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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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”

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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