This document discusses the importance of vision for leadership. It defines vision as a mental model of an ideal future state that implies change and challenges people. An effective vision has five key characteristics: it presents a picture of a better future, represents a change from the status quo, is grounded in shared values, provides a map and direction, and presents an inspiring challenge. The leader must articulate the vision using inclusive language and serve as a living model, setting high expectations and empowering others to work towards the goals of the vision.

1. Presentations
Copyright 2008 Sage Publications

2. Chapter 6
Creating a Vision
© 2012 SAGE Publications, Inc.

3. What Is a Vision?
• 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.
© 2012 SAGE Publications, Inc.

4. Covey (1991)
“Begin with the end in mind”
Highly effective people have a deep
understanding of their goals, values, &
mission in life, which provides the basis
for everything else they do.
© 2012 SAGE Publications, Inc.

5. Characteristics of a Vision
• 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
© 2012 SAGE Publications, Inc.

6. A Picture
• 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 Sometimes a leader’s vision is
clear, sometimes it is only a general direction
© 2012 SAGE Publications, Inc.

7. A Change
• Visions represent a change in the status
quo, a change toward something more
positive in the future.
o It is not uncommon for leaders to
experience resistance to their vision and
be accused of “stirring up the pot.”
© 2012 SAGE Publications, Inc.

8. A Map
• Provides direction
• Allows people to appreciate their
contributions to the organization
© 2012 SAGE Publications, Inc.

9. Articulating A Vision.
•
Requires the right language, words that are
motivating & inspiring
•
Words such as “we” and “our” are preferred over
“they” or “them”.
•
Inclusive language builds community around a
common goal
© 2012 SAGE Publications, Inc.

10. Activity – 30 minutes
• Working in pairs, do a web search on inspiring vision
statements
• Choose one that you like
• E-mail this to your classmates or post it on the wall so others
can read it
• Be prepared to share why you like the vision you have chosen
and how it offers:
1. A picture
2. A change
3. Values
4. A map
5. A challenge

11. Implementing Vision
• 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.
© 2012 SAGE Publications, Inc.

12. Create Your Own Personal Vision
• http://humanresources.about.com/od/succes
s/a/personal_vision.htm
Copyright 2008 Sage Publications

13. 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.
© 2012 SAGE Publications, Inc.