TQM implementation for the healthcare sector

Abstract

PurposeThe purpose of this paper is to enlarge the debate on total quality management (TQM) implementation in the healthcare sector and to evaluate how and whether leadership can affect TQM implementation.Design/methodology/approachThis paper is based on findings from a literature review of TQM and leadership. The authors analysed these findings to categorise causes of a lack of leadership in TQM programme implementations.FindingsThe authors propose three categories of causes of a lack of leadership in TQM programme implementation. The first cause is well-known: a lack of senior managers’ involvement and commitment. The second category is the “combined leadership” that occurs in large healthcare organisations; and the third category is the influence of an external “political leadership” on public healthcare.Research limitations/implicationsThis paper presents researchers with three categories of causes of failure of leadership in TQM implementation that can be investigated. It also encourages reflections from practitioners concerning TQM leadership in the healthcare sector.Practical implicationsThe authors request that practitioners reflect on ways to create or sustain a “monolithic” leadership, especially in large organisations, to ensure a common vision, values and attitude for unitary TQM governance.Originality/valueIn an original way, this paper analyses and proposes three categories of causes linked to a lack of TQM leadership in the healthcare sector.