Measuring the Purpose Strength
In the preceding chapters, a new logic for the twenty-first-century organization was proposed—the logic of leading based on a shared and common business purpose, one that captures the mind, captivates the heart, and guides the day-to-day routines of every individual in the organization. In view of t...
| Autores: | , , |
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| Formato: | capítulo de livro |
| Fecha de publicación: | 2019 |
| País: | España |
| Recursos: | Universidad de Navarra |
| Repositorio: | Dadun. Depósito Académico Digital de la Universidad de Navarra |
| Idioma: | inglés |
| OAI Identifier: | oai:dadun.unav.edu:10171/58525 |
| Acesso em linha: | https://hdl.handle.net/10171/58525 |
| Access Level: | acceso abierto |
| Palavra-chave: | Purpose Shared purpose Purpose strength model |
| Resumo: | In the preceding chapters, a new logic for the twenty-first-century organization was proposed—the logic of leading based on a shared and common business purpose, one that captures the mind, captivates the heart, and guides the day-to-day routines of every individual in the organization. In view of this new logic, though, the question becomes, how are leaders to assess whether or not the purpose of the business is truly common and deeply shared? |
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