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Creating Vision and Strategic Direction

Leadership chapter 13

Samantha Feng

on 4 December 2012

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Transcript of Creating Vision and Strategic Direction

Leadership Chapter 13 Creating Vision and Strategic Direction Anticipate and envision the future
Maintain flexibility
Think strategically
Initiate changes Strategic Leadership An attractive, ideal future that is credible yet not readily attainable Leadership Vision Links the present to the future
Energizes people and garners commitment
Vision gives meaning to work
Establishes a standard of excellence and integrity What Vision Does Has broad appeal
Deals with change
Encourages faith and hope
Reflects high ideals
Defines the destination and the journey Common Themes of Vision The organization’s core broad purpose and reason for existence. Mission Strategic management – the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organizational goals Strategy in Action To keep organizations competitive, leaders consciously adopt a focused vision and strategy and make sure everyone’s activities move the organization in the right direction The Leader's Contribution Core Value Core Purpose Guides the organization no matter what 4 Basic Approaches in Framing an Organizational Purpose Discovery
Heroism Strategy – the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals Putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals Strategies need to focus on 3 qualities:
Core competence
Developing synergy
Creating value for customers 4 types of leadership Leaders scan both the internal and external organizational environment to identify trends, threats, and opportunities for the organization Uninvolved
Effective leader Leaders can use:
SWOT analysis
Porter's Five Forces Leadership Power and Influence Leadership Chapter 12 Transformational
Coalitional Three Kinds of Influential Leadership Power, Influence and Leadership Leadership Powers Hard Powers Soft Powers Follower Responses to Power Legitimate
Coersive Expert
Referent Sources of Leader Power Power, Politics and Leadership Frames of Reference Ethics and Leadership Presented By: Hayley Louise Darley, Siqi Feng, Patrick Hogue, Nathan Mussino, Austin Sturdivant, Toney Wiggins Power- the potential ability of one person can influence other people to bring about desired outcomes.

Influence- the effect of a person's actions have on the attitudes, values, beliefs, or actions of others. Stability will not profit
Believe in your employees
Orate your vision Framework for Leading Change Appreciative Inquiry Leading with Optimism Learn from Success Establish Urgency
Form a coalition
Develop vision and strategy
Communicate Empower employees
Short term wins
Keep up urgency
Make changes stick Change or else The Creative Organization Team Collaboration Alignment Creative Values Unofficial Activity Open Culture Leading Creative Teams Brainstorm Laterality Intuition Keys to Effective Brainstorming
No Criticism
Quantity Electronic Brainstorming What if? What might be? Lateral Thinking Creative Intuition Data Gathering

Flash of Insight Mental Pause Tools for Implementing Change Storytelling - humor, metaphors symbolism
Emotional Connections
Communication and training
Coercion The Two Faces of Change Necessity Individual Employees Leadership and Downsizing Efficiency
Managing Employee Morale Compliance
Commitment Dependency
Control over Resources
Control over information Structural
Human Resource
Symbolic Use rational persuasion
Make people like you
Rely on reciprocity
Develop allies
Ask for what you want
Principle of Scarcity
Extend formal authority Leading Change Leadership Chapter 15
Using power derived from leadership to aid others Personalized Leaders
Socialized Leaders Discovery Dream Design Destiny Sources Daft, R. (2010). The leadership experience. (5th ed., pp. 361-418). Mason, OH: Cengage Learning.

"Fortune 500 Mission Statements." Mission Statements. N.p., n.d. Web. 1 Dec. 2012. <http://www.missionstatements.com/fortune_500_mission_statements.html>

Hamilton, Diane. "Top 10 Company Mission Statements in 2012 « Dr. Diane Hamilton's Blog." Dr. Diane Hamilton's Blog. N.p., n.d. Web. 1 Dec. 2012. Altruistic Inquiry Model Strategy Execution (Implementation)
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