think before acting or speaking and should control compulsive behaviors that might distract or hurt their team.
- Delegators. Beyond being leaders, these individuals are delegators. They know when to delegate tasks to avoid overloading team members, as well as when to assign challenging tasks that motivate them.
- Motivated. It’s not all about power and money for these leaders. Strategic leaders should be genuinely invested in the success of their team and organization.
- Self-aware. Not only do they understand the individuals of their team and organization, strategic leaders are also incredibly self-aware, meaning that they understand how their moods and actions might affect those around them.
- Compassionate. Emotional intelligence is in when it comes to being an effective leader, so it’s no surprise that strategic leaders should be compassionate and empathetic to those around them.
- Fair. Strategic leaders are also fair leaders. This means that, rather than forcing others to agree, they use their powers judiciously and wisely.
- Open-minded. These leaders are far from narrow minded. They have the perspective needed to see problems from many different angles and to more effectively lead their team.
- Loyal. Strategic leaders are incredibly loyal—to their team, to their organization, and to the healthcare industry as a whole.
- Communicators. Strategic leaders ensure that team members and leaders understand what’s happening in their organization and provide all the information needed to keep everyone up-to-date.
Coors Healthcare Solutions is dedicated to identifying and developing strategic leaders from within your organization to ensure that adept employees are prepared to take on leadership roles as they become available to them. In fact, from April 20 – 22, we will be attending an ASHHRA event focused on Strategic Leadership!
To learn more about our succession planning services, as well as our services for transitioning leadership teams, contact us today.
There is no single “right way” to operate a business or poise it for long-term success. Every enterprise is unique, after all. Still, specific approaches transcend these differences, offering near-universal benefits to businesses of all sizes and types. Strategic leadership refers to one such approach to business management that can yield several long-term benefits when properly implemented and executed. Of course, it’s worth noting that the upsides of the strategic leadership approach are contrasted with some downsides, too.
Let’s Look at the Pros and Cons of Strategic Leadership
What Is Strategic Leadership?
Strategic leadership can be defined as a leadership philosophy that prioritizes the communication and execution of a particular vision via tangible, streamlined actions and processes. In other words, the strategic leader not only generates and clarifies a business’ vision, but also adeptly leads its team toward realizing said vision one step at a time — the best strategic leaders can simultaneously keep the big picture and key details in mind, which is precisely what allows their business to achieve its short- and long-term goals. The leadership skills required for this brand of leadership include strong communication, a focus on culture, judicious deployment of power, self-control, compassion, consistency, loyalty, and strong motivation.
The Plus Sides of Strategic Leadership
There are several potential benefits that come with the strategic leadership approach. First, strategic leaders are able to unite teams, generate buy-in, and keep everyone on the same page, working toward a collective goal. In this way, the strategic leader keeps departments from losing focus or losing touch with one other, which makes it that much easier to move the business forward. Next, strategic leadership establishes a framework for practical decision-making. When goals are clearly communicated, everyone can better contribute to the collective vision. Strategic leadership also facilitates impartial, long-term thinking, filtering daily decisions through the lens of the broader vision. And lastly, the best strategic leaders cultivate commitment among their teams by acting as models for proficiency and practicality. For all these reasons, businesses should consider investing in strategic leadership training for their top talent.
The Setbacks of Strategic Leadership
A strategic leadership approach isn’t a flawless one, of course. As with all long-term processes and goals, there’s no way to know for certain what the business, industry, or economy will look like in the next year, three years, five years, decade, and so on. In this way, long-term strategic thinking can become a significant expense and source of leadership stress, especially if a seemingly solid plan becomes irrelevant in the face of unpredictable changes. This is why strategic leaders must be as flexible as they are visionary. In a similar vein, strategic leaders can get lost in the bigger picture and start neglecting the business’ present issues and needs, which can cause budding problems to go unresolved and eventually interfere with the very vision in question. Ultimately, this lack of attention to the present moment can halt company growth and even result in long-term harm. Strategic leaders that either take too many risks or are too risk-averse can cause the company to miss out on key opportunities.
Concept of Strategic Leadership
Strategic Leadership provides the vision and direction for the growth and success of an organization. To successfully deal with change, all executives need the skills and tools for both strategy formulation and implementation. Managing change and ambiguity requires strategic leaders who not only provide a sense of direction, but who can also build ownership and alignment within their workgroups to implement change.
