The document discusses the characteristics and importance of vision for leadership. It defines vision as a mental model of an ideal future state that implies change and challenges people. Key aspects of vision include providing a picture of the future, representing positive change, being grounded in shared values, giving a map or guidance, and presenting an inspiring challenge. Effective articulation and implementation of vision are also discussed.

1. © 2015 SAGE Publications, Inc.
Chapter 7:Chapter 7:
Creating a VisionCreating a Vision

2. © 2015 SAGE Publications, Inc.
Chapter Objectives
• Understand the characteristics of a vision.
• Examine the process of vision articulation.
• Discuss vision implementation.
• Focus on how to develop a workable vision
for different contexts.

3. © 2015 SAGE Publications, Inc.
• Vision is a mental model of an ideal future
state—“what could be.”
• Visions imply change & challenge people
to reach a higher standard of excellence,
giving meaning & purpose to people.
• Ideally they are shared by the leader &
members of the group or organization.
What Is a Vision?

4. © 2015 SAGE Publications, Inc.
Vision in Training and Development
Literature
• Covey (1991) identifies vision as one of the
seven habits of highly effective people:
o They “begin with the end in mind” & have a
deep understanding of their goals, values,
& mission in life, which provides the basis
for everything else they do.

5. © 2015 SAGE Publications, Inc.
• Loehr and Schwartz (2001) stress that
people are a “mission-specific species” &
their goal should be to mobilize their
sources of energy to accomplish their
intended mission.
• Kouzes and Posner’s (2003) Leadership
Practices Instrument identifies vision as
one of the five practices of exemplary
leadership.
Training and Development, cont.

6. © 2015 SAGE Publications, Inc.
• Transformational leaders demonstrate vision
as one of four factors of performance.
• Charismatic leaders create changes by
linking their values & vision to the self-
concept of followers.
o Ex.: Mother Teresa, who linked her vision of
serving the poor to her followers’ beliefs of
personal commitment and self-sacrifice
Vision in Theories of Leadership

7. © 2015 SAGE Publications, Inc.
• Research on visionary leadership suggests
visions have five characteristics (Nanus,
1992; Zaccaro & Banks, 2001):
o A picture
o A change
o Values
o A map
o A challenge
Characteristics of a Vision

8. © 2015 SAGE Publications, Inc.
• A vision creates a picture of a future that is better
than the status quo—an idea about the future
that requires an act of faith by followers.
o Ideal picture of where an organization should be going
o Image may be more productive, confirming, or inspiring
than the present
o Picture a time and place where the common good is served
o Sometimes a leader’s vision is clear, sometimes it is only a
general direction that gives a “bare bones” notion of where
they are leading others & the final picture may not emerge
for some time
A Picture

9. © 2015 SAGE Publications, Inc.
• Visions represent a change in the status
quo, a change toward something more
positive in the future.
o Change can take many forms, changes
about rules, procedures, goals, values, or
rituals.
o It is not uncommon for leaders to
experience resistance to their vision and
be accused of “stirring up the pot.”
A Change

10. © 2015 SAGE Publications, Inc.
• Advocating change within an organization
requires an understanding of one’s own
values, the values of others, and the values
of the organization.
o A vision that everyone in the company is important
places high value on human dignity.
o Similarly, if the vision suggests that everyone is
equal, they would be advocating for fairness and
justice as primary values.
o Ex.: Chris Jones, high school football coach
Values

11. © 2015 SAGE Publications, Inc.
• A vision provides people with the map to
guide them, to let them know when they are
on- or off-track.
o People feel a sense of certainty and
calmness when they know they are on
course; a vision gives this assurance.
o Visions provide a guiding philosophy for
people that gives them meaning & purpose.
A Map

12. © 2015 SAGE Publications, Inc.
• When people know the overarching
goals, principles, & values of the
organization, it becomes easier for
them to have an identity & know
where they fit within the organization.
• Seeing the larger purpose allows
people to appreciate their
contributions to the organization.
A Map, cont.

13. © 2015 SAGE Publications, Inc.
• Finally, a vision challenges people to
transcend the status quo to do something
to benefit others.
o Visions challenge people to commit themselves
to worthwhile causes.
o An example is John F. Kennedy’s “My fellow
Americans…” speech.
o An example of an organization with a clear
challenge component is the Leukemia &
Lymphoma Society’s Team in Training
program.
A Challenge

14. © 2015 SAGE Publications, Inc.
• While it is important to have a vision, it is
equally important to be able to articulate
that vision to others.
o Leaders must adapt their vision to their
audience—they need to articulate their
visions so that they fit within others’
latitude of acceptance.
o If the vision is too demanding & demands
too big a change, it will be rejected.
Articulating Vision

15. © 2015 SAGE Publications, Inc.
• Leaders need to highlight the intrinsic
value of their vision, emphasizing how
the vision presents ideals worth
pursuing.
• By highlighting the values of the vision,
it allows individuals to find their work
worthwhile.
Articulating Vision, cont.

16. © 2015 SAGE Publications, Inc.
• Articulating a vision requires the right language,
words that are motivating & inspiring (Sashkin, 2004;
Zaccaro & Banks, 2001).
• Words need to describe a vision that is affirming,
uplifting, and hopeful—Martin Luther King Jr. & JFK
• Inspiring symbols abound—the U of M 1997 football
team looked to Into Thin Air by Jonathan Krakauer,
utilizing the metaphor of climbing Mount Everest to
motivate them toward winning a national
championship.
Articulating Vision, cont.

17. © 2015 SAGE Publications, Inc.
Articulating Vision, cont.
• Articulating a vision requires using inclusive
language.
• This links people to the vision and makes
them part of the process.
• Words such as we and our are preferred over
they or them.
• Inclusive language builds community around
a common goal.
• Discuss: What quotes from the JFK speech
stand out to you? Why?

18. © 2015 SAGE Publications, Inc.
• Implementing vision is true test of a leader.
o The leader must model the attitudes, values, and
behaviors set forth in the vision—the leader must be
the living example of the ideals articulated in the
vision.
o When leaders are seen acting out the vision, it builds
credibility.
o Implementation requires a leader sets high
expectations for others.
o Setting challenging goals motivates people.
o This process doesn’t happen rapidly but takes
continuous effort.
Implementing Vision

19. © 2015 SAGE Publications, Inc.
Case Study:
A Clean Slate
1. What is Nick Gibbons' vision in this case study? How is it similar or
different from the vision of the owners of the paper? Discuss the
unique challenges a leader faces when required to implement a
vision of his or her superiors’.
2. Why do you think Nick wanted to open the workings of the paper
up to the public? How is this related to his vision?
3. Visions usually require changing people's values. What desired
changes in values are highlighted by this case study?
4. How well did Nick Gibbons articulate his vision for the paper? If you
were in Nick's shoes, how would articulate your vision in this case?
5. Do you think the newspaper will newspaper will thrive under Nick's
leadership? Why?

20. © 2015 SAGE Publications, Inc.
Summary
• A competent leader will have a compelling vision
of a better future.
• A vision is grounded in values and advocates
change toward some goal.
• The leader articulates the vision, highlights the
values, uses uplifting and inclusive language.
• The leader needs to be a living model.
• The leader sets high performance expectations
and encourages and empowers others to reach
their goals.