This dissertation explores the concepts of leading operational indicators and accountability at a corporation, a global contract manufacturer, with the intent to understand what the knowledge, motivational, and organizational influences impacting overall performance. The study featured a mixed-methods, quantitative and qualitative approach utilizing internal organizational documents, surveys, and interviews to collect the necessary data. The results indicated that gaps were present in the areas of conceptual knowledge, goal orientation motivation, and cultural models and settings. As a result of the research and corresponding literature review, core recommendations to improve the situation were determined. From a knowledge perspective, the sharing of information and job aids to the operations leaders can be leveraged to close the existing conceptual gap. In terms of motivation, the creation of a community of learners as well as the establishment of task, reward, evaluation and management structure could reinforce the necessary motivation to improve performance. Finally, to address the organizational gaps, the reinforcement of accountability via assessments, the setting of goals that promote accountability, and the creation of a learning organization that reinforces leading indicator development would be key mechanisms to improve and address the problem of practice. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]