Business Excellence Model Research Articles

A study on the performance self-assessment model based on Vietnam National Quality Award and some recommendations

Quality award models, also known as business excellence models (BEMs), have important implications for enterprises on managing quality and providing guidance for businesses wishing to build and apply quality management systems. Self-assessment has been widely recognised around the world as a tool to guide the development of quality-related activities in enterprises. In this paper, thanks to practical research results in typical enterprises, the author discusses the pilot application of self-assessment based on the Vietnam National Quality Award (VNQA) to evaluate the performance of management activities of some VNQA winners, thereby proposing some solutions to promote self-assessment in Vietnamese enterprises in the coming time.

The business excellence models and business strategy

The objective of this paper is to investigate the effect of using the EFQM model in Czech companies on business success. The study is based on primary data collected from top managers of selected 477 Czech private companies which are incorporated and located in the Czech Republic. Primary data were collected by the method of oral questioning. The companies under research were selected with the method of non-probability purposive sampling, or more precisely by assumption and occasional selection. The research was carried out in the Czech Republic between October 2018 and January 2019. The relationships are analyzed using relevant regression techniques. From the results generated by research methodology, the EFQM model has a very important weight and plays a key role in the strategic planning of the company. This fact is confirmed by the high direct effect, as well as by the high indirect effect between both variables. These results indicate that the using of the EFQM model constitutes a key piece in the strategic planning of the company to achieve of business success.

ТАДБИРКОРЛИК ҚОБИЛИЯТИНИ БАҲОЛАШНИНГ “БИЗНЕС МАҲОРАТ” МЕХАНИЗМИНИНГ МЕТОДОЛОГИК АСОСЛАРИ

The article deals with the innovative idea of "entrepreneurial excellence", based on the dependence of the of qualitative characteristics of business entities on the degree of development of entrepreneurial ability. The concepts of "business of excellence in quality management" and "economically perfect person" are revealed, which are the methodological foundations of this idea. The organizational structure and criteria for evaluating the European Foundation for Quality Management (EFQM) Business Excellence Model will be described in detail. Criteria for evaluating economic ability as a measure of a person's economic productivity are characterized. The degree of development of economic abilities of 250 employed people in the city of Bukhara will be calculated by an expert on the basis of the "Test of economic competence”.

Business Excellence Models and External Stakeholders Influencing the Late Adoption of Quality Management Systems in Zimbabwe Hotel Industry

The main objective of this paper was to determine business excellences and stakeholders influencing the late adoption of quality management systems in Zimbabwe hotel industry and suggest recommendation that encourages adoption of quality management systems. The study followed a multi case study approach, with 9 hotels from Harare chosen purposively to represent the hotel industry in Zimbabwe. In-depth interviews and focus group discussions were used to get data from hotel managers, key stakeholders and staff members. Directed content analysis was used to analyse data. The results revealed that hotels in Zimbabwe do not follow internationally recognised business excellence models. Five key external stakeholders – banks, Zimbabwe Tourism Authority, Tourism Business Council of Zimbabwe, Hospitality Association of Zimbabwe, tourists and Standard Association of Zimbabwe were identified to be influencing adoption of quality management systems in the hotel industry. The study recommended for the establishment of local business excellence models that are specific to hotels in Zimbabwe and for the government to avail accessible revolving bank loans for the hotels to invest towards quality management systems. The determination of the external stakeholders influencing late adoption of quality management systems in the hotel industry and use of business excellence models will help improve the adoption of QMSs under Zimbabwe's National Development Strategy 1 (NDS) to realise Vision 2030 "Towards a Prosperous and Empowered Upper Middle-Income Society".

THE EFFECTS OF BUSINESS EXCELLENCE TO INTERNAL AND EXTERNAL CUSTOMER OPINIONS IN HEALTHCARE

Aim: Hospitals can determine the strengths of organization and improvement strategies by implementing business excellence models to increase customer satisfaction. The aim of the study is to evaluate the effects of business excellence dimensions on internal and external customer opinions. 
 Methods: The universe of the study is public hospitals in İzmir urban area. Four hospitals included in the study and 488 healthcare workers agreed to participate to study. Survey was developed from the Malcolm Baldrige National Excellence Award Healthcare Criteria. 
 Findings: Factor analysis revealed six business excellence dimensions: strategic planning; workforce focus; process management; customer focus; leadership; and measurement, analysis, knowledge management. Correlation analysis showed that business excellence dimensions have strong relations between each other and internal and external customer opinions. According to regression analysis, customer focus, process management and measurement, analysis, knowledge management effect to the external customer. Workforce focus, process management and leadership effect to the internal customer. 
 Conclusion : In order to improve the internal and external customer opinions in healthcare organizations, hospital managerial teams have to focus on processes and workforce, give importance to be more patient centered and plan their strategies according to customers’ opinions. This study helps the hospitals, in which areas should be focused on primarily when developing policies and strategies; and preparing plans for future developments.

