Introduction to Leadership Concepts and Practice Peter G. Northouse Chapter 6: Creating a Vision © 2009 SAGE

What is a Vision? Vision plays a major role in training & development literature Covey (1991) identifies vision as one of the seven habits of highly effective people: They “begin with the end in mind” & have a deep understanding of their goals, values & mission in life, which provides the basis for everything else they do

What is a Vision? Loehr and Schwartz (2001) stress that people are a “mission-specific species” & their goal should be to mobilize their sources of energy to accomplish their intended mission Koezes and Posner’s (2003) Leadership Practices Instrument identifies vision as one of the five practices of exemplary leadership

What is a Vision? Charismatic leaders create changes by linking their values & vision to the self-concept of followers Vision is a mental model of an ideal future state - “what could be” Visions imply change & challenge people to reach a higher standard of excellence, giving meaning & purpose to people Ideally it is created & shared by the leader & members of the group or organization

Characteristics of a Vision Research on visionary leadership suggests visions have five characteristics (Nanus, 1992; Zaccaro & Banks, 2001): A picture A change Values A map A challenge

A Picture A vision creates a picture of a future that is better than the status quo - an abstraction about the future that requires an act of faith by followers It is an ideal picture of where an organization is going It may be more productive, confirming, or inspiring Ideally, this vision if of a time and place where the common good is served Sometimes a leader’s vision is clear, sometimes it is only a general direction that gives a “bear bones” notion of where they are leading others & the final picture may not emerge for some time

A Change Visions represent a change in the status quo, a change toward something more positive in the future Change can take many forms, changes about rules, procedures, goals, values, or rituals. It is not uncommon for leaders to experience resistance to their vision, and be accused of “stirring up the pot”

Values Advocating change within an organization requires an understanding of one’s own values, the values of others, and the values of the organization A vision that everyone in the company is important places high value on human dignity Similarly, if the vision suggests that everyone is equal, they would be advocating for fairness and justice as primary values

A Map A vision provides people with the map to guide them, to let them know when they are on- or off-track People feel a sense of certainty and calmness when they know they are on course, & a vision Visions provide a guiding philosophy for people which gives them meaning & purpose

A Map A vision provides people with the map to guide them, to let them know when they are on- or off-track When people know the overarching goals, principles, & values of the organization, it becomes easier for them to have an identity & know where they fit within the organization Seeing the larger purpose allows people to appreciate their contributions to the organization

A Challenge Finally, a vision challenges others to transcend the status quo to do something to benefit others Visions challenge people to commit themselves to worthwhile causes An example is John F. Kennedy’s “My fellow Americans…” speech An example of an organization with a clear challenge component is the Leukemia & Lymphoma Society’s Team in Training program

Articulating Vision While it is important to have a vision, it is equally important to be able to articulate that vision to others Leaders must adapt their vision to their audience - they need to articulate their visions so that they fit within others’ latitude of acceptance If the vision is too demanding & demands too big a change, it will be rejected

Articulating Vision While it is important to have a vision, it is equally important to be able to articulate that vision to others Leaders need to highlight the intrinsic value of their vision, emphasizing how the vision presents ideals worth pursuing By highlighting the values of the vision, it allows individuals to find their work worthwhile

Articulating Vision Articulating a vision requires the right language, words that are motivating & inspiring (Zaccaro & Banks, 2001; Sashkin, 2004) Words need to describe a vision that is affirming, uplifting, and hopeful - like Martin Luther King Jr. & JFK Inspiring symbols abound - U of M 1997 football team looked to Into Thin Air by Jonathan Krakauer, utilizing the metaphor of climbing Mount Everest to motivate them toward winning a national championship

Implementing Vision Implementing vision is true test of leader The leader must model the attitudes, values, and behaviors set forth in the vision - the leader must be the living example of the ideals articulated in the vision When leaders are seen acting out the vision, it builds credibility Implementation requires a leader sets high expectations for others Setting challenging goals motivates people This process doesn’t happen rapidly, but takes continuous effort