1. The Importance of Vision and the Motive to Lead
Chapter 4

2. Learning Objectives After studying Part Two, you will be able to:
Know the role of vision for leadership success
Describe how a leader creates and implements a powerful vision
Know your motive for assuming the tasks of leadership
Describe an organizational climate that attracts and keeps good people
Describe the elements of true community

3. Introduction
The leader wants to make a difference and strives to create a thing that never was before
This thing, this difference, constitutes a VISION
The most important function of a leader:
To develop a clear picture of the future and secure commitment to that ideal

4. Introduction Henry Ford’s leadership success began with a vision
To this he added a strategy for success:
A moving assembly line
Paying workers fair wages
Vertical integration

5. Introduction
In addition to developing a vision and a strategy to succeed, Leaders must:
Have intensity and stamina
Have energy and vitality
Can transmit this energy to others
Have deep convictions and passion
Are animators (Breathe life into their organizations)
CEO of Johnson & Johnson, James Burke, spent 40% of his time communicating and reinforcing his vision
Examples of powerful visions
Johnson & Johnson
Employees’ first obligation is to the customer
Collis Huntington, Newport News Shipbuilding and Dry Dock Co.
We shall build good ships here. At a profit, if we can. At a loss, if we must. But always good ships.
J. Paul Getty, oil magnate
“Get up early, work hard, find oil”

6. Role of Vision in Helping Organizations Succeed
SUCCESS BEGINS WITH A CLEAR, COMPELLING VISION
A vision:
Evokes pictures in the minds of the organization members
Suggests future orientation
Implies a standard of excellence
Has the quality of uniqueness
Is an image of what could and should be

7. Vision as an Ideal
Leaders must ask three questions to test his/her vision:
Is this the right direction?
Are these the right goals?
Is this the right time?
The vision must be shared and supported

8. Organizational Success
Figure 4-1

9. Leader as Visionary and Motivator
Leaders must have:
A positive and future-focused goal or vision
Clarity of purpose
Constancy of effort
Management author Warren Bennis states that leaders must have:
A positive and future-focused goal or vision
Clarity of purpose
Constancy of effort
Passion and authority come to leaders who know where they are going and have the dedication to succeed
Passion and authority inspire others to follow

10. Leader as Visionary and Motivator
How successful leaders help organizations change
Act 1: Recognize the need for change
Act 2: Create a clear and positive vision
Act 3: Institute empowering structures and processes

11. Leader as Visionary and Motivator
In a major study, Forum Corporation identified three leadership characteristics needed for change
Taking personal responsibility for initiating change
Creating a vision and strategy for the organization
Trusting and supporting others
Taking personal responsibility for initiating change
Manage attention
Be personally involved and committed to making a difference
The first condition of successful leadership is identity with one’s cause
Creating a vision and strategy for the organization
The vision and strategy must be:
Leader-initiated
Shared and supported by followers
Comprehensive and detailed
Worth doing
Vision must be uplifting and inspiring for others
Trusting and supporting others
Leaders must:
Treat others with respect and dignity
Expect the best work and personal responsibility
Show appreciation for the work
Empowerment principle:
Combining individual incentive with group success

12. Key Findings of the Forum Study
Leadership is important from the board room to the shop floor
(i.e leadership is as strong as its weakest link; every level of responsibility needs effective leadership)
Positions and titles have little or no relationship to leadership performance
Without leadership, organizations falter in times of change
Leadership is important from the board room to the shop floor
Without effective leadership employees and customers suffer
Positions and titles have little or no relationship to leadership performance
Leaders must earn the trust and respect of subordinates
Without leadership, organizations falter in times of change
Organizations will be dormant or crash
Organizational leadership involves interdependence more than individualism
Relationship skills
Recognizing other’s contributions
Building enthusiasm for projects

13. Key Findings of the Forum Study
Organizational leadership involves interdependence more than individualism
Leaders inspire others to take on the tasks of leadership
Leadership is contextual
(i.e requiring an understanding of the forces which
shaped the company & the group, an assessment of
organization’s SWOT & plans which are specific to the
organization and its environment)
Leaders inspire others to take on the tasks of leadership
Others are given the power to make decisions
Gives the leader time and energy to shape the organization
Leadership is contextual
Understand forces and events
Assess strengths and weaknesses
Develop a plan

14. Visioning Process Principles
Initiate and provide constant vigilance by leaders
Be challenging, yet realistic
Seek significant early involvement by other members of the organization
Encourage widespread review and comment
Ronald Lippitt, credited with the visioning concept
Referred to “images of potential” rather than to “problems” as points for change
Stephen Covey, management author, identified:
Process, content, and application principles effective in creating a vision
Initiate and provide constant vigilance by leaders
Leaders begin the process, discuss the vision, and start drafting a document
Be challenging, yet realistic
Vision should stretch the abilities of the organization, but not destroy the members
Seek significant early involvement by other members of the organization
Involves discussing, writing, and rewriting the vision
Encourage widespread review and comment
Invites critical analysis
Be open and appreciate suggestions
Incorporate modifications
Involvement fosters commitment