Tracing evolution of EFQM and its relationship with Industry 4.0

EFQM is one of the popular business excellence modelling frameworks and is globally accepted in several countries to motivate organisations to formulate strategies for the continual improvement of organisational processes leading to excellence. This paper tracks the historical evolution of the EFQM model and dissects the model to its most fundamental elements for analysis and synthesis. The paper aims at understanding the process of evolution of the EFQM model and identifying the major changes in the new EFQM model (2020). In the second stage, an in-depth analysis of the evolution of the EFQM 2020 vis-a-vis the EFQM 2012 model is presented. Lastly, the relationship between EFQM and Industry 4.0 is presented. The research brought to the fore several interesting findings which include the changes in the criteria and sub-criteria of the model over the time. The research points out that the EFQM model is moving towards a generic model with a focus on the futuristic requirements of the organisations rather than merely a business excellence model and/or just a quality award enablement model. The research has been carried out based on the current understanding and available information.

TOTAL QUALITY MANAGEMENT PRACTICES IN HEALTH CARE ORGANIZATIONS: PERCEPTION OF HEALTH CARE PROVIDERS

Turkey has experienced a substantial development in Total Quality Management (TQM), measurement, and monitoring of hospitals. Ministry of Health has developed the Quality Standards in Healthcare (QSH) in order to adapt to international quality standards of health care to the health care services as a result of long research and experience. This study aimed to determine the effects of QSH applied in a public hospital on the quality performance of the organization. The researchers used a performance measurement model to measure the impact of the recently developed QSH on the quality performance and organizational excellence of a 320-bed public hospital in a developing country. Successful applying of TQM in hospitals requires the involvement and commitment of all health care providers. The study was carried out in an attempt to explore the attitude of health care providers applying TQM practices on hospital performance in a general public hospital. We collected data from 302 healthcare providers. We used a structured questionnaire to collect data. The study was based on total quality management theory and Kanji's Business Excellence (KBEM) model. The study used a 10-point Likert-type scale. The Structural Equation Model (SEM) was used to test whether the data obtained from the participants supported the model. The variable mean scores and path coefficients were calculated. The data were collected in five different periods between July 2017 and January 2019. The results of the study showed that the average attitudes of nurses, physicians, and administrative staff about the factors of hospital quality performance differed from the attitudes of technical staff. The study results reflected some strong areas, notably leadership, customer/patient satisfaction, quality management process, measurement, and organizational excellence. The results indicated that the hospital organization was mainly based on institutional excellence, quality improvement and patient safety, leadership and management performance, patient satisfaction and institutional learning, corporate ethical performance. The results also identified opportunities for improvement in QSH standards for human resource management and the absence of standards that address existing issues in organizations with organizational structures.
 
 <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0889/a.php" alt="Hit counter" /></p>

The Impact of ICT Support and the EFQM Criteria on Sustainable Business Excellence in Higher Education Institutions

The problem of sustainable business excellence has been investigated according to different aspects in different fields. For a more detailed analysis, it is necessary to develop an integrative sustainable business excellence model, respecting the baseline model of business excellence according to the European Foundation of Quality Management, with the possibility of defining the relationships and levels of significance of different variables. The primary goal of this paper is to present a developed integrative model to simulate the effects of information and communication technologies, and quality and effects of leadership improvement, as independent variables, on sustainable business excellence in higher education institutions, as a dependent variable. The model was developed by applying dynamic system techniques and evaluated by using statistical methods. In the sample of 17 Serbian and 21 Russian universities, the authors analyzed the information and communication support, leadership and quality, and their impact on sustainable business excellence. According to the simulation analysis, it was concluded that the EFQM model of self-assessment could help produce a more customer-oriented culture in HEIs, through ICT support, leadership and quality criteria enhancements.

