Of all attributes of any leader this is one of the more challenging to continually achieve as it requires the continual focus on aligning the vision of the organization and the skills required to accomplish them with the unique skill sets of individuals and their talents (Kouzes, Posner, 2009). What a sustainable vision implies is the ability to continually keep the changing landscape the organization competes in aligned with the abilities of the organization to execute. A shared vision must be defined through transformational leadership to be effective, as it must have the trust and buy-in of subordinates (Kouzes, Posner, 2009). In addition there is the need for continually reinforcing how each team members or employees' contributions make the attainment of the vision possible (Cangemi, Burga, Lazarus, Miller, Fitzgerald, 2008). In short, a leader who can successfully define and execute a vision is one that has a sufficient level of emotional intelligence (EI) to create a climate in their organizations where task ownership is sought out and taken on by employees (Momeni, 2009). This ability to create a culture that embraces the respective roles each member of a team has in the developing and executing of a vision is also directly linked to the EI levels of leaders as well.
The ability to define a vision, gain buy-in, execute to it and grow an organization then relies on a complex set of factors. EI is critically important for the development of transformational leadership (Mancheno-Smoak, Endres, Potak, Athanasaw, 2009) and a culture that seeks to define each person's contribution to the vision (Momeni, 2009). The reliance on transformational leadership traits of honesty, accountability and transparency all play a critical role in getting the vision right. Ultimately the ability of any leader to find that intersection of the greatest future potential of their organizations and overlay it with the unique strengths, needs and aspirations of their employees will succeed. This aspirational element of an organizational vision...
For leaders to be effective they must concentrate on the transformational aspects of their leadership styles and seek to align innovation efforts and visions with the skill sets and potential for growth for their employees as well.
References
Joseph P. Cangemi, Bill Burga, Harold Lazarus, Richard L. Miller, & Jaime Fitzgerald. (2008). The real work of the leader: a focus on the human side of the equation. The Journal of Management Development, 27(10), 1026-1036.
James M. Kouzes & Barry Z. Posner. (2009, January). To Lead, Create a Shared Vision. Harvard Business Review, 87(1)
James M. Kouzes & Barry Z. Posner. (2005). Leading in Cynical Times. Journal of Management Inquiry, 14(4), 357-364.
Kouzes, James M., & Posner, Barry Z. (1990). The Credibility Factor: What Followers Expect from Their Leaders. Management Review, 79(1), 29.
Lyons, J., & Schneider, T. (2009). The effects of leadership style on stress outcomes. Leadership Quarterly, 20(5), 737.
Mancheno-Smoak, L., Endres, G., Potak, R., & Athanasaw, Y. (2009). The Individual Cultural Values and Job Satisfaction of the Transformational Leader. Organization Development Journal, 27(3), 9-21.
Momeni, N.. (2009). The Relation Between Managers' Emotional Intelligence and the Organizational Climate They Create. Public Personnel Management, 38(2), 35-48.
Posner, Barry Z., Kouzes, James M., & Schmidt, Warren H.. (1985). Shared Values Make a Difference: An Empirical Test of Corporate Culture. Human Resource Management, 24(3), 293.
Chapter 3-'Toward a Model of Shared Leadership and Innovation Process',pp48-76, Shared Leadership (2003) by Pearce, C. & Conger,…
