Leadership Theory: Analysis of Generics Group Visionary Leadership

This report provides an analysis of leadership theory, using the "Visionary Leadership at the Generics Group" case study. It addresses key questions regarding the nature of vision, exploring whether it is merely a dream or a tangible goal. The report outlines strategies for creating a shared vision among stakeholders, ensuring organizational understanding and commitment. It also examines the importance of setting attainable visions and discusses how Generics Group could have sustained its initial success. The analysis emphasizes the significance of clear, attainable visions in motivating employees and achieving organizational goals, referencing relevant literature to support its claims. Strategic recommendations for long-term vision sustainability are provided, including understanding future market positioning, defining value propositions, identifying target customers, and adapting to competitor strategies.

Running head: LEADERSHIP THEORY
Leadership Theory
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Table of Contents
Introduction................................................................................................................................2
Is vision just a dream?................................................................................................................2
How can you create a vision that all stakeholders will share?...................................................3
How can you ensure that people throughout the organisation understand and are committed to
the vision?..................................................................................................................................3
Should the vision be attainable or not quite attainable?.............................................................4
How could Generics Group’s vision have been sustained?.......................................................5
Conclusion..................................................................................................................................5
References..................................................................................................................................7

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Introduction
According to the viewpoint of Cameron & Green (2015), a visionary leader is
considered to be that individual who finds the potential of how better things could exist in a
business organisation and takes necessary steps to achieve those things. In a broader sense,
the visionary leaders are the ones who would bring effective changes in the organisation they
are connected to by designing a new future for the firm instead of just settling for the
incremental form of improvement aspects. In this connection, the given paper is focused on
analysing the case study named Visionary Leadership at the Generics Group.
Is vision just a dream?
Based on the analysis of the above-mentioned article, it was examined that vision is
imaginative, but the same is not just a dream. As clearly stated in the case study that the
vision of creating a desired amount of wealth through the vision of adapting the advanced
technologies has proved to be fruitful for the concerned business organisation of The
Generics Group. In this connection, The Generics group had known to be a technology
incubator organisation who had clearly set a vision to turn the intangibles into the tangibles.
This vision was approached with a sense of clarity, the judgement as well as complete
commitment to achieving the desired amount of success. The founder of the concerned
company named Edge, who brought up this vision and the same was known to be honed with
the help of proper training and development programs which began in the late 1970s.
Concerning to this success of The Generics Group, it can be stated that vision can be fulfilled
if the same is backed-up with strong forces and ideas; and it is not just a dream. In lieu of
this, if the vision is only imagined without a proper purpose, the same will inevitably turn
down to a failure (Dennett, 2015).

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How can you create a vision that all stakeholders will share?
In the concern of creating the synergy of shared vision, there are several steps for a
business organisation and its managers to follow effectively, in order to gain the process of
shared vision implemented in the working organisation. The same is specified below.
 Deciding which significant stakeholders are to be involved in the vision process.
 Scheduling the working time of all the chosen stakeholders in a collaborative manner.
 Assigning a facilitator who would be neutral in nature for the discussion.
 Getting prepared before-hand to share the ideas in the group discussion.
 Setting the stage for the group discussion.
 Creating a plan out of the set visions and using a process to implement the same.
 Writing the vision statement later the time set for the group discussion.
 Fostering a one-to-one session with the individuals who disagreed with the output of
the discussion, in order to connect to the vision of their needs as well as interests
(Neuendrof, 2016).
 Reconvening of the group in the concern of holding a short meeting after the vision
statement had been drafted.
 Reviewing the draft vision statement with the key stakeholders who were not present
in the meeting.
 Initiating with the communication of the final vision statement with all the
stakeholders after everybody has accepted the same.
How can you ensure that people throughout the organisation understand
and are committed to the vision?
As stated by Blau (2017), there are three major processes that would help a business
entity to ensure that all the working individuals throughout the organisation who understand