15. Visioning Process Principles
Keep communication flowing
Allow time for the process to work
Demonstrate commitment, follow-through, and concurrent action by leaders
Maintain harmony of subunits
Keep communication flowing
Report the progress
Give acknowledgement and appreciation
Report the adoption of elements
Provide feedback for achievements
Allow time for the process to work
People need time to adjust to change
Development may take longer than expected
Demonstrate commitment, follow-through, and concurrent action by leaders
Reality must match rhetoric
Maintain harmony of subunits
Vision statements should be in harmony with the organization’s vision

16. Key Elements of an Overall Vision
Central purpose or mission (reason for existence)
Broad goals to achieve the mission (enduring intentions to act)
Core values to measure the rightness or wrongness of behavior (hills worth dying on)
Stakeholders and what the attainment of the vision will mean to them (the human element)
Central purpose or mission (reason for existence)
Statement that provides focus and direction
Answers “Why do we exist?”
Broad goals to achieve the mission (enduring intentions to act)
Process or functional accomplishments must be achieved
Core values to measure the rightness or wrongness of behavior (hills worth dying on)
Operating principles, core values that define the moral tone of the organization
Stakeholders and what the attainment of the vision will mean to them (the human element)
People affected by what the organization does or does not do

17. Key Elements of an Overall Vision
Analysis of the organization and its environment, including internal Strengths and Weaknesses, as well as external Opportunities and Threats (SWOT)
Analysis of the organization and its environment, including internal Strengths and Weaknesses, as well as external Opportunities and Threats
SWOT assessment-must be thorough and objective
Unknown information and denied facts will hinder or destroy and organization

18. Key Elements of an Overall Vision
Strategic initiatives (critical success factors)
Tactical plans and specific assignments to support strategic initiatives, broad goals, and attainment of the mission
Strategic initiatives (critical success factors)
Short-term, intermediate, and long-term objectives
Person, group-specific, or involve all members
Strategic, measurable, action-oriented, realistic, and timely
Tactical plans and specific assignments to support strategic initiatives, broad goals, and attainment of the mission
Serves as guides for units and members
Constitutes the work plan

19. Visioning Content Principles
Elements 1 through 4
Provide general direction for the organization
Elements 5 and 6
Involve strategic planning
Element 7
Refers to projects and activities that implement strategy

20. SWOT Analysis
Figure 4-2

21. Visioning Application Principles
Honor and live the vision as the organization’s constitution
Encourage new-member understanding and commitment through early introduction
Make it constantly visible
Create integrity through alignment and congruency
Honor and live the vision as the organization’s constitution
Values and principles should govern organizational culture and behavior
Encourage new-member understanding and commitment through early introduction
People not involved in the development process can identify with the vision
The vision should be the centerpiece of orientation for new members
Make it constantly visible
Publicize the vision to everyone
Create integrity through alignment and congruency
Vision is used as a:
Leadership tool
Decision-making guide
Checkpoint
Means to track progress

22. Visioning Application Principles
Reinforce employee behavior that supports the vision
Review the vision periodically, revising as appropriate to reflect changing conditions
Review the vision periodically, revising as appropriate to reflect changing conditions
View the vision as a program with people as the programmers

23. Visioning Application Principles
To be effective, a vision must be tailored to each organization
Guidelines to achieve the objective are process, content, and application principles
You must have agreement on direction and commitment to succeed

24. Why Create a Vision? Significant vision precedes significant success
The image of the future is shared by leaders and followers
A nation with vision is enabled; a nation without vision is at risk

25. Requirements for an Effective Vision
First, a vision must be developed by leaders, those individuals with the strength and influence to establish direction and mobilize the organization
Second, a vision must be communicated to followers and must be supported by them
A vision must be developed by leaders, those individuals with the strength and influence to establish direction and mobilize the organization
Leaders create clear and worthy images that motivate
Leaders are committed to purpose and persistent
They have a vision that appeals to the common good and is believed passionately
They have a mission that motivates
A vision must be communicated to followers and must be supported by them
Leaders must let others see, hear, taste, and feel the vision
The vision must be understood so it can be implemented
The vision must be in harmony with the needs and nature of the people

26. Requirements for an Effective Vision
Third, a vision must be comprehensive and detailed, so that every member of the organization can understand his or her part in the whole
Fourth, a vision must be uplifting and inspiring
A vision must be comprehensive and detailed, so that every member of the organization can understand his or her part in the whole
Roles and responsibilities must be understood
Everyone must know what is expected and the rewards that will accrue when the vision is achieved
A major determinant of vision fulfillment is personal rewards vs. personal efforts
A vision must be uplifting and inspiring
The vision must be meaningful and important to the members
The members of an organization must try to achieve the organization’s fullest potential

27. Social Motives to Lead For leadership to occur, someone must provide:
The spark for action
Energy and purpose

28. Three Motives for Leadership
Power
the desire to influence, give orders, and carry them out
Achievement
the need to create and build something of value
Affiliation
an interest in helping others

29. Social Motives to Lead Power-oriented leaders focus on organizing
Achievement-oriented leaders focus on creating
Affiliation leaders focus on human relations

30. Points To Remember
An individual will prefer one or two social motives over the others
People exert leadership to satisfy one or a combination of these three motives
As either leader or follower, a person will be most happy and productive in a situation that allows the expression of personal social motives
An individual will prefer one or two social motives over the others
Preference depends on cultural values, personal traits, and experiences
Leadership is exerted to satisfy one or a combination of the three motives
Motivated by power, achievement, or affiliation