Using Leadership as an Indicator of Organizational Success as Measured in the Baldridge Criteria

New and Significant Management Insights from Recomputed Baldrige Scores

Table of Contents

Abstract 1

I . Introduction 1

II . Review of Related Literature 1

A . The Value of Leadership 1

B . Coming Full Circle 13

III . Statement of the Thesis Problem 14

A . Hypothesis 14

B . Objectives of the Thesis 14

IV . Materials and Methods 14

A . The Survey Data Provider 14

B . The Survey Date and the Target Institution 15

C . The Respondents ' Pro 16

p D . The Survey Questionnaire 16

E . Limitations of the Study 17

F . Analysis of the Data 17

V . Interpretation and Discussion of Results 19

A . The Correlation Matrices 19

1 . The Pearson Correlation Matrix for the Combined Data 19

2 . The Pearson Correlation Matrix for the Others Group 21

3 . The Pearson Correlation Matrix for the Leaders Group 22

B . The T-Tests : Combined Analysis for the Others and Leaders (1 to 7 25

C . Excerpt from the Correlation Matrix for the Leaders Group 28

D . Step-wise Regression Analyses 29

1 . For the Combined Data 29

2 . For the Others Group 30

3 . For the Leaders Group 30

VI . Significance of the Study 31

VII . Bibliography 33

VIII . Appendices 34

A . Questionnaire (Microsoft Word , 7 pages 34

B . RawData (Microsoft Excel Spreadsheet , 1 page 41

C . ForRegression Analyses (Microsoft Excel Spreadsheet , 1 page 42

D . Summary (Microsoft Excel Spreadsheet , 1 page 43

E . Criteria (Microsoft Excel Spreadsheet , 1 page 44

F . Other and More Detailled Results (Microsoft Word , 9 pages 53

G . The 2007 Baldrige National Quality Program Criteria for Performance Excellence (referred to as the Business /Nonprofit Criteria , 84 pages Winzipped ) 54

New and Significant Management Insights from Recomputed Baldrige Scores

Abstract

Baldrige Criteria raw scores were statistically analyzed carrying out correlation test , t-test , and regression analyses tests on two (2 groups designated as Leaders and on another group as Others . From an earlier examination of the respondents that the Leaders were actually Senior Leaders and that the Others were actually Junior Leaders , the tests consistently showed that the Senior Leaders were more concerned with external factors , such as satisfying Customer and Market Focus and delivering Business Results . Expectedly , as Junior Leaders , they showed Results of both groups descriptively ADDIN EN .CITE CommerceU .S . Department of CommerceThe 2007 Baldrige National Quality Program Criteria for Performance Excellence (referred to as the Business /Nonprofit Criteria , 84 pages2007January 252007National Institute of Standards and Technology (N .I .S .T )http /www .quality .nist .g ov /PDF_s /2007_Business_Nonprofit_Criteria .pdf (Commerce , 2007b ) fell into the Baldrige Leadership and Results Triads , pages 4 and 5 ADDIN EN .CITE CommerceU .S . Department of CommerceThe 2007 Baldrige National Quality Program Criteria for Performance Excellence (referred to as the Business /Nonprofit Criteria , 84 pages2007January 252007National Institute of Standards and Technology (N .I .S .T )http /www .quality .nist .g ov /PDF_s /2007_Business_Nonprofit_Criteria .pdf (Commerce , 2007b . Other possible uses of already available Baldrige Criteria raw scores must be further explored especially in the feasibility of predicting favorable leadership qualities towards successful organizations

Introduction

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