Leadership Vision
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- Date Submitted: 10/15/2015 10:05 AM
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September 10, 2011
In the business world it is not uncommon to see a company’s vision statement hanging on plaque visually communicating this key message to associates. Likewise, it is important that a company’s leaders have a vision for their departments. In chapter seven Northouse discusses the importance of a leader articulating their vision to stakeholders (Northouse, 2015, 155).
The article I selected this week elaborates on inspiring a shared vision by adapting the vision to the audience. A group performed a study with the objective of determining the qualitative benefits of a shared vison as an essential leadership behavior and inspiring commitment to a shared goal. A common vision across stakeholders provides clarity of values and beliefs and is essential to guarantee that there is an agreed focus and targeted outcomes (Boomer et al., 2008; Shaw et al., 2008; Mayer and Carroll, 2011). The study found that effectively communicating a shared vision helped teams to be inspired and committed to a shared goal.
I very much agree with the finding of the study. In the course of my career I have worked with leaders at different hierarchal levels that recited a company’s vision with all of the enthusiasm of Ben Stein and clearly recall the lack of motivation and commitment my coworkers and I had. The message was never communicated in a manner that one felt inspired. In hindsight, while the vision may have inspired enthusiasm and commitment, the vision was not communicated in a manner that we understood.
Xavier understood the importance this and adapted the Jesuit message to the traditions and culture of Japan so well that by the time of his death “more than seventy European and Indian Jesuits labored across Asia, with long lines of volunteers ready to join them” (Lowney, 2003 p. 134).
Good leaders understand the importance of articulating a vision to stakeholders is equally as important as the development of the mission statement itself. Failure to do...
In the business world it is not uncommon to see a company’s vision statement hanging on plaque visually communicating this key message to associates. Likewise, it is important that a company’s leaders have a vision for their departments. In chapter seven Northouse discusses the importance of a leader articulating their vision to stakeholders (Northouse, 2015, 155).
The article I selected this week elaborates on inspiring a shared vision by adapting the vision to the audience. A group performed a study with the objective of determining the qualitative benefits of a shared vison as an essential leadership behavior and inspiring commitment to a shared goal. A common vision across stakeholders provides clarity of values and beliefs and is essential to guarantee that there is an agreed focus and targeted outcomes (Boomer et al., 2008; Shaw et al., 2008; Mayer and Carroll, 2011). The study found that effectively communicating a shared vision helped teams to be inspired and committed to a shared goal.
I very much agree with the finding of the study. In the course of my career I have worked with leaders at different hierarchal levels that recited a company’s vision with all of the enthusiasm of Ben Stein and clearly recall the lack of motivation and commitment my coworkers and I had. The message was never communicated in a manner that one felt inspired. In hindsight, while the vision may have inspired enthusiasm and commitment, the vision was not communicated in a manner that we understood.
Xavier understood the importance this and adapted the Jesuit message to the traditions and culture of Japan so well that by the time of his death “more than seventy European and Indian Jesuits labored across Asia, with long lines of volunteers ready to join them” (Lowney, 2003 p. 134).
Good leaders understand the importance of articulating a vision to stakeholders is equally as important as the development of the mission statement itself. Failure to do...