Questions we Can Help you to Answer

Paper Instructions:

Watch the video Link provided below. 

https://www.youtube.com/watch?v=_QeLUzsKwtI

Answers questions below 1-2. 

1.    What are the characteristics (picture, change, values, map, challenge) of that person's vision?  Make certain that you provide examples of at least 3 of the characteristics.  Label the characteristics with the appropriate term in bold (picture, change, etc...) 

2.    How did the leader articulate the vision?  Provide at least 2 specific examples of how he/she articulated the vision in a way that encourages others to embrace it. (Hint: This is not the same as the content of the vision.  If you list a bunch of quotations for this question, you are on the wrong track.  (Hint, look at the articulation section of Chapter 7 Slides before answering this.)

Below is the chapter to guide you when answering the questions above.

VISION EXPLAINED 
Given that it is essential for a leader to have a vision, how are visions formed? What are the main characteristics of a vision? Research on visionary leadership suggests that visions have five characteristics: a picture, a change, values, a map, and a challenge (Nanus, 1992; Zaccaro & Banks, 2001). A Picture A vision creates a picture of a future that is better than the status quo. It is an idea about the future that requires an act of faith by followers. Visions paint an ideal image of where a group or an organization should be going. It may be an image of a situation that is more exciting, more affirming, or more inspiring. As a rule, these mental images are of a time and place where people are working productively to achieve a common goal. Although it is easier for followers to comprehend a detailed vision, a leader’s vision is not always fully developed. Sometimes a leader’s vision provides only a general direction to followers or gives limited guidance to them. At other times, a leader may have only a bare-bones notion of where he or she is leading others; the final picture may not emerge for a number of years. Nevertheless, when a leader is able to paint a picture of the future that is attractive and inspiring, it can have significant impact on his or her ability to lead others effectively.

A Change Another characteristic of a vision is that it represents a change in the status quo, and moves an organization or a system toward something more positive in the future. Visions point the way to new ways of doing things that are better than how things were done in the past. They take the best features of a prior system and strengthen them in the pursuit of a new goal. Changes can occur in many forms: rules, procedures, goals, values, or rituals, to name a few. Because visions imply change, it is not uncommon for a leader to experience resistance to the articulated vision. Some leaders are even accused of “stirring the pot” when promoting visionary changes. Usually, though, visions are compelling and inspire others to set aside old ways of doing things and to become part of the positive changes suggested by a leader’s vision. Values A third characteristic of a vision is that it is about values, or the ideas, beliefs, and modes of action that people find worthwhile or desirable. To advocate change within a group or an organization requires an understanding of one’s own values, the values of others, and the values of the organization. Visions are about changes in those values. For example, if a leader creates a vision that emphasizes that everyone in the company is important, the dominant value being expressed is human dignity. Similarly, if a leader develops a vision that suggests that everyone in the company is equal, the dominant value being expressed is fairness and justice. Visions are grounded in values. They advocate a positive change and movement toward some new set of ideals. In so doing, they must address values.
“I tell them ‘If you love the children, then they’ll work for you. They’ll want to please you and make you proud. It’s our responsibility to give them the right kind of attention,’” Giffoniello explains. “Happy children become smart children. That’s why we give the children only love” (Weir, 2012).

ETC’s work has attracted many volunteers from different countries and walks of life, who do everything from working on-site in Kolkata, to helping develop curriculum, to raising money in their home countries.

Giffoniello returns to the United States for six months each year, speaking around the country and raising money for ETC. Now more than a decade old, the organization donates funds for teachers’ salaries, clothing and hot meals for children, and supplies, and sponsors cultural drama, dance, and art programs in more than a dozen different institutions, including some in the United States, Mexico, and Kenya.

The following example illustrates the centrality of values in visionary leadership. Chris Jones was a new football coach at a high school in a small rural community in the Midwest. When Jones started coaching, there were barely enough players to fill the roster. His vision was to have a strong football program that students liked and that instilled pride in the parents and school community. He valued good physical conditioning, self-discipline, skills in all aspects of the game, esprit de corps, and an element of fun throughout the process. In essence, he wanted a top-notch, high-quality football program.

