Dr Lesley Willcoxson

07/07/00

Although the number of books on the topic would seem to indicate the existence of clearly defined strategies for achieving organisational high performance, the concept of high performance is in fact subject to diverse interpretations. This paper will examine the concepts of high performance arising from a humanistic and from a rational process framework, before looking at the leadership issues associated with each of these frameworks and the impact of context upon the capacity for high performance. Finally, discussion will focus upon actions and leverage points that have the potential to impact fundamentally upon performance.

organisational high performance; organisational effectiveness; effective leadership; leadership roles.
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For further information regarding this article contact: willcoxsonl@usq.edu.au