Visionary Leadership Practises Describe the Concepts Related Case Study
- Length: 5 pages
- Sources: 6
- Subject: Leadership
- Type: Case Study
- Paper: #47838233
Excerpt from Case Study :
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…