Over a period of five years, the number of players coming out for football grew from 15 to 95. Parents wanted their kids to go out for football because Jones was such a good coach. Players said they liked the team because Coach Jones treated them as individuals. He was very fair with everyone. He was tough about discipline but also liked to have fun. Practices were always a challenge but seldom dull or monotonous. Because of his program, parents formed their own booster club to support team dinners and other special team activities.

Although Coach Jones’s teams did not always win, his players learned lessons in football that were meaningful and long lasting. Coach Jones was an effective coach whose vision promoted individual growth, competence, camaraderie, and community. He had a vision about developing a program around these strong values, and he was able to bring his vision to fruition.

A Map

A vision provides a map—a laid-out path to follow—that gives direction so followers know when they are on track and when they have slipped off course. People often feel a sense of certainty and calmness in knowing they are on the right course, and a vision provides this assurance. It is also comforting for people to know they have a map to direct them toward their short- and long-term

At the same time, visions provide a guiding philosophy for people that gives them meaning and purpose. When people know the overarching goals, principles, and values of an organization, it is easier for them to establish an identity and know where they fit within the organization. Furthermore, seeing the larger purpose allows people to appreciate the value of their contributions to the organization and to something larger than their own interests. The value of a vision is that it shows others the meaningfulness of their work.

A Challenge

A final characteristic of a vision is that it challenges people to transcend the status quo to do something to benefit others. Visions challenge people to commit themselves to worthwhile causes. In his inaugural address in 1961, President John F. Kennedy challenged the American people by saying, “Ask not what your country can do for you—ask what you can do for your country.” This challenge was inspiring because it asked people to move beyond self-interest to work for the greater good of the country. Kennedy’s vision for America had a huge impact on the country.
An example of an organization that has a vision with a clear challenge component is the Leukemia and Lymphoma Society’s Team In Training program. The primary goal of this program is to raise funds for cancer research, public education, and patient aid programs. As a part of Team In Training, participants who sign up to run or walk a marathon (26.2 miles) are asked to raise money for cancer research in return for the personalized coaching and fitness training they receive from Team In Training staff. Since its inception in the late 1980s, the program has raised more than $600 million for cancer research. A recent participant said of Team In Training, “I was inspired to find something I could do both to push myself a little harder and to accomplish something meaningful in the process.” When people are challenged to do something good for others, they often become inspired and committed to the task. Whether it is to improve their own group, organization, or community, people like to be challenged to help others. p.147 To summarize, a vision has five main characteristics. First, it is a mental picture or image of a future that is better than the status quo. Second, it represents a change and points to new ways of doing things. Third, it is grounded in values. Fourth, it is a map that gives direction and provides meaning and purpose. Finally, it is a challenge to change things for the better. VISION IN PRACTICE It is one thing for a leader to have a vision for an organization. But making that vision a reality requires communication and action. In this section, we explore how a leader can articulate a vision to others and what specific actions a leader can take to make the vision clear, understandable, and a reality. Articulating a Vision Although it is very important for a leader to have a vision, it is equally important for a leader to be able to articulate—explain and describe—the vision to others. Although some are better than others at this, there are certain ways all leaders can improve the way they communicate their visions.

First, a leader must communicate the vision by adapting the vision to his or her audience. Psychologists tell us that most people have a drive for consistency and when confronted with the need to change will do so only if the required change is not too different from their present state (Festinger, 1957). A leader needs to articulate the vision to fit within others’ latitude of acceptance by adapting the vision to the audience (Conger & Kanungo, 1987). If the vision is too demanding and advocates too big a change, it will be rejected. If it is articulated in light of the status quo and does not demand too great a change, it will be accepted.

