The power of vision: statements that resonate

Abstract

I n a fast-changing world, the question for many senior managers is: ''What leadership strategy is needed for my organization to stay competitive and to thrive?'' To many academics and consultants, visionary leadership or leadership with vision as a core component is the answer. Although scholars, corporate trainers, and management consultants often emphasize the importance of espousing a vision and even suggest characteristics of an effective vision, no one really knows what such a vision looks like (Avery, 2004). In today's corporate world, we can observe that vision statements appear with a wide variety of characteristics, as these examples demonstrate: Year after year, Westin and its people will be regarded as the best and most sought after hotel and resort management group in North America (Westin Hotels & Resorts). FirstEnergy will be a leading regional energy provider, recognized for operational excellence, customer service and its commitment to safety; the choice for long-term growth, investment value and financial strength; and a company driven by the leadership, skills, diversity and character of its employees (FirstEnergy). Macy's, Inc. is a premier national retailer with brands that reflect the spirit of America. The timeless values that made our nation strong are the same values that make our company strong: B A belief in the promise of the future with the energy and determination to get us there. B A belief that our heritage mirrors the optimism, inclusion and integrity that provide for both stability and growth. B A belief that taking advantage of the right opportunities will continue to lead us to success in all that we do (Macy's, Inc.). Adding to the confusion is when practitioners and consultants have great difficulty in differentiating vision from other related terms of mission, values, beliefs, principles and strategy. This is illustrated in Sage Software's ''Corporate Vision and Strategy'' as follows:

La gestión de la reputación online de las marcas hospitalarias: una propuesta de modelo

“…La visión define el camino que debe seguir la organización para alcanzar sus objetivos de largo plazo, los cuales van más allá de los establecidos en la misión (Singal, Jain, 2013). La visión no solo debe ser breve, sino que además debe describir un objetivo principal que abarque a todos los intereses de la organización, que motive a sus empleados y que proyecte a dicha organización en el largo plazo (Kantabutra y Avery, 2010). Por último, la cultura se puede definir como una narración realizada por los líderes de la organización que se convierte en parte de las creencias de todos los empleados, así como en fuente de motivación (Marshall y Adamic, 2010).…”

Vision-Based Leaders And Their Followers In Retail Stores: Relationships And Consequences In Australia

“…Vision indeed needs to transcend the bottom line because people are willing, and even eager, to commit to something truly worthwhile (Nanus, 1992). A powerful vision can therefore motivate followers (Kantabutra & Avery, 2010).…”

Contemporary evidence-based practice in Canadian emergency medical services: a vision for integrating evidence into clinical and policy decision-making

“…They describe the future and are stable. 11 Such an exercise is important for EBP in EMS to increase understanding and engagement among all stakeholders. We propose that the vision is: Canadian EMS clinicians and leaders will understand and use the best available evidence for clinical and administrative decision-making, to improve patient health outcomes, the capability and quality of EMS systems of care, and safety of patients and EMS professionals.…”