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vision illustrates a challenge—it is an ambitious view of the future that requires people to
3. If you worked for a company like Amazon or Google that has a strong vision for the future,
how would that affect you compared to working for a company that did not have a vision?
A company like Amazon or Google that has a strong vision energizes people and garners
commitment whereas a company without a vision does not generate enthusiasm about
4. Do you agree with the principle of self-reference? In other words, do you believe if people
know where the organization is trying to go, they will make decisions that support the
desired organizational outcome?
Students’ answers may vary. Some of them may say that they agree with the principle of
5. What does it mean to say that the vision can include a description of both the journey and
the destination?
6. Many visions are written and hung on a wall. Do you thing this type of vision has value?
What would be required to imprint the vision within each person?
7. Do you think most employees know what the mission of their company is? Suggest some
ways leaders can effectively communicate the mission to people both inside and outside the
organization.
Students’ answers may vary. Some may say that most employees may not know what the
8. Do you think every organization needs a noble purpose in order to be successful over the
long term? Discuss. Name one company that seems to reflect each category of noble
purpose as defined in the chapter.
Most successful companies have missions that proclaim a noble purpose of some type.
Leaders frame a noble purpose that inspires and leads followers to high performance and
helps the organization maintain a competitive advantage. People like to have a sense that
their work matters and makes a positive difference in the world. The four basic approaches
in framing an organizational purpose tap into the desire to contribute. According to Exhibit
13.7, the following companies reflect each category of noble purpose:
• Discovery: Google, 3M, Samsung
9. Strategic vision and strategic action are both needed for a leader to be effective. Which do
you think you are better at doing? Why?
Students’ answers will vary. Some of them may say that they are better at strategic vision
10. If vision is so important, why do analysts and commentators sometimes criticize a new
CEO’s emphasis on formulating a vision for a company that is struggling to survive?
Discuss.
Analysts and commentators do not always understand that leaders and employees come
together around a vision. If a company is struggling, leaders consciously adopt a focused
Teaching tools and exercises
1. Leader’s Bookshelf: Ten Steps Ahead: What Separates Successful Business Visionaries
from the Rest of Us by Eric Calonius
The first time Jeff Bezos saw a Web site and learned that the web population was growing
at a rate of 2,000 percent a year, he had a vision of a future that was vastly different from
What Makes A Leader Visionary?
Calonius uses research in the fields of neuroscience and cognitive psychology to explore
the brain as a “visionary device” whose “primary function is to create pictures in our minds
that can be used as blueprints for things that do not exist.” How do successful business
leaders tap into them?
• They use intuition.
Leaders Can Learn To Be Visionary
The brain is a prediction machine, Calonius says, and life is a series of anticipations. If all
our brains work as visionary devices, he asserts, we can all learn to be visionary leaders by
tapping into the elements and ideas described in Ten Steps Ahead.
2. Small Group Exercise: Vision Statements
In small groups, evaluate the vision statements in Exhibit 13.3. Also consider Microsoft’s
slogan, “Your potential inspires us to create products that help you reach it.”
How do vision statements connect the present to what the organization’s aspire?
3. Out-of-class assignment: Michael Porter’s Five-Force Analysis Model
Students will research and review Michael Porter’s well-known Five-Force Analysis
Model. Porter proposed that strategy is the result of five competitive forces—potential new
4. On the Web: Visionary Leaders
5. Role Play: Environmental Scanning
Select an organization with which you are familiar, either as an employee or as a customer.
One person is the top manager in the organization. The other is a first-line supervisor in the
organization.
• Top manager: Discuss the types of information from environmental scanning you
7. Leadership at Work: Future Thinking
Think of some problem you have in your life right now. It could be any problem you are
having at school, home, or work that you would like to solve. Write a few words that
summarize the problem.
Write brief answers to the following questions for that specific problem:
• Why do I have this problem?
After you have answered the above four questions, write down what are you feeling about
the problem.
Now, for the same problem, write brief answers to the following four questions:
• What do I really want instead of this problem? (Your answer equals your desired
future outcome.)
After you have answered these four questions, what are you feeling about the problem?
The human mind is effective at focusing on problems to diagnose what is wrong and who
is to blame. The first four questions reflect that approach, which is called problem-focused
thinking.
The second set of four questions reflects a different approach, called outcome-directed
thinking. It focuses the mind on future outcomes and possibilities rather than on the causes
of the problem.
In class: This exercise is very effective when each student selects a problem, and then
students interview each other about their problems. Students should work in pairs—one
acting the role of leader and the other acting as a subordinate. The subordinate describes
Leadership Development: Cases for Analysis
I. The New Museum
Synopsis
The recently completed new building to house the exhibits and staff of the Central City Museum
was located adjacent to the campus of a private university. The new building was financed by the
generosity of local donors. The university provided the land and also agreed to cover the annual
Case questions and answers
1. What mission for the Central City Museum do you personally prefer? As Director, would
you try to implement your preferred mission? Explain.
