What are you doing to create high performance in your organization? The importance of leadership and empowerment

Abstract

Purpose

To provide a framework for how to conceptualize and create high‐performance environments (HPEs).

Design/methodology/approach

The article concentrates on four key factors in the quest to establish an HPE: defining high performance; leading high performance; enabling high performance; and delivering high performance.

Findings

Highlights, as important indicators of an HPE: clarity around the performance that is expected; multi‐level performance expectations that emphasize both quantity and quality in delivery; clarity around who is responsible for delivering the different aspects of the multi‐level performance; constructive challenge that induces a pressure to perform that people can thrive on; high levels of support in pursuit of delivering against the challenge; internal leadership capability that is strong at all levels of the organization; performance that is both effective and efficient, thus inducing a state of “flow” in the organization; high levels of awareness at all levels of the organization; and high performance beliefs, attitudes and behaviors among all members of the organization.

Practical implications

HPEs are easy to write about, but not so easy to create. The article provides some key pointers and indicators both for a leader's current focus and his or her eventual success.

Originality/value

The article will be of greatest value to leaders intent on delivering high performance in their organizations.

Citation

(2005), "What are you doing to create high performance in your organization? The importance of leadership and empowerment", Human Resource Management International Digest, Vol. 13 No. 1, pp. 33-35. https://doi.org/10.1108/09670730510699954