Leaders face the continuing challenge of how they can meet the expectations of those who placed them there. Addressing these expectations usually takes the form of strategic decisions and actions. For a strategy to succeed, the leader must be able to adjust it, as conditions require. But leaders cannot learn enough, fast enough, and do enough on their own to effectively adapt the strategy and then define, shape and executive the organizational response. If leaders are to win they must reply on the prepared minds of employees throughout the organization to understand the strategic intent and then both carry out the current strategy and adapt it in real time. The challenge is not only producing a winning strategy at a point in time but getting employees smart enough and motivated enough to executive the strategy and change it as condition change. This requires the leader to focus as much on the process used to develop the strategy-the human dimension, as the content of the strategy-the analytical dimension.
Strategic Leadership is the ability to anticipate, envision, maintain flexibility and empower others to create strategic change as necessary. One of the key strategic roles of any manager, whether general or functional, is to provide strategic leadership for subordinates. Strategic leadership refers to the ability to articulate a strategic vision for the company and to motivate others to buy into that vision. Strategic leaders meet six criteria.
- Strategic leaders have a vision of where the organization should go, are eloquent enough to communicate this vision to others within the organization in terms that energize people, and consistently articulate their vision until it becomes part of the culture of the organization.
- Strategic leaders demonstrate their commitment to their vision by actions and words, and they often lead by example.
- Strategic leaders are well informed, developing a network of formal and informal sources of information that keep them well apprised of what is going on within their company. They develop “backchannel” ways of finding out what is going on within the organization so that they do not have to rely on formal information channels.
- Strategic leaders are skilled delegators. They recognize that, unless they delegate, they can quickly become overloaded with responsibilities. Besides, they recognize that empowering subordinates to make decisions is an effective motivational tool. Empowerment also makes sense when it results in shifting decisions to those who must implement them.
- Strategic leaders are politically astute. They play the power game with skill, preferring to build consensus for their ideas rather than use their authority to force ideas through. They act as members or leaders of a coalition rather than as dictators. Recognizing the uncertain nature of their forecasts, they commit to a vision rather than to specific projects or deadlines. They also realize that a big change may be more easily implemented in small, piecemeal steps.
- Strategic leaders exhibit emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skills. Leaders who exhibit a high degree of emotional intelligence tend to be more effective.
Strategic Leadership Levels
Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives.
Among the strategic leaders, we have managers operating at different levels of an organisation: corporate-level, business-level, functional-level and operational-level. At these four key levels, strategic leadership provides the scope and direction to help drive success for the organization.
“The Fish Rots From The Head”
Strategic Leadership: The process of using well considered tactics to communicate a vision for an organization or one of its parts. Strategic leadership typically manages, motivates and persuades staff to share that same vision, and can be an important tool for implementing change or creating organizational structure within a business.
Having a strategic approach to leadership is essential in building a thriving organization. Leadership will help to shape every part of the culture, and will help to determine success and failure.
Why Strategic Leadership?
Because driving blind is a morons approach to navigating through life. Attempting to lead with no plan of action is the same as approaching driving blind, you do not know where you are going, and yet to intend on directing others where?
Having a strategic approach to leadership will allow you to build a strong foundation for your organization and prepare you for the unexpected, and sets the premise for a strong team and work culture.
Understanding and Relentlessly Conveying the Vision
You should understand your own vision in order to convey it correctly. Truly understanding your vision means having an actionable plan. Having a great plan together will help you to articulate your plan effectively, your ability to do so will determine the response that you will receive.
How Wide is Your Perspective
Can you anticipate change?
To be a great strategic leader, your have to be able to notice small shifts, little changes that will sway the direction of things, and put a plan in action that will allow you to be at the forefront of this change.
Being able to turn a seemingly unbalanced environment is essential in the role of leadership, because they will come, and they will be unexpected and can derail a whole organization with lack of preparation. A great leader is able to use their skills to capitalize.
One that can often be overlooked, as we focus on all of the other external forces, from mission, culture, and our teams, but approachability is important. From the top and from the bottom!
Those that are leading you should be able to reach you, mold you, and prepare you for the challenges ahead, while those that you are leading should feel as if you are open to feedback, and willing to support. It’s impossible to teach others to work well together, if no one in your team feels as if you play well with others.
A great leader is approachable, compassionate, and has social skills.
How open are you, to learning from your failures?