Students’ answers may vary. Some may say that the mission for the Central City Museum
could be, “to serve as a major community resource and to make it a well-known teaching
2. How would you attempt to resolve the underlying conflicts among key stakeholders about
the museum’s purpose and direction?
Students’ answers may vary. Some may say that creating a mission statement that satisfies
the interests of all the key stakeholders to an extent may result in resolving the conflicts
3. What actions would you take to implement the mission you decide to adopt? Be specific.
Students’ answers may vary. Some may say that the altruism approach could be used to
frame the museum’s organizational purpose. Many nonprofit organizations are based on a
II. The Visionary Leader
Synopsis
When Frank Coleman first began his job as president of Hi-Tech Aerostructures, most managers
and employees felt a surge of excitement. Hi-Tech Aerostructures is a 50-year old family-owned
manufacturing company that produces parts for the aircraft industry. Coleman had a vision for
transforming Hi-Tech into a world-class manufacturing facility. In addition to implementing
Case questions and answers
1. How effective would you rate Coleman as a visionary leader? Discuss.
2. Where would you place Coleman on the types of leaders illustrated in Exhibit 13.1? Where
would you place Deacon?
Students’ answers may vary. Many of them may say that Coleman is the ‘dreamer’; he is
good at providing a big idea with meaning for self and others. He can effectively inspire
3. If you were Deacon, what would you do?
Students’ answers will vary. Some of them may suggest that Deacon could conduct a
situation analysis using SWOT—strengths, weaknesses, opportunities, and threats that
affect organizational performance. Deacon could obtain information from a variety of
Digital Homework Grid
Case Assessment Questions
Topic
Category
Noah heads the marketing
team of Neville Inc. He
creates a vision of where he
sees his team in the next ten
years. He works with
Leadership Challenge #3
Perform
dedication toward achieving it.
His team members also put in
their efforts to implement
Noah’s idea. This involvement
of his team members implies
that the ideal vision:
a. allows team members to go
where they have gone before.
b. is identified with the team
as a whole.
Claire Broadcasting Corp. is
an American company that
collects news and current
affairs and broadcasts them. It
has a vision to expand its
operations across the world.
The employees in all its
divisions move in the same
direction in their own ways to
attain this vision. This method
of working to attain the vision
in Claire Broadcasting Corp.
is an example of _____.
a. self-awareness
Leadership Challenge #3
Perform
Pursuit Inc. is a
pharmaceutical company that
aims to be the largest
pharmaceutical manufacturer
in the world in the next five
years. When Kevin, a senior
executive, allowed the
dumping of toxic waste
released after production on
the sea coast, there was strong
opposition. Employees argued
that their organization should
not achieve their vision by
unethical business practices.
Leadership Challenge #3
Perform
This disapproval of Kevin’s
team members indicates that a
vision:
a. is a narrow appeal among
employees.
Homework Questions
Topic
Category
Listed below are a few scenarios that
illustrate four possibilities of leadership in
providing direction. Four types of leaders
are described based on their attention to
vision and attention to action. Drag and
drop the answer options into the illustrated
box categorizing them into the
descriptions and types of leaders.
Answer Options: Jim is a manager at
Sinclair Inc. He is low in coming up with a
promising idea of where his team should
go. He also does not work toward
achieving the vision of the
organization/Effective leader/Christopher
heads an auditing firm. He executes his
tasks with sincere dedication and
perseverance. However, he works without
realizing what he wants to achieve. He
lacks a proper sense of direction. He does
not have the ability to think of a sensible
Leadership
Challenge #1
Perform
destination/Uninvolved
DESCRIPTION
OF LEADERS
TYPES OF
LEADERS
Which of the following questions is
answered by a vision?
a. “Where is the organization now?”
b. “Where are we headed?”
Leadership
Challenge #1
Connect
Which of the following questions is
specified by execution?
a. “Where are we headed?”
b. “Who are we as an organization?”
c. “What do we do right now?”
d. “How do we achieve the vision?”
Leadership
Challenge #1
Connect
Jeremy aims to think strategically and
navigate uncertainty in order to be an
effective strategic leader. Which of the
following skills should be developed by
Jeremy to achieve his aim?
a. Jeremy should avoid signs of change
that could hurt the organization.
b. Jeremy should maintain the status quo.
c. Jeremy should prevent stakeholders who
have conflicting views and interests.
d. Jeremy should interpret trends.
Leadership
Challenge #1
Perform
The website of Spiral Inc., an online retail
company, has a statement on its homepage
which is as follows: “Discover innovative
shopping”. This statement is a(n) _____.
a. logo
Leadership
Challenge #1
Perform
d. execution
Bill, a marketing manager, wants to create
a vision for his team. Bill should:
a. ensure that the vision can be achieved
realistically.
b. develop a vision that is readily
attainable.