Analysis of the interrelationships between enablers and results in King Abdullah II award for excellence model

PurposeThis study aims to validate the KAIIAE model in the public sector and analyse the interrelationships between Enablers and Results in the King Abdullah II Award for Excellence (KAIIAE) model to better understand the dynamic logic behind improving excellence results.Design/methodology/approachThe methodology used is structural equation modelling (partial least squares technique), and the data were obtained from the assessment processes for the KAIIAE for 98 Jordanian public organisations.FindingsThe findings showed that the award model has proven to be a reliable and valid framework, as the criteria and sub-criteria were highly correlated. The set of Enablers was strongly related to the set of Results, and the synergies between the critical criteria confirmed the importance of leadership, strategy, and processes for the organisation's excellence results. It was found that the new significant and direct relationships between “People” and “People Results” and between “Partnerships and Resources” and both “Society Results” and “Key Results” improved the understanding and implementation of the model. There was a significant interrelationship between model criteria, excluding the relationship between “Society Results” and “Key Results”, since the government's main objective is to serve society. A new structural model for the KAIIAE with the new relationships was suggested.Research limitations/implicationsThis paper concentrated only on the public sector, although the excellence model has been implemented in the private sector. Features of the different types of organisations were not tested. Furthermore, the variations in size, covered fields, number of employees and provided services need to be investigated further.Practical implicationsGovernment award bodies can use these research findings to develop a new model version for public sector awards by combining a cohesive array of elements for any government organisational need or application. The study suggested adding new criteria or relationships or eliminating those that are not significant and have no impact on public sector organisations. The findings will assure the organisations' managers that the KAII excellence model criteria are highly correlated and synergised for public sector organisations. These criteria perform efficiently once they are considered and implemented in an interconnected manner rather than managing them independently, which makes up their management framework. This knowledge about the validity of the structure of the model allows public sector organisations to benefit fully from the self-assessment processes and improve the organisation's management, enhancing their faith in excellence award models.Social implicationsThis study has contributed to the existing literature on the reliability and validity of business excellence models as a framework for implementing, evaluating, and improving excellence, particularly in the government sector. Several important insights have emerged from this study. The relevant analysis supports a new model structure for excellence in the public sector. Among the model structure relationships, the study identified the existence of new direct relationships between enablers and results. New significant and direct relationships are added to the model that advances the implementation and understanding of the model. Moreover, it informs theory about Excellence Award implementation in developing countries within the context of Jordan – a topic that has previously received limited attention in the international business excellence literature. Since there is limited research on the suitability of implementing the KAIIEA excellence model (that is based on nine criteria of the EFQM model) in public organisations, this work suggested introducing a new modification to the model to suit the characteristics of the public sector.Originality/valueThe considerable prominence of the government sector has drawn attention to the excellence parameters within its organisations. Hence, a lack of studies and inadequate knowledge in the governmental management system have limited testing excellence in the public sector. This paper provides support that the excellence model (KAIIAE model that is EFQM based) is an appropriate framework by identifying direct and significant model interrelationships for the public sector based on the actual and sufficient performance of its entities so as to drive the changes of the next model generation. This is the first study that attempts to comprehend and describe the validation of the KAIIAE model in the public sector.

The Influence of Lean Practices and Leadership on Business Excellence: Malaysian E&E Manufacturing Companies

The objectives of this study are to adopt the well-known business excellence model (BEM), Baldrige excellence framework 2019-2020 criteria and examine in Malaysian Electrical and Electronics (E&E) manufacturing companies. We have identified those elements in BEM like leadership, customers, measurement, analysis, knowledge management (MAKM), strategy, and operations that influence on business results. This study also aims to assess the Lean practices influence on the operations and results of business excellence (BE). The theoretical framework is guided by BEM and Leadership theory. A stratified random sampling was employed to choose the sample from the four sub-sectors of E&E industry. A total of 500 questionnaires was circulated in Peninsular Malaysia with return usable 156 questionnaire utilized for data analysis. The outcome from the structural analysis suggested that positive relationships between strategy, operations, and Lean practices on achievement of BE. The limitations from present study suggest a future research may focus on other industries, Industry 4.0 companies and also ascertain what are the leadership behaviours more favourable to achieve BE. The conclusions of this study extend the knowledge by assisting theory building efforts especially in the operations management domain and BE management. The practical implication is adoption of Baldrige excellence framework and Lean practices will enhance infrastructural decision in fields of business strategy such as human resource policies, best practices, benchmarking and quality management. This study contributes to the methodology perspective by covering both economic and non-economic performance measure metrics.

