Abstract:
The study reported in this paper examines how the TQM implementation efforts of a
Sri Lankan public hospital were accomplished alongside an attempt to change its culture. The
study revealed that the change in the cultural values of the hospital occurred as a result of the
implementation of Japanese 5S-based TQM activities. However, it was the democratic
leadership and communication of the CEO that functioned as the intermediating factor for this
change. The CEO’s personal values created and maintained an ideal type communication with
the different employee categories for the successful integration of TQM activities. Further, the
study revealed that the selected national cultural values of Sri Lanka did not constrain the
democratic leadership values of the CEO.