Leadership
Challenge #2
Perform
Which of the following statements is true
of a vision?
a. A vision is associated with lower job
satisfaction.
b. A vision provides a link between
yesterday and today.
c. A vision relies on skills and qualities
that leaders can develop.
d. A vision is not credible as it cannot
realistically be achieved.
Leadership
Challenge #2
Connect
Patrick is developing a vision for his
company. Which of the following steps
should be used by Patrick to develop an
effective vision?
a. Patrick should create a link between the
past and the present by comparing the past
performances and present performances of
employees.
b. Patrick should give more importance to
dreams for the future rather than meeting
current obligations.
Leadership
Challenge #2
Perform
Which of the following statements is true
of effective visions?
a. They are created without several drafts.
b. They help an organization achieve bold
change.
c. They are created without specific
outcomes as they define the broad purpose
of an organization.
Leadership
Challenge #3
Connect
d. They give an opportunity to people to
go where they have gone before.
When the members of an organization
work with the principle of self-reference,
the vision:
a. is perceived as a dream or a fantasy
because it has little chance of ever
becoming reality.
Leadership
Challenge #3
Connect
A good vision for the future:
a. includes specific outcomes that the
organization wants to achieve.
b. is created without several drafts.
c. deals with maintaining the status quo.
d. provides an opportunity to employees to
go where they have gone before.
Leadership
Challenge #3
Connect
Which of the following is an advantage of
cocreation of a vision?
a. Cocreation ensures that subordinates are
forced to create a vision for their leaders.
b. Cocreation enables the leaders of an
organization to create a vision without
Leadership
Challenge #4
Connect
Listed below are scenarios of companies
framing their organizational purpose by
using four basic approaches. Match each
scenario with the correct approach.
SCENARIOS
APPROACHES
Pluto Inc., a
Leadership
Challenge #4
Perform
software
company,
believes in
cultivating and
developing new
software products
for all tasks rather
than using
software
developed by its
Excellence
Abbey Inc. works
toward being the
best both on an
individual and an
organizational
level. It motivates
employees to
perform in an
exceptional
manner. It is also
rated as the best
organization by
top magazines,
credit rating
agencies, and
other
organizations
based on various
categories.
Discovery
Allison Bakery, a
leading
international
Heroism
organization
provides hand-
made breads to
Pelican Corp., an
automobile
manufacturer,
had stopped its
operations
completely due to
bankruptcy. Its
leaders created
an aggressive and
a competitive
mindset in the
organization to
motivate
Altruism
A well-chosen noble purpose:
a. does not tap into the emotions of
employees.
b. can contribute to better morale.
c. can change in the face of environmental
shifts.
d. does not describe products or services.
Leadership
Challenge #4
Connect
Identify the question that is asked by
leaders to formulate a strategy.
a. “Who are we as an organization?”
b. “What do we do right now?”
c. “Where does the organization want to
be?”
Leadership
Challenge #5
Connect
d. “Where are we headed?”
Which of the following is a source through
which leaders using situation analysis can
obtain external information?
a. Annual reports
Leadership
Challenge #6
Connect
Identify the source through which leaders
using situation analysis can obtain internal
information.
a. Association meetings
b. Financial ratios
c. Government reports
d. Suppliers
Leadership
Challenge #6
Connect
Which of the following statements is true
of strategy?
a. Strategy is developed by leaders
obtaining external information from
sources such as budgets and employee
surveys.
b. Strategy relies solely on formal strategic
planning and market research as it creates
new opportunities.
c. Strategy is created by reacting to
environmental changes rather than
studying the events that have already taken
place.
d. Strategy necessarily changes over time
to fit shifting environmental conditions.
Leadership
Challenge #6
Connect
Listed below are a couple of scenarios of
companies that have developed strategies
by focusing on three qualities: core
competence, developing synergy, and
creating value for customers. Drag and
drop each company’s strategy into the
correct boxes containing the three
qualities.
Answer Options: Go Cinemas Corp., an
Leadership
Challenge #6
helped Go Cinemas to achieve a special
advantage with respect to technology and
expenditure/Lumia Inc., an automobile
manufacturer, prices its cars highly. The
cars have high-end features and are
environment friendly. The cars provide
Core
competence
Synergy
Valu
e
Which of the following statements is true
of synergy?
a. Synergy is the combination of benefits
received and costs paid by the customer.
b. Synergy is something the organization
does extremely well in comparison to
competitors.
c. Synergy defines the organization’s core
broad purpose and reason for existence.
d. Synergy can be gained by companies
through alliances and partnerships.
Leadership
Challenge #6
Connect
Philip is involved in strategy formulation.
Which of the following activities should
Philip do?
Leadership
Challenge #6
Connect
