The role of organisational culture and leadership style in performance measurement and management: a longitudinal case study
通过意大利法院的纵向案例，研究了领导风格和组织文化如何影响绩效测量与管理系统的演变，对公共部门管理者有参考价值。
Since the 90s the need to develop Performance Measurement Systems and Performance Management Practices (PMM) in public organisations has been highlighted, however, the contingency factors influencing PMM still lack a deep understanding. To contribute to filling this research gap, the paper aims to investigate the influence of leadership style and organisational culture on the PMM-sustaining performance of an Italian justice court through a longitudinal case study.In the investigated case, firstly, the shift from passive avoidant to transactional leadership style supports the implementation of a performance measurement system (PMS). Then, the further change from transactional to transformational leadership favours the development of achievement culture and the development of participative performance management practices.This paper identifies a theoretical framework on how leadership styles and organisational culture interplay with the PMM evolutionary path, and some key practical determinants for driving the efficient implementation of PMM in justice courts.