The system of profound knowledge: a revised profile of managerial leadership

Abstract

Investigates the underlying principles of W. Edwards Deming’s management theory, the “System of profound knowledge”, to determine whether the managerial leadership properties of this theory reveal distinct profile patterns for Deming and traditional managers. Individuals selected for this study were a random sample of managers from the American Society for Quality Control and the Academy of Management. Statistical analysis revealed distinct profile patterns for Deming managers and traditional (i.e. non‐Deming) managers. The inventory can be used as a management hiring or management development tool with further validation.

Citation

McNary, L.D. (1997), "The system of profound knowledge: a revised profile of managerial leadership", Leadership & Organization Development Journal, Vol. 18 No. 5, pp. 229-235. https://doi.org/10.1108/01437739710182368