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Performance through measuring leader's profiles: An empirical study

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  • Kulmala, Harri I.
  • Ahoniemi, Lea
  • Nissinen, Vesa

Abstract

It is rather typical in organizations that the oldest or the most experienced professionals are taken into the leaders' positions. However, the expertise in profession does not always refer to good skills in leadership. This phenomenon is recognized both in earlier studies and in this study. Leadership skills can be taught successfully to leaders in duty. The empirical results report from polarized success of organizations according to the leadership behavior. Hence, leadership behavior should be a natural part of performance measurement in order to manage and improve in the area.

Suggested Citation

  • Kulmala, Harri I. & Ahoniemi, Lea & Nissinen, Vesa, 2009. "Performance through measuring leader's profiles: An empirical study," International Journal of Production Economics, Elsevier, vol. 122(1), pages 385-394, November.
    • Handle: RePEc:eee:proeco:v:122:y:2009:i:1:p:385-394
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    References listed on IDEAS

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    Cited by:

    1. Garcia, Fernanda A. & Marchetta, Martin G. & Camargo, Mauricio & Morel, Laure & Forradellas, Raymundo Q., 2012. "A framework for measuring logistics performance in the wine industry," International Journal of Production Economics, Elsevier, vol. 135(1), pages 284-298.
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    3. Cho, Young Sik & Linderman, Kevin, 2019. "Metacognition-based process improvement practices," International Journal of Production Economics, Elsevier, vol. 211(C), pages 132-144.

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