Visionary Leadership Practises Describe the Concepts Related essay

Download this essay in word format (.doc)

Note: Sample below may appear distorted but all corresponding word document files contain proper formatting

Excerpt from essay:

Visionary Leadership Practises

Describe the concepts related to visionary leadership

Visionary Leadership is a theoretical model in which the quality and impact of an organizational leaders is largely driven by the stylistic distinctions, personality and strategic orientation of a specific leader. Such is to say that what distinguishes visionary leadership from other models is that the effective leader will have a direct role in defining the surrounding organizational culture, values and approach. This contrasts leadership in which one is expected to assimilate company culture and values into a compatible leadership style. The primary concept, then, of visionary leadership, is the channeling of one's independent perspective and objectives into a company-wide strategy. Additionally, this should mean that personnel at every level of the company feel some sense of independence and encouragement to innovate.

On this point, the text by Oxford Learning (2011) differentiates 'visionary leadership' from 'standard leadership,' identifying the latter as being a context in which personnel are expected to follow orders, stay in line and resist the desires for creativity or innovation. Certainly, one can see a negative connotation in the description by Oxford Learning, which strongly endorses visionary leadership by comparison. According to the authors, visionary leadership establishes an environment in which "workers are fully involved with decision making and are encouraged to be both creative and innovative." (Oxford Learning, p. 1)

The text goes on to assert that in the visionary leadership context, individuals are given the opportunity to offer new ideas and have the chance to be acknowledged for providing them. This shows how a specific leadership orientation can come to define an experience for all members of an organization.

This concept is critical to the visionary leader and suggests that the individual or individuals serving in leadership roles have been granted a great deal of determinant power in shaping a company's identity, procedures and operational norms.

1.2 Explain the relationship between innovativeness and effective visionary practice Visionary leadership inherently fuels the process of internal innovation. By vesting so much trust and authority into the identity and stylistic orientation of a specific figure or group of figures, an organization places itself in a position to reap the benefits in the form of newly broken ground. As the text by Kapur illuminates, visionary leadership is most often appropriate in the context of a major organizational change. Visionary leadership should help to drive necessary organizational change by offering new ways of achieving or advancing existing company goals. Kapur indicates "quickly establishing new physical, organisational and behavioural systems is essential for successful transformation." (Kapur, p. 1) This denotes that he relationship between innovation and visionary leadership is a close one and that the visionary leader is expected to use innovative processes to drive change and, eventually, to achieve sustainable stability.

1.3 Apply visionary strategies to decision making process in order to rationalise problem solving

The visionary leader will be given the responsibility of making a great many decisions for the organization, or at least leading the push toward any given decision. The text by Oxford Learning divides decision-making into three distinct categories. According to Oxford Learning, leaders will be responsible for making strategic, tactical and operational decisions. These are, respectively, decisions with far reaching institutional implications, with short-term, sometimes project-driven objectives and with immediate, everyday concerns. (Oxford Learning, p. 9)

Understanding the Principle of Root Cause Analysis

2.1 Explain the aims and objectives of root cause analysis

A first step in problem-solving is achieving a better understanding of the problem or challenge at hand. In an organization moving into a transformational face, this understanding is absolutely critical. This is where a root cause analysis enters into the discussion. According to Six Sigma (2010), "by repeatedly asking the question "Why"… you can peel away the layers of symptoms which can lead to the root cause of a problem. Very often the ostensible reason for a problem will lead you to another question" (Six Sigma, p. 1)

2.2 Describe the steps in root cause analytical processes

The steps that help to guide one through this process are offered by Six Sigma, which indicates that first and foremost, one should write down, and therefore formalize the problem at hand. This step provides focus to all attending team members. This step is followed by inquiries as to why the problem is happening. Answers to this question should be listed. Six Sigma advises that in the third step, if, after posting these inquiries, satisfying answers are not readily available, one should ask why they aren't available and proceed to answer this follow-up question. Finally, the root analysis requires the leader to "Loop back to step 3 until the team is in agreement that the problem's root cause is identified." (Six Sigma, p. 1)

2.3 Discuss the relevant of self-directed in root cause analysis

Self-direction can be an instrumental part of conducting a root cause analysis. One quality that distinguishes this problem-solving approach is that it requires little in the way of research or empirical data-gathering. This makes it an accessible analytical process for the lone decision-maker. According to our source, "it is a great Six Sigma tool that does not involve data segmentation, hypothesis testing, regression or other advanced statistical tools, and in many cases can be completed without a data collection plan." (Six Sigma, p. 1) This means that the root cause analysis can be implemented independently or in an informal team context without expending major resources on research.

