The MoralDNA of Performance

Wednesday 29 October 2014

In our first report earlier this year we concentrated on the behaviour and attitudes in individual leaders or managers. This report moves from a focus on the fish swimming in the tank to the tank itself: to explore the space in which people work, to see how well it serves them, their customers, and society itself.

Anyone who takes the time to reflect on human behaviour will observe the impact, both actual and perceived, of different styles of leadership and management on organisational performance. Organisations are very simply collections of people, ideally sharing a common purpose, a set of values, a thoughtful decision-making approach and a will to succeed. If leadership is “getting ordinary people to do extraordinary things” care needs to be taken by leaders and managers to espouse the ethical behaviours which inspire confidence, trust, and followership.