Category: Leadership

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What only a CEO can do? Well, she can’t be busy.

When I was first appointed as a CEO, I regularly felt that I was not doing the right things, no matter how hard I tried.  Over time, and several other jobs, I have learned that being busy “doing things” is not the best way for the CEO to invest time.  There are some fundamental that worked for me, and probably can only be done by the CEO.

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Management through Meaning

“Total self-absorption or lack of empathy” and “lousy interpersonal skills” are the least desirable behaviours of leaders.”

The management of meaning is central to leading organisations in the current climate of discontinuous change (Limerick and Cunnington, 1993:224-225). Managers should have very meaningful objectives but if these are not communicated little will be realised. The ability to translate visions into meaningful actions or attitudes for followers through a mastering of communication is inseparable from effective leadership (Peters and Waterman, 1982:67-73). Vision plus communication results in shared purpose (Nanus, 1992:156).

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What is Vision and Why is it Important?

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).

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.  Futurist26(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