How leaders use goals |
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| Affiliation: | 1. Católica Porto Business School, Universidade Católica Portuguesa (Portugal), and Instituto Universitário de Lisboa (ISCTE-IUL), Business Research Unit, Portugal;2. Marriott School of Management, Brigham Young University, United States;3. Instituto Politécnico de Santarém, Centro de Investigação em Qualidade de Vida, Portugal;4. School of Technology and Management of Águeda (ESTGA), University of Aveiro, Aveiro, Portugal, and Centre for Research in Higher Education Policies (CIPES), Matosinhos, Portugal;5. Nova School of Business and Economics, Universidade Nova de Lisboa, Portugal;6. Universidade de Aveiro, Aveiro, Portugal;1. German Institute for Economic Research (DIW Berlin), Socio-Economic Panel Study, Mohrenstr. 58, 10117 Berlin, Germany;2. Freie Universität Berlin and DIW Berlin Graduate Center, Berlin, Germany;3. Freie Universität Berlin and IZA, Bonn, Germany |
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| Abstract: | ![]()
An organization's goal management process constitutes a hidden and influential infrastructure. Its potential impact on the strategic management orientation and ultimately the future of the enterprise renders it a powerful tool. This article discusses the management of organizational goals, focusing on goal sources and the networks that link them to operational decisions. Since a leader's management style is a significant factor in the goal process the article also addresses the interaction of the two. Specific examples are drawn from such diverse organizations as Campbell Soup, General Electric and the United States Defense Department. |
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