DEVELOPING A SUSTAINABLE BUSINESS EXCELLENCE MODEL AND DISCUSSING KEY FACTORS

To achieve sustainable growth and maintain competitive advantages, many companies consider the sustainability of society and the environment, and adopt the business excellence (BE) framework of quality awards to promote total quality management (TQM) activities. This study used the Malcolm Baldrige National Quality Award’s (MBNQA) business excellence evaluation standard as the main body, supplemented by the Dow Jones Sustainability Indexes (DJSI). It proposed scoring criteria for the sustainable business excellence model, and discussed the degree of cause and correlation between evaluation criteria. The key factors were explored to provide companies with a reference for the pursuit of sustainable business excellence.

Business Excellence, Leadership and Lean: A Systematic Literature Review

The objective of this study is to examine the prevailing literature on Business Excellence (BE), leadership and Lean. Leadership is enabling criteria of Business Excellence Models (BEMs) and Lean is one of the keys improvement initiative which can be adopted and the path forward in achieving BE. The analysis involved studying 506 research articles published between 2009 and Aug 2020 in well-known academic databases. This systematic literature review intends to organize, synthesize and structure the shared fount of knowledge concerning to BE, leadership and Lean. The classification and analysis of these articles are according to the following axes: years of publication, types of journals and research context. Each trend of the three axes is granted in the analysis. The main research fields are suggested to guide future research agenda of BEMs. This study focused on recent 11 years articles and ignored those studies from journals that are focusing on an area other than quality and management, dissertations and books. The results of the study would also benefit academicians, researchers, and professionals to focus on the pertinence, growth and research developments in the Lean management field and BE system. This study is possibly one such comprehensive systematic literature reviews focusing on a vital agenda of leadership and Lean management in BE. All the texts, tables and figures presented in this paper were original work carried out by authors.

Towards a further step in understanding business excellence models: a comparative approach

PurposeA comparative analysis of the validity of business excellence models (BEMs) has rarely been empirically pursued. In addition to their similarities, BEMs exhibit differences in terms of their criteria, relations and emphasis, and some researchers have claimed that it is because these models tend to represent underlying cultural, economic, or social dynamics, as well as global best practices. Based on three such BEMs (the Malcolm Baldrige National Quality Award (MBNQA) model, the European Foundation for Quality Management (EFQM) model and the King Abdul Aziz Quality Award (KAQA) model), this paper introduces a four-phase study to analyse these models comparatively.Design/methodology/approachThis paper: (1) conceptually delineates the distinctive natures of and differences between the three models; (2) develops a comprehensive measurement model based on the content of these models; (3) reviews the relevant literature on BEMs; (4) discusses the motivation behind this comparative approach and (5) introduces a four-phase study to comparatively analyse these models.FindingsA comprehensive measurement model and three structural models are developed, but empirical tests have not been performed. This developed approach is introduced here as a first step in the advancement of our understanding of BEMs and their underlying theory.Originality/valueThe range of variability and complexity of BEMs—i.e. a holistic and comparative empirical view of BEMs—have not so far been fully considered, and findings in this domain tend to be inclusive, while some of the underlying relations of these models have not been investigated. This paper contributes to filling these research gaps.

Readiness Assessment of Integrated Manufacturing Business Excellence Model in Indian Manufacturing Industry Using Multi-Grade Fuzzy Approach

Readiness Assessment of Integrated Manufacturing Business Excellence Model in Indian Manufacturing Industry Using Multi-Grade Fuzzy Approach

Benchmarking business excellence practices: a case-based approach

This paper aims to explore the business excellence practices and the relative importance of success factors by taking a case of an Indian manufacturing organisation for benchmarking purpose. A series of structured, semi-structured, in-depth interviews and company annual reports followed by a questionnaire survey were used to examine current business excellence practices and relative importance of success factors so as to benchmark best in-class practices. Factors namely 'teamwork' and 'culture and core values' are found to be very prominent at the case study of organisation ABC and helped them significantly in enhancing their performance. The rest of the factors are in line with the success factors of prominent global business excellence models. The findings of this study in terms of providing a simple template to assess organisations will be of utmost help to make improvements for moving towards business excellence. The present study reveals that there should be a customisation of the success factors for business excellence based on sector and context specificity.

