Assessment 1: Visionary Leadership Analysis of Generics Group Case

This report critically analyzes the concept of visionary leadership, drawing insights from the Generics Group case study. It addresses key questions such as the distinction between a dream and a vision, emphasizing the importance of purpose and action in defining a clear organizational vision. The report explores strategies for creating a shared vision among stakeholders, highlighting the role of communication, collaboration, and stakeholder involvement. It examines methods to ensure employee understanding and commitment to the vision, including aligning the vision with individual objectives and fostering a motivating and inspiring environment. Furthermore, the analysis delves into the attainability of the vision, the importance of adaptability, and the strategic alignment of mission, objectives, and strategy. The report concludes with recommendations for sustaining the vision within the Generics Group, focusing on adaptability, strategic alignment, and the crucial role of leadership in guiding stakeholders toward a positive impact.

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ORGANIZATION THEORY
[Type the document subtitle]
8/22/2019
acer

ORGANIZATION THEORY 1
Vision is a road map for a company, which indicates the direction that the company
wants to attain or become for the growth purpose of the organization. From the visionary
leadership case at Generic’s group depicts the importance of visionary leaders and the difference
between visionary leaders and visionary companies. The case reflects the inappropriate
implementation of strategies to attend the vision of the company. The post will reflect the
analysis of the generic group case critically for a better understanding of the aspects related to
vision in a company (Bennis & Thomas, 2002).
There is a large difference between a dream and vision and the difference here, is the
purpose. Dreams only reflect a visual picture of one’s potential future, it may be your wish of an
individual that he wants to become. A dream with a purpose and an actual meaning is the vision
of a person that will be clear. As the saying includes a vision with no action is said to be a dream
(Birasnav, 2014). Therefore it can be said that a vision is not just a dream its way beyond an
individual‘s dream. However it can be said that a vision initiated from a dream of a person,
which was put into action, and purpose to the dream, bring clarity and direction to achieve that
dream to form a vision. The key characteristics that reflect that vision are effective includes
clarity, future focused, challenging and abstract, matching the success measures of organization,
setting a desirable goal and most importantly will state the purpose of the organization
(Bombiak, 2018).
The evidence suggests that communication plays major role in the vision statement of a
company. This includes not only preparing a good vision but to express it to the organizational
stakeholders that are developing a shared vision for the employees of the company, which are
one of the major internal stakeholders of the company. From one of the Forbes article, it was
identified that leaders must create a vision that will make sense and set the direction for all
stakeholders of the company (forbes, how-to-set-a-company-vision-and-get-buy-in-from-
stakeholders, 2019). This will include producing an appealing future image and strategically
sound vision for the company. A shared version includes gaining the commitment of
stakeholders, energize the employees and you, providing direction, and involving other
stakeholders in the creation process. This is one of the major reasons that in today’s scenario
companies use “our vision” this instead of “the vision.” In order to involve other stakeholders
with the vision, some of the ways or steps include deciding on the stakeholders who must be

ORGANIZATION THEORY 2
involved, scheduling working time to work on collaborative project, assigning a common
facilitator for the meeting (Carton, 2014). Getting prepared in advance, setting up the stage,
creating a plan and implement it as a process, writing the vision statement, having conversation
with the stakeholders who disagree with this vision to understand their point of you. Moreover,
revising the vision statement after meeting with the stakeholders, after the vision statement has
been prepared to consider the effect of this and make relevant changes. Reviewing the draft with
the employees, managers, suppliers, customers so as to understand the effectiveness of the vision
and get input timely. The last step includes starting communication that is disseminating the
information related to the vision prepared to all other stakeholders like business partners, middle
level managers, and other team members. The key advantage of creating a shared vision is
commitment, alignment and ownership among the colleagues and team members (Cherry, 2018).
A research article from Forbes published in 2014 reflect a substantial positive impact of a
meaningful vision on the employs engagement and employee’s commitment. It has been
researched from the primary data collection that only 16% is the engagement rate for the
employees who do not believe in their company’s vision as meaningful. The data was collected
from around 50,000 employees, from the analysis the key elements that will be responsible for
ensuring that the employees of the organization are committed to the vision of the company are
the vision must be motivating and inspiring. The vision must be shared and communicated to
employees through various channels, innovation must be considered for improvement, managers
words are important that will lead to action (forbes, 8-ways-to-ensure-your-vision-is-valued,
2019). One of the most important steps that top management must take to ensure that these
people are committed to the vision is bifurcation of vision further into mission and objectives of
the company. It will act as a small step or strategy is to be considered to attend the vision, so as
to make employees believe that the vision is attainable and they need to work for that vision
(Donohue, R, 2016). Moreover, through the vision it must be communicated in a way so as to
make employees understand that through accomplishment of vision the employee's personal
objectives, growth and development will be positively impacted so as to increase the
commitment by the employees. However, the possibility of the unacceptability of vision by
employees may negatively affect the performance of the employee and commitment to words the
vision of the company (Bottani & Galli, 2017).

