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
