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Essay / Research Paper Abstract
This 3-page paper discusses performance metrics applied to leadership as well as the Path-Goal Theory of Leadership. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: AS43_MTsteelead.doc
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Unformatted sample text from the term paper:
both apply to a specific company. In this case, the company is described as a "steel company," however, without knowing the exact name of the company, a specific analysis is
difficult. As such, what follows is a model paper demonstrating how the questions can be answered. The writer is encouraged to edit the answers with more specifics as needed. Part
I - Measuring CEO Performance The question here pertains to CEO performance measurement and the variables used to evaluate senior leaderships performance. In
a manufacturing set-up, there is a good possibility that many types of metrics are used, ranging from an increase in unit product, sales and market share, to return on investment.
Throughout much of the 1990s, CEO compensation was tied to shareholder returns; the theory being that as shareholder returns increased, so should
CEO compensation (Norton, 2005). The problem, however, is that such a metric was easily manipulated - Wall Street, after all, is not a very good harbinger to describe how a
company is really doing. Its all too easy to manipulate a stock price based on rumors, rather than on solid facts. As such,
some boards of directors are not focusing just on total returns but rather, are thinking about metrics such as executive-development goals, net income or cash flow and (as mentioned above)
and competitive rankings (Norton, 2005). Now, the steel industry is highly oligopolistic (only a handful of companies control actual steel output), so market
share would not likely be a good measure for our CEO. It can be assumed that most of the steel companies (unless theyre specialty companies), have more or less an
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