A Research Agenda of “EFQM Recognized for Excellence” recipients in the Czech Republic

Abstract
 This paper provides a general approach to explore an appropriateness of business excellence models (BEMs) in Czech environment and investigates whether there is a specific approach to the adoption of best management practices in organizations embedded in the EFQM Excellence Model including as a part of national quality awards (NQAs) and evaluate impact on their key performance indicators. The aim of the paper is to provide an overview of the BEMs approach in the Czech Republic and found the relevance with the issues of resulting from the implementation of the EFQM model and selected performance indicators. As an example was involved the Czech companies awarded in NQAs in the area of excellence between 2010 and 2016. Based on a reflection of the current situation, there is still discussion about the implications for the implementation of the EFQM Excellence Model on the performance indicators. Using a qualitative methodology, based on case studies, we conducted a detailed analysis of key performance indicators before and after of the adoption of the EFQM Excellence Model, as well the company's current state of maturity. This study is based on information gathered through an extensive literature review using print media, research databases, and we also employed the available reporting for awarded companies. We systemized the variables of business excellence with the higher impact on organizational performance. The main findings of this study are in accordance with other studies carried out across Europe, namely the fact that the internal motivations are the key factor for the implementation of the EFQM Excellence Model, support of involvement from NQAs, the key role is in willingness of top managers (or owners) and methodological helpful is an implementation of ISO 9001 certification. On the basis of selected performance indicators, the positive development of the companies was demonstrated. This study contributes to the management literature on best practices, by highlighting a consistent trend in the use of the EFQM Excellence model, and is expected to help in the development and broadening of the excellence approach in the business environment.

What makes excellence models excellent: a comparison of the American, European and Japanese models

PurposeThis paper compares three business excellence models (BEMs): Baldrige criteria for performance excellence (BCPE), European Foundation for Quality Management (EFQM) model and Deming Prize (DP) model, representing American, European and Japanese excellence models, respectively. These models are compared in terms of contents, scope, orientation, emphasis and administration.Design/methodology/approachUsing an inductive-deductive approach, the paper identifies and compares the contents, core values, unique features, points of emphasis and the overall approach of these models.FindingsSignificant differences exist in these models, and that none of these models is perfect. Overall, the BCPE is results-oriented, mainly economic-focused, explicit in presenting requirements and better structured. The EFQM model provides an augmented focus on sustainability, stakeholder engagement and inclusivity. The DP model is an internally oriented TQM model that focuses on processes improvement as a means to excellence.Practical implicationsThe findings can guide managers regarding what they should expect from the application of excellence models and make better decisions regarding the choice of excellence models. Further, these findings can provide a foundation for updating the excellence models.Originality/valueThis paper stands alone as a qualitative comparison of BEMs in terms of contents, scope, administration and emphasis on excellence related matters.

Impact of adopting a PDCA methodology on performance of companies – experience from companies in India

Purpose The purpose of this study is to find out the reasons why companies achieve different results in following different business excellence (BE) models. This has been done using a case study method, selecting to illustrate the actions taken and the results achieved by two role model companies, one following the Malcolm Baldrige model (MBM) and the other following the European Foundation for Quality Management (EFQM) model. Design/methodology/approach The research design adopted is as follows: examine the literature of Total Quality Management (TQM) and BE, with specific reference to practices and happenings in Indian industry, to identify the key themes; analyse the research questions RQ1and RQ2 as mentioned above, using the learnings from the literature survey in a qualitative way. The analysis is done using chronological developments in TQM, BE and linking them with the happenings in Indian industry in a cause–effect way; develop a “source to sink” framework to track the various actions implemented by companies to drive BE in their quest to performance excellence, and to analyse the root causes for the success of the actions; illustrate the conclusions through two case studies, of two different companies from India, on the varied results achieved from following two different BE models, one, the MBM by Tata Steel, and, two, the EFQM by BHEL, both award-winning companies, for instilling “excellence” in performance; and develop a model to correlate the observations from the companies using two constructs, identifying latent variables and actions that have been taken to address the outcomes of the variables. Findings The findings show that the actions taken by the companies are different, under the two models. The reasons for these different actions have been described, and the impact of these on the latent variables and outcomes have been tracked. There are six reasons why the results are different. Research limitations/implications The study has highlighted the efforts by two role model companies. These are “comparisons of the best in the business” in their respective industries. However, one needs more studies to verify and establish whether the six reasons described are the ones which are most impactful. More companies need to be studied, and, based on the outcomes, one can establish the “best choice of the BE model” for Indian companies. Practical implications The results of the study show that using different BE models can affect the results. A non-optimal choice may lead to longer time and lower results. Social implications Excellent companies are sustainable, which means that they eliminate waste, operate in an environmentally friendly manner and address social issues. Speedily achieving excellence can lead to faster use of sustainable operations. Originality/value The work is original in the following ways: data collection through assessment teams; experience through personal engagement; identifying six reasons and two constructs which could lead to different results.

