Chapter 4

key findings from forum study

—leadership is important from the boardroom to the shop floor

—positions and titles have little or no relationship to leadership performance

—without leadership, organizations falter in times of change

—organizational leadership involves interdependence more than individualism

—leaders inspire others to take on the tasks of leadership

—leadership is contextual

key elements for overall vision

—central purpose or mission (reason for existence)

—broad goals to achieve missions (enduring intentions to act)

—core values to measure the rightness or wrongness of behavior (hills worth dying on)

—stakeholders and what the attainment of the vision will mean to them (the human element)

—analysis of the organization and its environment (SWOT analysis)

—strategic initiatives (aka critical success factors); SMART and SMARTER goals

—tactical plans and specific assignments (projects and activities) to support strategic initiatives, broad goals, and the attainment of the mission

requirements for an effective vision

—a vision must be developed by leaders, those individuals with strength and influence to establish directions and mobilize the organization

—a vision must be communicated to followers and must be supported by them

—a vision must be comprehensive and detailed, so that every member of the organization can understand their part in the whole

—a vision must be uplifting

motives for leadership

power, achievement, affiliation

power

desire to influence, give orders, and have them carried out

achievement

need to create and build something of value

affiliation

a heartfelt interest in helping others