The role of organisational culture and leadership style in performance measurement and management: a longitudinal case study

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.