A quantitative and qualitative study examined three leadership strategies found in performance-based management (human resource, scientific management and political strategies used in public sector management); a framework by which performance measurement (PM) supports leadership strategies; and how the strategies impact PM. It examined leadership strategies of American city officials and how they support and impact PM. A national survey of 545 cities with populations over 50,000 was conducted. Demographic findings indicated 91 percent of commentators were familiar or very familiar with PM in their cities; 73 percent said the City Manager's Office was the driving force in PM; 90 percent felt the City Manager's Office supported use of PM; 55 percent believed their staff was capable of analyzing performance data; 73 percent of cities used PM was to monitor administration's performance for efficiency and effectiveness; 91 percent felt use of PM was not mandated or associated with a law; and 62 percent used outcome measures to examine results/impacts of organizational efforts and activities. Use of PM was recommended because it is a management tool that shares information, enhances decision making, and promotes policy ownership by all individuals within an organization; PM enables two-way communication, a shared vision of an organization's mission and goals, and establishment of a plan of action and accountability for meeting these goals. (Appendixes include 45 references, study results, and instruments.) (YLB)