The management index: simplifying business excellence for management teams?

Purpose The purpose of this paper is to present findings from a qualitative research study that was designed to examine the application of the management index (MI) to support effectiveness among management teams. Specifically, the research was twofold: to examine the usefulness of the MI as a tool to enhance effectiveness in management teams; and to identify conditions necessary for successful use of the MI. Design/methodology/approach A three-year multi-site qualitative case study was conducted with five medium- to large-scale organizations, from public and private sectors, to apply and examine the use of the MI. Data were collected from participants during a series of workshops designed to examine the ways in which the tool was used to enhance effectiveness in management teams, and conditions that were determined supportive or a hinder to using the tool. Findings Findings from the qualitative data demonstrate four primary uses of the in which the MI: pulse reader, navigation, systematic dialog, management team development. It is, however, not clear yet if the use of the MI contributes to improvement in efficiency and effectiveness. The degree of maturity within the organization and teams, as defined by open and transparent communication and clarity of purpose of direction, appear to be key factors for how well teams benefit from the MI. Furthermore, the tool appears to benefit from longer term usage rather than quick-fix usage, although this claim has yet to be validated by further investigations. Practical implications The MI was developed by Swedish Institute of Quality to provide a simpler performance measurement tool for management teams to support quality improvement processes in organizations in Sweden. The MI was developed to provide management teams with access to vital information that could serve as the basis for prioritizing areas of needed improvement, while reducing time and complexity associated with traditional business excellence models. Originality/value This study contributes to an ongoing dialogue about how to support quality management through the use of performance measurement tools. In particular, the study supports the need to develop understanding about the importance of dialogue and process combined with the use of measures to achieve results.

Humanistic leadership in the Tata group: the synergy in personal values, organisational strategy and national cultural ethos

PurposeTo identify the characteristic features of humanistic leadership in the Tata group in India, and to explicate the key facilitating factors.Design/methodology/approachNarrative case-study inquiry via semi-structured interviews with top management leaders and middle managers, and secondary sources of information.FindingsThe top leaders of the Tata companies emphasised the following values and leadership experience: (1) Adherence to the founder's philosophy and the basic core values, (2) Leadership with Trust, (3) Community as the key purpose of the enterprise, (4) Senior leaders as mentors and role-models, (5) Abiding by the ethical code of conduct, (6) Employee-focus and (7) Tacit alignment with Indian cultural values. These resonated with the humanistic leadership tenets. Based on the literature the authors also identified that in Tata leadership, there is an amalgamation of personal values (humata, hukhta, hvarshta: good thought, word and deed) and national cultural ethos (dharma, karma and jnana: emphasis on duty-bound action and knowledge). These leadership values are conveyed and institutionalised in the organisation via strategic initiatives such as the Tata Trusts, Tata Business Excellence Model, Tata Code of Conduct. This synergy of personal values, national cultural ethos and organisational strategy makes Tata group realise the humanistic leadership objectives, while achieving business targets.Research limitations/implicationsThe thematic analysis of interview data provides a contextualised understanding of how humanistic leadership gets realised at both the individual behavioural level, as well as at the broader organisational strategic level. This provides inputs to building the theory of humanistic leadership.Practical implicationsBy unravelling the factors that facilitate the realisation of humanistic leadership in the Tata group, the authors provide an exemplar for other organisations and business leaders to draw insights from.Social implicationsHumanistic leadership, oriented towards upliftment of community and society, and not just profit maximisation, is critical to creating a more sustainable and peaceful world.Originality/valueThis is one of first studies that conceptualises the Tata leadership from the humanistic perspective. The theoretical insights are of basic and applied use.