In parenting, they say, if your child doesn’t feel as it he/she can come to you when they have made a mistake, you are setting that child up and yourself for failure. As a leader, your team has to feel as if the culture allows them to learn from their mistakes, not in a demeaning way, but in an open and understanding environment.
Mistakes will happen, both from your end and from your teams end. The best way to approach these situations, is to create an open environment, where the team can learn from not only theirs, but your mistakes.
Make it a Team Effort
Also known as Strategic Teaming, a great leader builds an even greater team, one that is just as passionate about the success of the mission and organization. Refusing to acknowledge the importance of a cohesive team, can result in failed projects, and a disorganized work culture.
According to CMOE (Center For Management and Organization Effectiveness) the areas that are important to target when building an effective strategic team are:
Organizations with effective leaders sometimes find themselves in the difficult position of meeting their day-to-day objectives without making much progress towards the organization’s strategic goals. Perhaps they’re covering their expenses without making a significant profit, or maybe they’re keeping customers satisfied without expanding their business. They’re in no danger of failing, but they’re not where they want to be or where they could be.
While a number of factors could contribute to this situation, one of the most likely culprits is a lack of strategic leadership. A 2015 PwC study of 6,000 senior executives found that only eight percent of them could be categorized as strategic leaders, or leaders with the ability to drive organizational change and build long-term business success.
Fortunately, organizations can take steps that allow them to identify and develop strategic leaders. These candidates typically possess a number of characteristics that set them apart, such as their ability to align short-term goals with long-term objectives and their ability to challenge the status quo. They are also effective at anticipating changes on the horizon and making difficult decisions based upon incomplete information.
Perhaps most importantly, strategic leaders understand the importance of fostering a culture that values learning, which allows them to take constructive lessons from both failures and successes. They take nothing for granted and do not hesitate to question the status quo in the interests of driving the organization closer to its goals.
Embracing strategic leadership requires a shift in thinking about how decisions are made and what lessons can be learned from them. By adopting a few simple practices, companies can take the first steps toward developing candidates who are better equipped to deal with “big picture” challenges standing in the way of transformational success.
Empower Decision Making
Developing strategic-minded leaders requires companies to rethink how information flows through the organization and how decisions are made. Many high-potential employees with strategic leadership potential are stifled by hierarchical structures that seldom, if ever, give them an opportunity to make decisions, propose new ideas, or support their colleagues. Distributing these responsibilities to these high-potential employees not only encourages them to play a more direct role in shaping the company’s strategy, it also better leverages the organization’s human resources by drawing upon underutilized ideas from people outside the traditional leadership hierarchy.
In order to make decisions, however, strategic leaders need information. Without transparency, it’s difficult to know what challenges an organization is actually facing. No amount of strategic leadership will lead to better outcomes if no one has access to accurate and honest information. When preconceived ideas and decisions flow downward without data to support or enrich them, aspiring leaders are implicitly taught to focus on achieving short-term goals without considering how they could drive long-term success more effectively.
While it’s easy for an organization to say it wants to expand decision-making authority, empowering employees to propose and implement creative solutions could lead to frustration and confusion unless the proper channels are set up to support innovative thinking. Apprenticeships, cross-functional forums, and reverse-mentoring (which allows younger employees to share their specialized knowledge with more established coworkers) are just a few examples of how organizations can foster creative solutions and promote new avenues for decision-making.
Not every innovative idea turns out to be successful, and many organizations encourage employees to “fail fast” so they can learn from the errors. Unfortunately, they often do not put a process in place to manage the risks associated with failure. This ends up leaving the people who implemented unsuccessful changes to face the consequences, often in the form of negative performance reviews or missed promotions.
By establishing processes and practices that account for risk and find ways to treat failures as learning opportunities that can ultimately lead to success, organizations can better support the development of strategic-minded leaders. While managing failure is not without its risks (as Honda, a company famous for embracing a “freedom to fail” ethos, found out in 2015), encouraging leadership candidates to pursue ideas that disrupt the status quo can ultimately create more dynamic leaders who are better equipped to push organizations toward their long-term strategic goals.
Allow Time for Reflection and Review
Strategic leaders thrive on information, and this is especially true when it comes to evaluating their own performance. They want to know the results of their decisions and efforts, which allows them to identify successes, analyze failures, and explore what they could have done differently. This analysis is incredibly valuable for aspiring strategic leaders because it provides them with a sense of accountability and makes clear the linkages between their efforts and overall organizational success.