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the importance of the set vision and also carry the same with a sense of commitment. Thus,
the manner the concerned business organisation in the case study would be able to ensure
their employee engagement involved effectively in its vision are specified below.
 Reinforcement of the company vision by merging the same with the team as well as
individual goals that would motivate the employees to work harder to achieve their
personal goals as well. However, the vision statement of the business entity should be
sufficient enough to have a tie-up with the achievable goals for the employees
(Pauceanu, 2016).
 Promoting the vision of the company by ensuring that the same is always visible in
the eyes of its connected stakeholders and that they do not forget about the vision they
are to achieve (Bryson, 2018).
 Sharing the earlier success stories with all the working individuals that would make
them realise the importance of the vision statement of the company and also realise
that they need to achieve the same as it would prove beneficial to each of the
individual as well.
Should the vision be attainable or not quite attainable?
As critically opined by Hooper & Potter (2019), the vision statement of any company
should be attainable in nature as the same is subjected to the current times as well as its
ability to adapt to the changing times of the business market. If a set of vision is something
that is determined to be utterly unrealistic in nature, it is stated to be bad for the morale of the
individuals working in the organisation, and thus, the vision statement turns out to be a
negative motivator for the firm (Scott & Davis, 2015). In lieu of this, if a vision statement is
clear and precise in nature and the working individuals see that the vision of their
organisation would prove beneficial to their individual goals along with the organisational

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goals, they will put their best efforts to get to the vision statement. Thus, in light of this, it can
be stated that the vision should be the one which is entirely attainable in nature.
How could Generics Group’s vision have been sustained?
The initial context of achieving the vision statement in the organisation of The
Generics Group had been seen to be fruitful. However, it was analysed in the case study that
in the year of 2001, the illustrative process of the company had started to perish down due to
the lack in the precise vision and the failure to gain a new and effective vision statement. In
this connection, the given report is focused on stating the strategical recommendations that
would help The Generics Group to sustain their vision. The same is specified below.
 Understanding the need for where the company would stand in the upcoming ten
years and set their plans and processes based on the same and then planning the vision
statement (Burke, 2017).
 Establishing a precise value proposition so that the business could sustain in the long-
term growth. The managers of the company should have kept their focus on what
would set the company apart from their peer competitors.
 Identifying the potential as well as the ideal customers of the business firm
(Venkatesan, 2017).
 Defining the critical indicators of the company to have a clear goal.
 Verifying the primary revenue streams of the business firm that would help the
company to earn a better profit-earnings ratio.
 Looking at the competitors as well as determining their strategies and planning to
implement necessary changes in the firm.
 Focusing on the internal strengths as well as weaknesses of the firm and therefore
investing in recruiting the best level of skilled and talented employees.

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Conclusion
Given the findings based on the research done on the visionary form of leadership
style in the case study as well as the general studies, it can be seen that if a vision is set on a
priority level as well as precisely, it would motivate the employees to work harder and with
greater zeal. The report clearly identified that a vision statement of any productive business
organisation should be completely attainable in nature. Only if the vision statement is
achievable in nature, it will help the employees to work for it as they know that they will be
benefited only with an attainable form of the vision statement.

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References
Blau, P. (2017). Exchange and power in social life. Routledge.
Bryson, J. M. (2018). Strategic planning for public and nonprofit organisations: A guide to
strengthening and sustaining organisational achievement. John Wiley & Sons.
Burke, W. W. (2017). Organisation change: Theory and practice. Sage Publications.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide
to the models, tools and techniques of organisational change. Kogan Page Publishers.
Dennett, D. C. (2015). Elbow room: The varieties of free will worth wanting. MIT Press.
Hooper, A., & Potter, J. (2019). The business of leadership: Adding lasting value to your
organisation. Routledge.
Neuendorf, K. A. (2016). The content analysis guidebook. Sage.
Pauceanu, A. M. (2016). Entrepreneurship in the Gulf Cooperation Council: Guidelines for
Starting and Managing Businesses. Academic Press.
Scott, W. R., & Davis, G. F. (2015). Organisations and organising: Rational, natural and open
systems perspectives. Routledge.
Venkatesan, R. (2017). Executing on a customer engagement strategy.