There isn't a magic bullet to 'fix' a boss who doesn't understand how to manage staff. The best you can do is lead by 'reverse example' and suggestions.
ie keep asking your boss for the long term goal/strategy plan, give constructive suggestions to your boss (Boss, it would really help if you could define what our long term goal is ...) etc. You can also lead by reverse example - if you boss fails to set an agenda/goal, then go ahead and define one yourself and publicise it ... your boss will either agree with it, or if he disagrees, will hopefully come up with his own - either way, you have the long term goal. Other things you can do is coach (constructively) your team mates, recognise the work they do etc.
When reading through the article, employees should realise that their 'motivation' is not dependent solely on the boss - almost all of what the article describes can and should be practised by employees as well.
Whether or not they take it personally or not, the bigger problem is that it is very unlikely that any article will prompt a change in style from a dysfunctional/de-motivational boss . Much easier to just get what you can out of the job (eg resume bullet points) and then leave.
Even if they memorize these rules by heart it doesn't change the fact that many companies are setup to marginalize workers to be easily replaceable. Chances are your opinions really don't matter at all. I've worked with enough people who take this approach to realize it ends up being insulting more than anything else. I actually prefer a realistic employer/employee relationship instead of making a whole act out of being a "good manager" which changes absolutely nothing in the end. Chances are the "good manager" has their hands tied from above. Don't get me wrong -- there's value to having a pleasant constructive relationship but this management style tends to lead to a lot of bad two-faced exchanges and wastes a lot of time in my experience.
I'm constantly emailing articles that I find interesting to my boss. He doesn't take personally because it's not ONE article to HIM.
Sometimes I email the whole team, sometimes two or three people, sometimes just him. Sometimes I want him to learn something, but instead I ask on my email, based on his extensive experience in general areas of life and stuff, what he thinks about the article. Sometimes I say "hey boss I've been reading articles about management tonight here's a dump of them", sometimes I say "hey boss remember last week when we mentioned X, well here's more, what do you think?".
Actually that's a pretty good strategy, asking "what do you think, please share your wisdom and enlighten me", or "a friend passed me this article saying it's good but I'm not sure yet, what do you think". You get the idea. This is good because the boss likes to be seen as a reference, a bastion of smartness, but it's bad because he might see you as someone who doesn't know stuff, and worse, someone who constantly admits that (some realpolitikal companies don't like this behaviour).
ie keep asking your boss for the long term goal/strategy plan, give constructive suggestions to your boss (Boss, it would really help if you could define what our long term goal is ...) etc. You can also lead by reverse example - if you boss fails to set an agenda/goal, then go ahead and define one yourself and publicise it ... your boss will either agree with it, or if he disagrees, will hopefully come up with his own - either way, you have the long term goal. Other things you can do is coach (constructively) your team mates, recognise the work they do etc.
When reading through the article, employees should realise that their 'motivation' is not dependent solely on the boss - almost all of what the article describes can and should be practised by employees as well.