Chapter 4 The Importance of Vision and the Motive to Lead PDF

Because learning changes everything. ® Chapter 4 The Importance of Vision and the Motive to Lead © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the...

Because learning changes everything. ® Chapter 4 The Importance of Vision and the Motive to Lead © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.  Learning Objectives Know the role of vision for leadership success Describe how a leader creates and implements a powerful vision Understand the importance of alignment, prioritization and execution Know your motive for assuming the tasks of leadership © McGraw-Hill Education 2  Setting the Stage “The best way to predict the future is to create it.” -Peter Drucker © McGraw-Hill Education 3  The Importance of Vision A leader with a vision wants to make a difference – to strive to create a thing that never was before The most important function of a leader is to have a clear vision of the future and to secure commitment to that ideal © McGraw-Hill Education 4  The Importance of Vision, 2 Henry Ford’s leadership success started with a vision. His strategy for success: The moving assembly line Paying workers a fair wage Vertical integration Ford believed that profit was a by-product of a vision achieved, not the purpose of the vision © McGraw-Hill Education 5  The Importance of Vision, 3 Leader must have: A vision A strategy Intensity and stamina A deep conviction for their vision Leaders must act as animators, breathing life into their organizations © McGraw-Hill Education 6  Vision as an ideal A vision is an ideal image of what could and should be A leader must test their vision with three questions: Is this the right direction? Are these the right goals? Is this the right time? © McGraw-Hill Education 7  Leader as Visionary and Motivator Visions… Can be small or large Can exist at any organizational level or for any project or work group Are necessary for effective leadership Many leaders fail because they do not have a vision – instead focusing on surviving on a day-to-day basis © McGraw-Hill Education 8  Leader as Visionary and Motivator, 2 Leaders must have: A positive, future-focused goal or vision Clarity of purpose Constancy of effort © McGraw-Hill Education 9  Leader as Visionary and Motivator, 3 Noel Tichy and Mary DeVanna found that successful leaders use the following steps to help employees adapt to change: Recognize the need for change Create a clear and positive vision Institute empowering structures and processes © McGraw-Hill Education 10  Figure 4.1: Organizational Success Jump to Figure 4.1: Organizational Success , Appendix © McGraw-Hill Education 11  Key findings of the Forum Study In a major study, the Forum Corporation identified the leadership characteristics needed for change Taking personal responsibility for initiating change Creating a vision and strategy for the organization Trusting and supporting others © McGraw-Hill Education 12  Key findings of the Forum Study, 2 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 Organizational leadership involves interdependence more than individualism Leaders inspire others to take on the tasks of leadership Leadership is contextual © McGraw-Hill Education 13  Visioning Process Principles Visioning, credited to Ronald Lippitt, involves “images of potential” rather than to “problems” as starting points for change Stephen Covey, a management author, identified certain process, content, and application principles that are effective in creating a vision © McGraw-Hill Education 14  Visioning Process Principles, 2 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 Keep communication flowing Allow time for the process to work Demonstrate commitment, follow-through, and concurrent action by leaders Maintain harmony of subunits © McGraw-Hill Education 15  Visioning Content Principles Key elements of an overall vision or strategic plan typically include seven elements. The first four elements provide a general direction for the organization: 1. Central purpose or mission 2. Broad goals to achieve the mission 3. Core values to measure the rightness or wrongness of behavior 4. Stakeholders and what the attainment of the vision will mean to them © McGraw-Hill Education 16  Visioning Content Principles, 2 Elements 5 and 6 involve strategic planning: 5. Analysis of the organization and its environment, including internal Strengths and Weaknesses, as well as external Opportunities and Threats or SWOT 6. Strategic initiatives or critical success factors Two important goals in a SWOT analysis are to Identify core competencies in the form of special strengths the organization has or does exceptionally well Identify opportunities in the environment that the organization can act upon © McGraw-Hill Education 17  Visioning Content Principles, 3 The 7th element of an overall vision or strategic plan covers projects and activities that implement strategy: 7. Tactical plans and specific assignments to support strategic initiatives, broad goals, and attainment of the mission © McGraw-Hill Education 18  Figure 4.2: SWOT Analysis Jump to Figure 4.2: SWOT Analysis , Appendix © McGraw-Hill Education 19  Visioning Application Principles A vision must be tailored to each organization to be most effective Guidelines to achieve the objective are process, content, and application principles An organization’s vision should be simple, focused, uplifting, and usable A vision provides clarity and motivation to every individual in the organization © McGraw-Hill Education 20  Visioning Application Principles, 2 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 Reinforce employee behavior that supports the vision Review the vision periodically, revising as appropriate to reflect changing conditions © McGraw-Hill Education 21  The Importance of Alignment Alignment means making sure the organizational structure and employee behavior supports the purpose and value of the organization. Sam Walton of Walmart aligned every resource to support his stores Ray Kroc of McDonald’s aligned every process to deliver quality, service, cleanliness, and value Walt Disney aligned every practice of his company to bring wholesome entertainment to children and their families © McGraw-Hill Education 22  The Importance of Prioritization To implement your vision, you must set priorities Charles Schwab paid consultant Ivy Lee for his expertise Ivy suggested “Write down the six most important tasks you have to do tomorrow, in order of importance. Work on the first until you finish it, then item two and so on. Don’t worry if you don’t finish the list.” Implementing this simple strategy of prioritization helped Charles Schwab turn Bethlehem Steel into the biggest independent steel producer in the world © McGraw-Hill Education 23  The Importance of Execution Results only occur when action steps are taken There is no point in having a vision if it isn’t implemented Failure to execute is a primary cause of derailment © McGraw-Hill Education 24  Why Create a Vision? “The modern organization is composed of specialists… Its purpose must be crystal clear” – Peter Drucker Significant vision precedes significant success Image of the future is shared by leaders and followers A nation with vision is enabled, and a nation without vision is at risk © McGraw-Hill Education 25  Requirements for an Effective Vision 1. Vision must be developed by leaders, those individuals with the strength and influence to establish direction and mobilize the organization 2. Vision must be communicated to followers and must be supported by them 3. Vision must be comprehensive and detailed, so that every member of the organization can understand his or her part in the whole 4. Vision must be uplifting and inspiring © McGraw-Hill Education 26  Social Motives to Lead, 1 Psychologist David McClelland identifies three basic motives for leadership: Power: Desire to influence, give orders, and carry them out Achievement: Need to create and build something of value Affiliation: Interest in helping others © McGraw-Hill Education 27  Social Motives to Lead, 2 An individual will prefer one or two social motives over the others – preference being influenced heavily by culture, personal traits, and experiences 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 The basic needs that motivate leaders motivate employees as well © McGraw-Hill Education 28  The Employee’s Need for Power Gain satisfaction from influencing others Like to lead or persuade Motivated by positions of power Desire responsibility to direct and control people and events Comfortable with argumentation and debate Give them the opportunity to make decisions and direct projects © McGraw-Hill Education 29  The Employee’s Need for Achievement Want satisfaction for accomplishing projects successfully Want to exercise their talents to attain success Like to solve problems and get the job done Desire unambiguous feedback and recognition for their accomplishments Provide them with meaningful work assignments that allow them to be self-motivated © McGraw-Hill Education 30  The Employee’s Need for Affiliation Gain satisfaction from interacting with others Enjoy people and find social aspects of the workplace rewarding Prefer cooperative, rather than competitive, work situations Give them opportunities to interact with others, such as team projects and group meetings © McGraw-Hill Education 31  End of Main Content Because learning changes everything. ® www.mheducation.com © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.