VISION AND DIRECTION

Vision is something that represents hope. It is basically that describes how the organisation
will be like and look like in the future when it fulfils its purpose. It is generally why the
organisation exist and what the stakeholders want from the organisation when these purposes
are met (Duncan 1992). It is moreover an outline of where the organisation will be in the
future. This is shown in figure. It is the role of the leaders to create compelling vision and
make that vision into a reality (Warren 1992).

Figure: Origin of Vision (Duncan 1992)

Inorder to assist leaders to make an appropriate vision, it must have and question the
following:
What makes the organisation unique?
What the organisation values as priorities for the coming years?
Visions should be clear, inspiring and challenging
What would make individual professionally committed in mind and heart towards the
vision for the coming 5 to 10 years?
Visions should make sense, should be flexible and should stand test of time.
What does the global world require of us and that could be provided?
What the employees require of the company so that he/she will be committed, aligned
and will feel proud of the organisation?
(Warren 1992; Duncan 1992)
A visionary leader should posses the following qualities long term views, courage,
conviction, passion, energy, resilience, knowledge and authenticity.
The main objective of vision and direction is that it gives a clear understanding, inspiration
and also provides a quantitative goal on what to be achieved in the coming performing
period. Another important characteristic about vision and direction is that it prepares for the
future while it keeps a check of the organisations past and deals with details rather than broad
generalities (Duncan 1992). For example, this preparation for future while keeping in check
with the past is shown in Coles "direction and vision" over the period in the below figure
which was explained by Chris Ryan.

Figure: Coles vision and direction

STRATEGIC LEADERSHIP
Great leaders know in what kind of environment their organisations are in. Organisation with
proper visions have generally a 5 to 10 year vision period. Inorder to achieve the vision, these
leaders need to set believable plans and strategies which in turn requires strategic leadership
qualities. Strategic leadership means taking appropriate measures in the entire scope of
actions and the strategic choices that are available for individuals at point of the company
(Carter and Greer 2013). It solely the responsibility of the organisational strategic leadership
to look into external and internal business environment and make sense out of the complex
situations when creating a vision, mission, strategy and implementation plan for the
organisation.
Setting the Vision
Embedding the Vision
Enhancing the Values
Developing the Strategy
Implementing the Change
(Carter and Greer 2013)
MISSION STATEMENT
Mission statement is referred to as an overview, aim and also at times a short narrative that
describes the focus or purpose of the organisation (McKenzie 2009). Organisations with
profound and powerful dreams will probably have a mission statement. "The mission is the
company's core reason and explanation behind its existence. It characterizes the
organization's core values and purpose behind being, and it gives a premise to making the
vision. An organisation's mission ought to convey what the organization is about. Generally,
a mission has two sections: core values and core reason. These core qualities are those that
guides and drives the organisation. For example, the mission for Microsoft is shown in the
below figure as explained by Chris Ryan.

Figure: Microsoft mission

As a whole it is a profound purpose, vision, mission, key activities and strategic objectives
that drive a successful organisation. This process is shown in the figure below.

Figure: Process of vision, mission, purpose, key activities and strategic objectives
(Duncan 2015)
REFERENCE
Carter, Suzanne M., and Charles R. Greer. 2013. "Strategic Leadership: Values, Styles, and
Organizational Performance." Journal of Leadership & Organizational Studies 20 (4): 375-
393. doi: 10.1177/1548051812471724.
Duncan, Amy. 2015. "Dolce & Gabbana in Hot Water Again after Gang Rape Advert Resurfaces Just
Days after Ivf Furore." Metro http://metro.co.uk/2015/03/18/dolce-gabbana-in-hot-water-
again-after-gang-rape-ad-campaign-resurfaces-just-days-after-ivf-furore-5108624/.
Duncan, W. J. 1992. "Purpose, Vision, Mission and Strategic Objectives." 3: 160-178.
http://edocs.library.curtin.edu.au/eres_display.cgi?url=DC60051835.pdf&copyright=1.
McKenzie, James F. 2009. "Mission Statement, Goals and Objectives." 138-150.
http://edocs.library.curtin.edu.au/eres_display.cgi?url=DC60266167.pdf&copyright=1.
Warren, G. Bennis. 1992. "Managing the Dream: Leadership in the 21st Century." Management
Decision 30 (6). doi: 10.1108/EUM0000000000113.