Reviewing decisions should consider more than whether or not the outcome was successful, focusing on why the decision was made in the first place. It’s a time to reassess assumptions and determine whether or not decisions are being made in a strategic fashion that aligns short and long term goals. This period of reflection is important because it will inform the decision-making process in the future. It’s more than just a matter of which decisions were successful and which were not. In some cases, a decision made for good reasons might result in failure, while a more successful outcome might be the result of a flawed decision. Part of developing as a strategic leader is learning how to recognize the difference.
Strategic leadership is needed more than ever in today’s dynamic business environment. While many companies remain deeply entrenched in their respective status quos, the good news is that most of them already have potential strategic leaders waiting to be discovered. By empowering their employees and changing their approach to leadership development to emphasize strategic thinking, organizations can find more of the leaders they need to guide them into the future.
Strategic leadership effectively manages teams and successfully executes projects. Strategic leaders use their vast knowledge and experience to come up with solutions to difficult problems faced by organizations every day. In this article, we define strategic leadership, explain the process and list 10 tips for improving your strategic leadership tactics.
What is strategic leadership?
Strategic leadership is the culmination of various leadership styles to reach a goal. Experts use their previous experience and knowledge of these leadership types to come up with unique and creative solutions to their highest priority problems. The goal of strategic leadership is to streamline processes, increase productivity and promote innovation.
Strategic leader process
To be an effective and strategic leader requires a thorough understanding of the company’s goals and objectives. It also requires knowledge of the customer base or target audience, identifying their specific needs. With this knowledge, strategic leaders come together to determine long-term goals for the company and strategize how to meet those goals. These strategies are in-depth, outlining every step the business or team must take to complete their objectives.
Tips for strategic leadership
Here are some of the best tips for strategic leadership:
1. Delegate tasks and responsibilities
Strategic leaders often have a large list of responsibilities. Some of them try to handle most of the responsibility on projects and develop high levels of stress and overall poor work performance. Effective leaders delegate tasks and other responsibilities to their team. This evens out the workload for everyone and gives the leader more time to be a leader.
2. Be a transparent leader
Information and honesty are often limited in institutional structures. While limiting transparency may work for the military, this concept in business leaves room for problematic consequences as team members are the last to learn important pieces of information. This confuses and results in poor project execution. Be honest and transparent with your team. If you know changes are coming, let them know. In some cases, you may be told by upper management to keep certain information hidden, but at least prepare your team for any major upcoming event or change.
3. Create an environment for testing new ideas
One of the main aspects of a strategic leader is the ability to constantly present new and innovative ideas. It’s their job to come up with creative solutions to problems. However, as a leader, it’s also their duty to create an environment for others to try their own ideas. Let your individual team members have a voice and express their thoughts, opinions and strategies.
4. Provide learning opportunities
Use your extensive education and experience to expose your team to new ideas, methodologies and ways of thinking. If you know of a method for achieving a goal the team is not familiar with, initiate it and let them try it. Coach them through the process, answering any questions that arise and guide them through from start to finish. It’s one thing to lead a team to a goal, but another to teach them what you know along the way so that they can evolve and grow as employees.
5. Demonstrate strong communication skills
The main attribute of an effective strategic leader is their strong ability to communicate. They propose and demonstrate new ideas to their teams and upper management on an almost daily basis. It’s often necessary to come up with unique solutions that many others disagree with. In these cases, you need excellent communication skills to walk them through the concept and convince them that it works.
6. Demonstrate strong listening skills
Listening skills are just as important for leaders as their communication skills, because each employee wants to have a voice and be heard. Just as you can have unique and innovative ideas, so too can your team members. Create an environment in which they feel safe to share their thoughts and opinions. If a team member happens to share an excellent idea that the team agrees with, let them take initiative and execute their plan. Guide them as needed but also let them take their own lead on their own idea.
7. Be positive
Positivity is a valued asset, especially when projects go awry. Be the positive influence your team needs for both good and bad results. They need your support at all times because if you’re not positive, they won’t be either. Additionally, positivity often boosts morale across all teams.
8. Let innovation flourish
Strategic leaders aren’t afraid to try something new. Present bold ideas and encourage innovation among your team. If you consistently bring unique and effective ideas, you create an environment where all team members feel open enough to share their own radical ideas. Even if a project runs smoothly, if a team member has a new idea, let them try it. They could develop a wholly new process, making for more advanced and efficient project management.
