The Importance of Vision and the Motive to Lead Chapter 4 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 Understand the importance of alignment and prioritization 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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 the ideal © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Introduction Henry Ford’s leadership began with a vision To this he added a strategy for success: A moving assembly line Paying workers fair wages Vertical integration © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Introduction Leaders: Have intensity and stamina Have energy and vitality Can transmit this energy to others Have deep convictions and passion Are animators 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” © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Vision as an Ideal Evokes pictures in the mind Suggests future orientation Implies a standard of excellence Has the quality of uniqueness Is an image of what could and should be © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Organizational Success Figure 4-1 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Key Findings of the Forum Study Leadership is important from the board room to the shop floor 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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

SWOT Analysis Figure 4-2 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Importance of Alignment Stories of great organizations are stories of alignment Sam Walton, Wal-Mart Aligned resources to support his stores Ray Kroc, McDonald’s Aligned processes to deliver service, quality, value and cleanliness Attainment of a vision requires integrity through alignment and congruency © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Social Motives to Lead For leadership to occur, someone must provide: The spark for action Energy and purpose © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Social Motives to Lead Power-oriented leaders focus on organizing Achievement-oriented leaders focus on creating Affiliation leaders focus on human relations © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

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 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.