ORGANIZATION THEORY 3
The evidence suggests that a vision needs to be attainable and must include an ability to
change with time. The major reason for a vision needs to be an attainable aspect is if there is no
strategy what the attainable vision without any purpose will be dreaming and a strategy without a
clear and attainable vision will be blinded. The strategy is one of the key elements that are
making a vision into action. Strategy includes a statement or alternators that will be used to make
choices, motivating the project completion and achievement of the vision (futureofcio, 2019). In
case the vision is not attainable, the employees will not take accomplishment of vision as a
commitment, as it will be considered as a daydreaming strategy that is not possible to
accomplish. One of the major characters of a vision statement that is considered to be a good
vision statement is achievable that reflect that a vision should be possible as per the conditions,
resources and without any additional efforts. In case the vision is found to be unattainable or
unrealistic, the stakeholders will not be able to connect to the vision or do not urge to accomplish
that vision (ctb.ku.edu, 2019).
After analysing the case of generics group, the key issues identified were an inability to
change with time. The vision created at the first stands what is considered as the key vision that
needs to be achieved even after many years, without any change. This was the major issue as it is
important to change with time and consider innovation as the major element while creating and
devising the vision of the company in order to sustain (Ford, 2017). The evidence suggests that
the vision of the leadership could lead to positive or negative impact but the company’s vision
will attempt to direct the stakeholders of the company to words a positive impact. The generic
group must have considered change as major element for improving the vision statement
considering the current environment and time, which could include improvement in vision
statement of the company to make it more realistic, validate (creativechange, 2018). Other than
this the evidence suggest that it is important to have mission, objectives and strategy of the
company to be aligned with vision statement as vision alone that is without any purpose and
action taken, it is just a dream. Therefore, it can be said that in order to sustain vision of generics
group, the focus should be on objectives and mission of the company that will help organization
to achieve the vision eventually (Lima & Sliva, 2018).
Therefore, from the case analysis, the highlighting points include difference between a
dream and vision. A dream with a purpose and an actual meaning is the vision of a person that

ORGANIZATION THEORY 4
will be clear. The evidence suggests that communication play major role in the vision statement
of a company. A shared version includes gaining the commitment of stakeholders. The vision
should share and communicate to employees through various channels, innovation must be
considered for improvement, managers words are important that will lead to action. After
analysing the case of generics group, the key issues identified were an inability to change with
time. In order to sustain vision of generics group, the focus should be on objectives and mission
of the company that will help organization to achieve the vision eventually.

ORGANIZATION THEORY 5
References
Bennis, W., & Thomas, R. (2002). Crucibles of leadership. Harvard Business Review, 80(9), 39-
45.
Birasnav, M. (2014). Knowledge management and organizational performance in the service
industry: The role of transformational leadership beyond the effects of transactional
leadership. . Journal of Business Research,, 67(8), 1622-1629.
Bombiak, E. (2018). Green Human Resource Management as a Tool for the Sustainable
Development of Enterprises: Polish Young Company Experience. Sustainability, 10(6),
1739.
Bottani, E., & Galli, B. (2017). Shared Leadership and Key Innovation Indicators in Six Sigma
Projects. International Journal of Strategic Decision Sciences (IJSDS), 8(4), 1-45.
Carton, A. (2014). A (blurry) vision of the future: How leader rhetoric about ultimate goals
influences performance. Academy of Management Journal, 57(6), 1544-1570.
Cherry, K. (2018). Understanding the Trait Theory of Leadership . Retrieved 08 01, 2018, from
https://www.verywellmind.com/what-is-the-trait-theory-of-leadership-2795322
creativechange. (2018). Leadership Development: tools for growth. Retrieved from
https://creativechange.biz/leadership-development/
ctb.ku.edu. (2019). build-sustain-commitment. Retrieved from https://ctb.ku.edu/en/table-of-
contents/leadership/leadership-functions/build-sustain-commitment/main
Donohue, R. (2016). Antecedents of affective and normative commitment of organisational
volunteers. The International Journal of Human Resource Management, 1-24.
forbes. (2019). 8-ways-to-ensure-your-vision-is-valued. Retrieved from
https://www.forbes.com/sites/joefolkman/2014/04/22/8-ways-to-ensure-your-vision-is-
valued/#6bb086754524
forbes. (2019). how-to-set-a-company-vision-and-get-buy-in-from-stakeholders. Retrieved from
https://www.forbes.com/sites/theyec/2017/09/06/how-to-set-a-company-vision-and-get-
buy-in-from-stakeholders/#192705c950ab
Ford, J. (2017). Employee perceptions regarding an organizational change initiative in a state
wildlife agency. Human Dimensions of Wildlife, 22(5), 422-437.
futureofcio. (2019). is-vision-attainable. Retrieved from
http://futureofcio.blogspot.com/2013/09/is-vision-attainable.html

ORGANIZATION THEORY 6
Lima, C., & Sliva, M. (2018). The role of Information systems in human resources management.
Management of Information Systems, 113-126.