Purpose
The study aims to investigate the gap between the current vision and knowledge of future early career operations leaders (OL) and common strategic total quality management (TQM) frameworks such as Malcolm Baldrige National Quality Awards and competing value framework.
Design/methodology/approach
A survey questionnaire was developed for different groups of participants as current higher education students to identify the gap and analyse the significance of these groups on the factors in TQM framework. The Kruskal–Wallis test as the non-parametric quantitative analysis technique was adopted for this study.
Findings
A new set of TQM factors with necessity of more knowledge and understanding of future generation was identified, followed by highlighting clear differences amongst different groups of this generation in terms of their demographic measures, perceived leadership style and organisational culture.
Research limitations/implications
This research study contributed significantly to the existing study about common QM models and their integration with theories relevant to organisational culture and leadership. The data collection can be extended further in the higher education sector or beyond that.
Practical implications
A sustainable operations leadership practice needs managers and leaders with a sustainable knowledge development of quality management; and as a result of this study, the current vision of future young OL would not echo this.
Originality/value
This study has a systematic, non-parametric approach towards currently fragmented QM analysis, and is integrated with human resource and visionary elements of future young OL and universal QM models and theories.
