It is common for Baldrige Award recipients to measure the performance of their leadership and governance. This practice aligns leadership with organizational objectives and fosters a culture open to feedback and improvement.
In the context of the Baldrige Award, it is indeed common for organizations to implement systems to measure the performance of their leadership and governance teams. Recipients of the award often exhibit excellence in leadership and strategic planning, which includes tracking and evaluating the effectiveness of their governance structures.
With the trend toward flat organizational structures, direct communication and feedback mechanisms are essential for sustaining an environment of continuous improvement and collaboration. Assessing performance allows for the proactive addressing of gaps and aligns leadership activities with the intended organizational objectives.
An example of this is seen in large corporations, which, despite sometimes appearing bureaucratic, often do seek to foster environments where feedback is valued at all levels. In contrast, organizations that fail to formally evaluate their leaders and governance processes might risk becoming complacent and could potentially overlook areas in need of improvement, as demonstrated in the case study provided.
This necessity is further echoed by the literature, including works by Schraeder, Becton, and Portis (2007), which emphasize the benefits and challenges of performance appraisals.
So, measuring leadership and governance performance is a key characteristic among organizations striving for excellence, as recognized by Baldrige Award standards. This leads to enhanced accountability and the fostering of a culture willing to learn and grow from feedback.