Chapter 4
Daily Kaizen: Continually Developing Leadership from the Bottom Up
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.
—Peter Drucker, pioneering management author
In Chapter 1, we made a distinction between Toyota’s view of leadership and the standard American view, which focuses on Lone Ranger–type senior executives. What we’ve discussed thus far of Toyota’s model of leadership may not seem that different from the traditional American leadership models, as it has focused on the personal actions of leaders in terms of self-development and developing others. Any successful leader in any company ...
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