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Total quality management (TQM) as an emergent management technique from dissatisfaction with other existing techniques, is implemented in Nigeria, with some difficulties. Leadership styles and reward are therefore considered as psychological variables that could enhance TQM practice. A survey research was consequently conducted, using the ex‐post facto design, to examine the claim. A total of 418 employees were randomly drawn from TQM and non‐TQM courier organizations and administered standardized scales measuring the variables of interest. A 2 x 2 x 2 analysis of variance carried out showed that employees who perceived their leaders as exhibiting low performance leadership style were significantly higher in the practice of TQM than those who perceived high performance leadership. High reward and low maintenance leadership style, high maintenance and low performance leadership styles were the best combinations for TQM practice. It was suggested for implementers of TQM to consider these in to getting employees to practice TQM.

The present paper seeks to identify what individual differences exist among employees in compliance with a management change; to examine the case of total quality management (TQM), and more precisely, to examine personality factors like extraversion, neuroticism, psychoticism, and locus of control as variables of individual differences in the study.

Primary source of data collection is employed, as employees in some service organizations implementing TQM served as participants for data collection. The research design adopted is correlation. A regression analysis of employee compliance with TQM on the personality variables of the study was run. Self‐report measures of participants were obtained for the personality attributes, while their respective bosses rated them on TQM compliance.

It is established that individual differences exist in employee compliance with a management change program. Specifically for TQM compliance, high extraversion and low neuroticism are desirable individual difference factors for enhanced compliance with TQM philosophy.

The research was conducted among employees in service organizations only; this limits the generalizability of the present findings. Also, the employees were mainly Nigerians; cultural differences might limit the research findings. The present study does not exhaust all possible factors of individual differences.

The present research has implications for personnel selection and development in times of organization change. To ensure compliance with a novel management design, some personality factors could serve as favorable dispositions of employees. Management of organizations therefore needs to consider such factors in selection and placement of employees in such organizations.

What is original about the paper is the identification of personality factors that could enhance the implementation of a TQM program.

To identify some psychological and social variables that could enhance employees' adoption of total quality management (TQM) in an organization that chooses to implement the management philosophy.

A survey research was conducted, using 418 middle management staff, randomly drawn from some TQM and non‐TQM courier organizations in Nigeria. Respondents received standardized scales measuring perception of their leaders' leadership styles, organizational reward system and self‐report of personality attributes (psychological variables), along with items measuring gender, age, job tenure and level of education (social variables). They also responded to questionnaire items measuring the extent to which they practice TQM.

Correlation analysis show that higher level of maintenance leadership style along with lower level of performance leadership style, low levels of extraversion and neuroticism, higher level of education and shorter job tenure enhance subordinates' practice of TQM. t‐test results show that Employees in TQM organizations were significantly higher on perceived maintenance and performance leadership styles and reward but significantly lower on extraversion, neuroticism and psychoticism than their non‐TQM counterparts.

All measures were based on self‐report of the respondents and data were from only service organizations, thus, limiting generalizations of the findings.

Implementers of TQM in organizations in Nigeria should endeavor to put in place appropriate leadership styles, consider personality attributes, level of education and duration of working in any non‐TQM organization among other personnel issues for selection and retention in a TQM practicing organization.

TQM is a management technique being adopted in Nigeria with some difficulties. The present study brings to focus psychological and social variables that could ease its implementation.