“New leadership” and creating the high performance organisation: part 1

  • Coulson‐Thomas C
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Abstract

Purpose – In some respects traditional leadership is not working. The aim of this two‐part paper is to summarise key findings of a five year investigation into quicker and more affordable routes to creating high performance organisations. It identifies some aspects of the “new leadership” that is required and how the strategic adoption of performance support can facilitate the changes required and deliver multiple objectives. This first part introduces “new leadership” and performance support.Design/methodology/approach – A programme of critical success factor, “issue” and other surveys was complemented with a five year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.Findings – “New leadership” is less about “top‐down” lead...

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Authors

  • Colin Coulson‐Thomas

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