Vision creates the focus for the organisation. Darling (1992:5-6) explained the need for
leaders to “have an agenda, an unparalleled concern with outcomes” and to be
“results-oriented” because “results get attention”. He also considered that “their visions or
intentions are compelling and pull people towards them”. A leader is a “sower of seeds”, the “leader
of learning” and the “purveyor of philosophies”, contended Reimann
(1992:39-43).
De Pree states (1989:9) “the first responsibility of a leader is to define reality”. And visioning is seen as “part of a continuing process of orienting an organisation to the emerging realities of the outside world” (Nanus, 1992:20). The leader is the direction setter and must define the vision; “but it is the subordinates who must define the objectives that move the organisation toward the desired outcome” (Pagonis, 1992:124).
De Pree states (1989:9) “the first responsibility of a leader is to define reality”. And visioning is seen as “part of a continuing process of orienting an organisation to the emerging realities of the outside world” (Nanus, 1992:20). The leader is the direction setter and must define the vision; “but it is the subordinates who must define the objectives that move the organisation toward the desired outcome” (Pagonis, 1992:124).
Thus, the first task of effective leadership must
therefore be to have a vision that is compelling enough to command attention -
to win commitment of the members of the organisation so they are motivated to
achieve common goals. Berg (1992:64)
asserts that a shared vision :
*
creates alignment and common
purpose;
*
lifts peoples aspirations and
“fulfils their desire to be part of a meaningful undertaking;
*
provides focus and inspiration
for new levels of success;
*
increases the discretionary
level of energy people put into the job;
*
provides a defence against the
forces of doubt, cynicism and self-interest;
*
encourages risk taking; and
*
reduces turnover in personnel.
However, having a compelling vision alone is
inadequate for accomplishment as a leader, and must be complemented by
communication and relationship building skills (Langeler, 1992; Rowsell and
Berry, 1993).
Berg D H (1992)
Living leadership: mastering the moment.
Journal for Quality and
Participation. 15(5):62-66
Darling J R (1992)
Total quality management: the key role of leadership strategies. Leadership
& Organisation Development Journal 13(4):3-7
De Pree M O (1989) Leadership is an Art. Melbourne: Australian Business Library,
Information Australia.
Langeler G H (1992) The vision trap. Harvard
Business Review. 70(2):46-55
Nanus B (1992)
Visionary leadership: how to re-vision the future. Futurist
26(5):20-25
Pagonis W C
(1992) The work of the leader. Harvard
Business Review, 70(6):118-126
Reimann B C
(1992) The 1992 Strategic Management Conference. The
Planning Forum 20(4):38-46
Rowsell K and
Berry T (1993) Leadership, vision,
values and systemic wisdom. Leadership & Organisation Development
Journal. 14(7):18-22
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