eral attitude of passing the ball, of apathy" and putting the finger on the core problems, the root of constraints in the plant's profits (Goldratt 333). Rogo listens to all the workers and reflects on the right decisions for the company and everyone involved, but he does not expect the workers to initiate the quality for UniCo, the fictitious company. He acknowledges that he is the one with the resources, means, education, and access to the right people who can make the quality happen, and although he is, at times, frightened of the serious responsibility, he inspires the cooperation and innovative problem solving of other employees as they pull the company from the red into the black.
Effective executive leadership of this kind involves visionary qualities and strong communication skills. The person in charge has to be completely aware of the company culture and the motivations of the employees. Those who work in management in business situations need to understand nonverbal communication fairly well in order to survive in leadership capacities. A person has to be articulate and intuitively understand what is said and not being said in the realm of bodily expression. Nonverbal messages can be powerful, especially if they contradict the verbal messages, powerful enough to break a deal or arouse suspicion concerning a person in the company. Those who are able to successfully break into a conversation, negotiate a deal, and happily close a deal are those who have mastered the complex dance of eye contact, head movement, preliminary gesturing, and ritual throat-clearing. Expert executive leadership is conscious and aware of cultural differences in eye contact and bodily distance variations among ethnic groups, taking care not to offend or to be offended by another person's culturally determined behavior (Trenhom 50). These differences apply to business communications between men and women, also, as women are often interrupted ...