A leader also needs to highlight the values of the vision by emphasizing how the vision presents ideals worth pursuing. Presenting the values of the vision helps individuals and group members find their own work worthwhile. It also allows group members to identify with something larger than themselves, and to become connected to a larger community (Shamir, House, & Arthur, 1993).



Articulating a vision also requires choosing the right language. A leader should use words and symbols that are motivating and inspiring (Sashkin, 2004; Zaccaro & Banks, 2001). Words that describe a vision need to be affirming, uplifting, and hopeful, and describe the vision in a way that underscores its worth. The inaugural speech by President John F. Kennedy (see edge.sagepub.com/northouseintro4e) is an example of how a leader used inspiring language to articulate his vision.

Symbols are often adopted by leaders in an effort to articulate a vision and bring group cohesion. A good illustration of this is how, in 1997, the University of Michigan football team and coaching staff chose to use Jon Krakauer’s book Into Thin Air and “conquering Mount Everest” as a metaphor for what they wanted to accomplish. Krakauer provided a firsthand account of a team’s challenging journey up Mount Everest that was successful, although five climbers lost their lives in the process. One of the Michigan coaches said, “It’s amazing how many similarities there are between playing football and climbing a mountain. . . . The higher you get on a mountain, the tougher it gets. The longer you play during the season, the harder it gets to keep playing the way you want to play.” Throughout the season, the coaches frequently emphasized that achieving great feats required tremendous discipline, perseverance, strength, and teamwork. In the locker room, real climbing hooks and pitons were hung above the door to remind everyone who exited that the mission was to “conquer the mountain”—that is, to win the title. The imagery of mountain climbing in this example was a brilliant way to articulate the vision the coaches had for that season. This imagery proved to be well chosen: The team won the 1997 National Collegiate Athletic Association championship.

Visions also need to be described to others using inclusive language that links people to the vision and makes them part of the process. Words such as we and our are inclusive and better to use than words such as they or them. The goal of this type of language is to enlist participation of others and build community around a common goal. Inclusive language helps bring this about.

In general, to articulate a vision clearly requires that a leader adapt the content to the audience, emphasize the vision’s intrinsic value, select words and symbols that are uplifting, and use language that is inclusive. If a leader is able to do these things, he or she will increase the chances that the vision will be embraced and the goal achieved.

Implementing a Vision

In addition to creating and articulating a vision, a leader needs to implement the vision. Perhaps the real test of a leader’s abilities occurs in the implementation phase of a vision. Implementing a vision requires a great deal of effort by a leader over an extended period. Although some leaders can “talk the talk,” leaders who implement the vision “walk the walk.” Most important, in implementing a vision the leader must model to others the attitudes, values, and behaviors set forth in the vision. The leader is a living example of the ideals articulated in the vision. For example, if the vision is to promote a deeply humanistic organization, the leader needs to demonstrate qualities such as empathy and caring in every action. Similarly, if the vision is to promote community values, the leader needs to show interest in others and in the common good of the broader community. When a leader is seen acting out the vision, he or she builds credibility with others. This credibility inspires people to express the same kind of values.

Implementing a vision also requires a leader to set high performance expectations for others. Setting challenging goals motivates people to accomplish a mission. An example of setting high expectations and worthwhile goals is illustrated in the story of the Marathon of Hope (see Box 7.1). Terry Fox was a cancer survivor and amputee who attempted to run across Canada to raise awareness and money for cancer research. Fox had a vision and established an extremely challenging goal for himself and others. He was courageous and determined. Unfortunately, he died before completing his journey, but his vision lives on. Today, the Terry Fox Foundation continues to thrive.
The process of carrying out a vision does not happen rapidly but takes continuous effort. It is a step-by-step process, and not one that occurs all at once. For this reason, it is imperative for a leader’s eyes to stay on the goal. By doing so, the leader encourages and supports others in the day-to-day efforts to reach the larger goal. A leader alone cannot implement a vision. The leader must work with others and empower them in the implementation process. It is essential that leaders share the work and collaborate with others to accomplish the goal.