9. Create a collaborative environment
With strong listening skills and an innovative environment, you create a space for collaboration. Collaborative leadership creates transparency, builds trust and brings teams more together. This also makes them more likely to support your vision as well as that of other team members. Create smaller projects, goals or objectives and let someone else take the lead on it. Doing so allows teams to work with new and different makeup and provides leadership experience to various members. It also provides further opportunities for team bonding and more effective collaborative efforts.
10. Be empathetic
When you’re able, talk to your team and discuss their work. Take the time to understand their opinions and their situations by seeing things from their perspective. Create an environment in which they feel safe to talk to you about problems they have with the project or if they believe you or the organization handled a situation poorly. When your team experiences problems, be there to help. Empathy is also a practical tool that allows you to understand all the challenges facing your employees. This creates a better understanding of their skills and resources and how you can improve them.
Innovation on ASQTV™
Leadership is defined as the act of directing and managing a project, group of people, or an organization.
Leadership is not solely the responsibility of those who reside at the higher levels of the hierarchy. Instead, it’s an activity in which anyone who’s interested in the success of an organization can take part. Promoting employee involvement in leadership is an effective way to help build up a company’s success and morale.
There are two main types of leadership:
1. Operational Leadership
- Ensuring that organizational processes are effectively carried out on a day-to-day basis
- Monitoring performance
- Addressing constraints
- Ensuring that employees understand what is to be done and are provided with the authority, knowledge, and skills to do it
2. Strategic Leadership
- Define the overall vision and mission of an organization
- Develop strategies, systems, and structures to achieve the vision and mission
- Create both technical and social systems that are effectively integrated, and which address the needs of both customers and employees
Management vs Leadership
“Managing” and “leading”—dual activities required to run an organization—are both valuable and necessary, but they differ significantly.
Managers make sure the work gets done; leaders make sure the work gets done differently and better. Managers work within an existing paradigm; leaders help a group of people move from one paradigm to another. Managers focus on doing things right; leaders focus on doing the right things. Managers work hard to maintain improvements; leaders work hard to create improvements. Managers manage processes; leaders lead and develop people.
Organizations need excellent managers as well as excellent leaders. Improvements that aren’t sustained become worthless, and excellent processes that never improve become mediocre over time. In fact, most organizations need people who can both manage and lead. In many organizations the percentage of time spent on each activity, according to one’s role, loosely follows the pattern in Table 1.
Table 1: Management vs Leadership Activities
Manager of Quality/Organizational Excellence Certification
- Leads and champions process-improvement initiatives
- Facilitates and leads team efforts to establish and monitor customer/supplier relations
- Supports strategic planning and deployment initiatives
- Helps develop measurement systems to determine organizational improvement
- Motivates and evaluates staff
- Manages projects and human resources
- Analyzes financial situations
- Determines and evaluates risk
- Employs knowledge management tools and techniques in resolving organizational challenges
You can also search articles, case studies, and publications for leadership resources.
Transfer To Transform: Leveraging And Maintaining Knowledge Assets To Enrich Organizational Effectiveness (Quality Progress) Often, thought leaders and executives are so consumed with important organizational drivers, such as revenues, costs, innovative technologies, growth strategies and concepts to achieve higher performance that, unfortunately, they overlook the forest for the trees. Leaders must understand that the most valuable resource to any organization is the people who provide the services to its customers.
Developing Your Key Leadership Skills And Behaviors (Journal for Quality and Participation) The journey to becoming a great leader requires a willingness to identify opportunities for improvement and implement new practices that enhance relationships with employees and increase organizational performance.
Find Your Strength By Leading Yourself First (Journal for Quality and Participation) Strong quality leaders must have many qualities, but the best leaders lead by example. Finding one’s purpose in life and always striving for that purpose, whether it be at work or outside of work, is an example that many great leaders project onto the people they lead.
Soar To The Pinnacle Of Leadership Excellence Adil Dalal, author, leadership expert, and past chair of the ASQ Human Development and Leadership Division, presents a framework and process for taking leadership skills to a higher level, which he calls “Sensei Leadership.”
Next Generation Quality Leadership Jim Buckman introduces the “Next Generation Quality Leadership” initiative. Led by Buckman Associates, the initiative explores how the body of knowledge on quality is changing as the next generation of quality leaders emerge.