Quality through leadership

Discusses the start up of a quality programme, in this second part article. Argues that a vital start to culture change is training the top team in diagnostic and change agent skills. Asserts that many off‐the‐shelf quality programmes are likely to yield only short‐term benefits and, if this is to be avoided, the process of ownership must start with a tailor‐made programme designed and delivered by the managers themselves. Stresses the importance of ownership. Describes three change models used to train senior management. Asserts that the skills to enable the three models to work effectively together are change agent skills. Concludes these skills, together with the leadership behaviours referred to in part one, are an essential ingredient of a total quality management culture.