The vision should also provide a sense of motivation for the employees. In my experience, vision comes from the top down. Vision has been a successful guideline by which decisions are made. For the most part, the vision is broad and there is some room for interpretation, but most of the major strategy I have seen has come from the broad vision.
DQ4. There are a number of factors that determine team performance. The abilities of the team members play a role -- if the team members are incapable of achieving the objectives the team will fail. The team's cohesion and ability to communicate with each other is another factor. Having clearly delineated roles is another factor. Homogeneity can be a helping or hindering factor -- too much may lead to groupthink and narrow-mindedness, too little may lead to conflict. It is important for self-managed teams to have strong leadership roles to help keep the team on track. This...
Leaders can improve team cohesiveness by making strong team selections, by identifying leaders within the team and by periodically evaluating team performance.
DQ5. Different approaches to leadership are needed for different scenarios. If an organization is faced with a stable environment but is performing poorly, the organization requires transactional leadership. The organization under this scenario needs to improve performance -- to do the same things, but better. A different scenario would be an unstable environment -- perhaps foreign competitors are entering the market with sustainable competitive advantages. The incumbent firm, then, would require transformational leadership in order to change the organization's culture and habits in order to develop competitive advantages of its own and ward off this new competition.