Critically Evaluate Specific Theories of Leadership

3.1 Critically evaluate the theory of leadership

The theory of Situational Leadership, according to Oxford Learning, asserts that an organization's leadership should be flexible enough to adapt to all manner of company or project-specific changes and challenges. Leadership has a direct role in defining how a company adjusts to certain situations. This is both because of the considerable range of operational functions over which a leader will possess jurisdiction and because of the way that a given leadership style will impact the job approach taken by others. According Oxford Learning, this mode of leadership presumes that the leader is not an inherently unique figure but that his or her abilities to lead have been learned and manifested successfully.

3.2 Analyse the similarities and differences in theoretical concepts related to visionary practice

The greatest similarity between this leadership approach as the practice of visionary leadership is the high degree of empowerment vested in company leadership. A primary difference, as Oxford Learning show, is that the situational leader is seen as more of a steward of company values than one who has been enlisted to alter or shift said values.

3.3 Explain the development of visionary strategies from theoretical concepts

In many ways, situational leadership and visionary leadership are quite different. Visionary leadership seems to push for greater autonomy both of leader and organization, whereas a certain level of obedience is central to situational leadership. According to Oxford Learning, the leader in situational cases is seen as more functionary than innovative. Oxford Learning state that this theory "assumes that leadership capability can be learned, rather than being inherent." (p. 24)

Critically Evaluate Models and approaches of leadership

4.1 Evaluate management approaches related to models and concepts of leadership

Leadership cannot simply be a source for directives. It must also be a force for oversight and motivation. Keating & Oliva (1998) address this notion, observing that "without sufficient management support and organizational commitment, employees will continue their normal day-to-day work and underinvest in improvement activities, causing process improvement initiatives to fail." (Keating & Oliva, 1)

4.2 Explain the appraisal and strategic development related to management processes and practice in visionary leadership.

It is important to remain in a steady state of appraisal in a visionary leadership context. Where the leaders is given so high a degree of determinant authority, regular evaluation…[continue]

Cite This Essay:

"Visionary Leadership Practises Describe The Concepts Related" (2013, August 21) Retrieved December 8, 2016, from

"Visionary Leadership Practises Describe The Concepts Related" 21 August 2013. Web.8 December. 2016. <>

"Visionary Leadership Practises Describe The Concepts Related", 21 August 2013, Accessed.8 December. 2016,

Other Documents Pertaining To This Topic

  • Functions of Leadership Are Described

    Leading The leadership style at McDonald's relies on the three legs of the stool. For the most part, the innovation and vision part of the leadership process is with McDonald's head office, while the more autocratic style comes through the suppliers and the owner/operators, whose job it is to undertake the actions that will allow the company to implement strategy. The company has its own leadership school that helps to ensure

  • Leadership in Organizations Organizational Leadership

    Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have

  • Leadership Theory in a Changing and Globalizing

    Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and

  • Leadership for Organizations

    Leadership for Organizations Leadership The success of organizations and individuals' careers are influenced by the role of leaders. Nowadays firms seek leadership skills in individuals for all sorts of careers while recruiting. Chief Executive Officers (CEOs) believe that it has become critically important to nurture leadership approach at all levels of the organization (Lussier, Achua, 2009, p. 4). The topic of leadership has been gaining tremendous attention of academic world and media (Bass,

  • Leadership Behavior for Effective Decision Making Effective

    Leadership Behavior for Effective Decision Making Effective decision making in the competitive business environment is closely linked with leadership skills. Managing change in existing organizations can often be extremely difficult, as it requires changing the organizational culture, the very roots that bind its members. This paper analyses the characteristics of a successful leader, illustrated with a practical example. Contrary to popular understanding, there is no unique style of leadership for all

  • Leadership in International Schools

    Leadership Skills Impact International Education CHALLENGES OF INTERNATIONAL EDUCATION Practical Circumstances of International schools THE IMPORTANCE OF LEADERSHIP IN EDUCATION What is Effective Leadership for Today's Schools? Challenges of Intercultural Communication Challenges of Differing Cultural Values Importance of the Team Leadership Style LEADERSHIP THEORIES Current Leadership Research Transformational Leadership Skills-Authority Contingency Theories APPLYING LEADERSHIP IN AN INTERNATIONAL SETTING Wagner's "Buy-in" vs. Ownership Understanding the Urgent Need for Change Research confirms what teachers, students, parents and superintendents have long known: the individual school is the key unit

  • Leadership Is Said to Be

    (2010). Transactional leaders use the extrinsic motivators, to get goals met within an organization, as stated by Suliman (2009). This type of leadership used internal reward or punishment mechanisms to get employees to follow their directive. Transactional leaders usually leave the current organizational structure and goals intact, since the characteristic of these leaders is not effective in situations that require change. Suliman, (2009) also argue that some leaders are very

Read Full Essay
Copyright 2016 . All Rights Reserved