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The delivery of public services in developing countries is over‐centralised. One of the reasons for this is the presence of centralised decision‐making apparatus, which distances power from communities. The centralised decision making reduces accountability among public sector employees and is a good recipe for undesirable decisions and mismanagement of performance and resources at the expense of public service quality. The quality of public sector management in developing countries lags behind those of the developed countries due to the ills caused by over‐centralisation. Hence, the public services in developing countries are a drain on the wealth‐producing part of their economy. Reviews the underlying literature and theoretical framework of performance management (PM) as a systems‐based model for cultivating the “achievement culture” in public sector organisations (PSOs). It looks at how the various practical econometric and managerial techniques can integrate with the PM model in an attempt to excel the philosophy of new public management. The paper concludes by looking at the “new” role of management accounting systems in meeting “information needs” of modern public sector managers, as a potential area for further research. The paper proposes that the adoption of the PM model is a universal remedy for improving service quality in PSOs in developing countries.

This paper aims to highlight the importance of organizational culture on the leader’s style and the effect of the chosen leadership style on the team’s performance. It surveys a strata of leaders from the Middle East in the current turbulent environment.

A research paper based on a quantitative data collection in the service sector from a large number of stratified sampled firms and respondents.

The cross-sectional data from 40 service companies reveal some interesting results highlighting the interrelationships between these three variables. The findings suggest that managers need to build on this concept finding in providing further training and development of employees’ skills in addition to an organizational culture of acceptance, adaptation and diversity.

Electing to use a specific set of criteria in sampling might have resulted in eliminating a meaningful different direction in the results. Moreover, the size of the survey tool limited the number of variables to test with the study.

A number of implications are worthy of mention. First, devising reward programmes that are fairly attractive to both genders independently of each other should be a managerial priority, along with the creation and development of strong organizational cultures.

Finally, a coupled performance and organizational culture of efficiency at the workplace, if not paralleled with a proper leadership style that fosters positive results, will only result in partial improvements in the big organizational picture, resulting in the persistence of the old prejudice and discrimination along the gender and age lines.

The study examines a suggested model in a new environment that is known to be deeply rooted in old-fashioned paternalistic managerial behaviour, and where change, if occurring, is extremely slow to introduce.