Leadership goal

Management goals are objectives set by executives in companies and public administration who are supposed to translate the company goals into concrete actions .

General

The basis of the company's success is the formulation of measurable and realistic expectations ( goals ). Overall management goals serve to provide the top management ( board of directors , management ) with reference values ​​that can affect both factual and personal management processes. The objective management objectives include:

• Overall monetary management goals (e.g. the level of sales revenue to be achieved , total costs or profit , profitability , productivity and profitability ).
• Economic goals (e.g. profit, turnover or market share ).
• Non-monetary overall management goals as increasing market share, improving quality , further developing customer service , and a good working atmosphere .

species

For the individual manager , the management goal becomes the target after a target agreement has been made with the employee . The agreed target values ​​must become management goals, otherwise they only apply as employee goals for those who are led. Management goals that have been specifically agreed with an employee are personal management goals. There are e.g. B. The following leadership goals for individuals:

• Performance targets as performance standard (s) to be met by the person being led, e.g. For example, this can be a certain turnover or a fixed amount of work for employees, but also school grades for students.
• Behavioral goals as expected behavioral norms of the person being led, e.g. B. mutual willingness to cooperate , reduction of absenteeism .
• Satisfaction goals as the degree of job satisfaction of the person being led, e.g. B. positive attitude , acceptance of the working conditions and the work environment , satisfaction with the leadership .

These management goals serve the supervisor to orientate where the employee should be led. The management behavior is disciplined through clear target formulations, because the control variables are later compared with the actual variables, which the manager must steer towards until the target state occurs. Depending on the orientation of the period (short, medium or long term), goals must be formulated differently. Furthermore, a difference between quantitative and qualitative goals must be worked out.

In cybernetic leadership theory, the leadership goals correspond to the reference variables. Neuberger interprets this theory in the following way: If a comparison of the actual achieved with the target shows a discrepancy, then it is the responsibility of the manager to act on those led through their behavior in such a way that this discrepancy is eliminated. That is, the leader supports the leader in achieving the goal.

A company achieves a high degree of target achievement when corporate goals are met through leadership.

literature

• K. Berkel, D. Lochner: Leadership: Agreeing goals and coaching. Weinheim 2001, ISBN 3-407-36021-5 .
• HJ Drumm: Human Resources. 5th edition. Berlin / Heidelberg 2005, ISBN 3-540-21357-0 .
• O. Neuberger: Lead and let lead. 6th edition. Stuttgart 2002, ISBN 3-8252-2234-9 .
• N. Pfläging: Leadership with flexible goals. Beyond budgeting in practice. Frankfurt / New York 2006
• HJ Rahn: Successful team leadership. 6th edition. Hamburg 2010, ISBN 978-3-937444-66-6 .
• HJ Rahn: Compact personnel management. A system-oriented approach. Munich / Vienna 2008, ISBN 978-3-486-58506-3 .
• MO Schwaab: Leadership with goals. Concepts - experiences - success factors. 2nd Edition. Wiesbaden 2002, ISBN 3-409-21718-5 .
• A. Stahlberg-Kirschke: Personnel management. The changed conditions for leadership success. 2nd Edition. Berlin 2009, ISBN 978-3-89998-165-0 .
• AB Weinert: Organizational and Personal Psychology. 5th edition. Weinheim / Basel 2004, ISBN 3-621-27490-1 .

Individual evidence

1. ^ Oswald Neuberger: Lead and let lead. 6th edition. Stuttgart 2002, p. 43.