Online from: 1988
|Title:||The destructive pursuit of idealized goals|
|Author(s):||Kayes D C|
|Journal:||Organizational Dynamics, 2005, Volume: 34 Issue: 4 pp.391-401 (11 pages)|
|Keywords:||Corporate Strategy, Leadership, Management Styles, Organizational Performance|
|Article type:||General review|
|Reference:||35AB211 (Permanent URL)|
Design/methodology/approach - Suggests that inflexible goal setting is damaging to organizations; provides examples; homes in on how goals shape the identity of leaders, and their followers, examines how the destructive pursuit of goals can emerge from idealized futures. Drawing on the relevant studies, Mount Everest disaster and the WorldCom scandal, identifies how leaders identify with their goals as a source of social status. Reflects on, among other things, how goals are difficult to abandon and can be used to justify action; outlines six warning signs and provides five remedies for overcoming the destructive pursuit of goals; puts forward how these include, among other things, learning from experience, fostering trust and cultivating dual loyalties.
Originality/value - Puts forward a reasoned argument that goal setting can be detrimental to organizational health and offers a number of remedies.