Date of Paper/Work
Doctor of Education in Organization Development (Ed.D.)
Type of Paper/Work
Alla Heorhiadi; John Conbere; Chato Hazelbaker
Leaders constantly face the need to engage employees in the strategic direction of their organizations in order to achieve organizational goals. A core element of engaging employees involves being able to communicate strategic goals to the employees so they understand, support, and can act upon these goals. However, communicating strategic goals often falls short of these objectives. Instead, communications that convey these goals are not understood or do not seem relevant, which results in employees being disconnected, uninformed, and disengaged. Leaders often feel frustrated and confused as to why their efforts to communicate strategic goals are not effective, and they look for ways to improve their communications with employees.
The purpose of this study was to develop a theoretical framework of how leaders communicate strategic goals to their employees. In the attempt to answer the question, “How do leaders make choices about how to communicate strategic goals to their employees,” this research shed light on effective communication of strategic goals. Through a grounded theory methodology, a two-petal communication model emerged. This model demonstrates how a continuous flow between performing tactical tasks and building relationship with employees can create an environment conducive for effective communication of strategic goals.
organization development, leadership, communication, SEAM, strategic goals
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.
Stark, Toccara C., "What Are You Really Saying? A Grounded Theory Study of How Leaders Communicate Strategic Goals" (2016). Education Doctoral Dissertations in Organization Development. 52.