Berg Jodi L
Doctor of Management Programs, Weatherhead School of Management, Case Western Reserve University Cleveland, OH, USA.
Front Psychol. 2015 Apr 14;6:443. doi: 10.3389/fpsyg.2015.00443. eCollection 2015.
It is believed that symbiotic visions can drive employees and organizations toward a common objective based on the premise that people have a high level of self-motivation and engagement when they are working toward something very personal. The field of organizational development has been aspiring to help organizations and people align their visions for decades without much, if any, empirical support for the role of personal purpose and goals in the symbiotic relationship with a company vision. This qualitative study examines the role personal purpose and goals play in how high performing leaders align to their company's vision. Whether and how senior managers articulate this alignment, and its correlation to their motivation and engagement, was examined. An observation was that most senior managers within organizations with a well-developed and widely known higher purpose vision are driven by something personal, identified as either personal goals or a personal purpose. One of the key findings is that personal purpose and goals, when aligned to a company vision, appear to impact motivation and engagement in different ways. When alignment is felt through the sense of the greater purpose, there is a deep, almost spiritual, commitment to making the world a better place and helping the organization contribute to that. This seems to motivate them to guide the organization toward its higher purpose vision. When alignment is felt through the organization's alignment to one's personal goals, there is a great sense of commitment to completing the steps or tasks necessary to move toward the vision, yet a clear delineation between work and life ambitions.
人们认为，共生愿景能够推动员工和组织朝着共同目标前进，其前提是当人们朝着非常个人化的目标努力时，他们会有高度的自我激励和参与度。几十年来，组织发展领域一直致力于帮助组织和个人使他们的愿景保持一致，但对于个人目标和目的在与公司愿景的共生关系中的作用，几乎没有（如果有的话）实证支持。这项定性研究考察了个人目标和目的在高绩效领导者与公司愿景保持一致的过程中所起的作用。研究还考察了高级管理人员是否以及如何阐述这种一致性，以及它与他们的动机和参与度之间的相关性。观察发现，在那些拥有明确且广为人知的更高目标愿景的组织中，大多数高级管理人员是受个人因素驱动的，这些个人因素被确定为个人目标或个人目的。其中一个关键发现是，当个人目标和目的与公司愿景保持一致时，它们似乎会以不同方式影响动机和参与度。当通过更高目标感感受到一致性时，会有一种深刻的、近乎精神层面的承诺，即让世界变得更美好，并帮助组织为此做出贡献。这似乎促使他们引导组织朝着其更高目标愿景前进。当通过组织与个人目标的一致性感受到一致性时，会有一种强烈的承诺感，要完成朝着愿景前进所需的步骤或任务，但工作和生活抱负之间有明确的界限。
