Chapter 5: How do you make it work?
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Many organisations put time and resources into developing performance management and measurement processes, but no matter how well-thought-out they are, they will not yield results unless the environment is right. This chapter examines the role of culture and leadership and their link to performance. Types of culture are discussed, notably those described by Cameron and Quinn in their Competing Values Framework, and their effects. The authors continue by tracing the development of leadership thinking, from Max Weber’s idea of three types of legitimate rule and James MacGregor Burn’s ideas on Transactional and Transformative Leadership through to Daniel Goleman’s thinking on Emotional Intelligence. The final section deals with leadership in modern organisations and the importance of creating engagement and motivating people.

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