Leadership Assignment Analysing Case OfGeneric Group
Considering the leadership scenario of Generic Group prepare a leadership assignment addressing the following questions:
1. 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?
4. Should a vision be attainable or not quite attainable?
5. How could Generics Group’s vision have been sustained?
Is vision just a dream?
As identified in the leadership assignment, there is a big difference between a dream and a vision like, without a plan a dream remains only a dream, however, in case an appropriate plan is included within a dream, and the dream could be implemented into the reality, then it will be sufficient for the vision. The vision has the efficiency to inspire or satisfy others in order to form a developed future and to create modern ways to solve the organisational issues. Also, the visions are able to show the organisational growth throughout the efficient prediction of the future outcome. In addition, a visionary leader always includes the strategists, business gurus, inventors and marketer, who are very efficient to gain dense insights in the complex market to ease the organisational operation (Mthenjane, 2019).The visionary leaders fundamentally depend on the formed vision in favour of the organisational development. During the formation of the vision, the leader implements different kinds of strategies to develop the organisational business operation. However, in some cases, the visionary leadership could get numerous challenges like, unlikely to stakeholders, market uncertainty, etc.during the implementation of the vision. Also, the inappropriate communication system could hamper the organisational culture through form the lacking between the communication process; whereas, the appropriate communication system is very significant to share the thoughts of the leaders (Cochrane and Jinjie, 2020). In the case of The Generic Group, the leader of this organisation always likes to use the visionary leadership theory to develop the organisational activities. Through applying the visionary theory, the leader has been able to form wealth through technology. Moreover, in the year of 2001, Cambridge's ideas factory had developed a significant image in front of the world due to the turn of brainwaves in business. In this aspect, the vision is not the only dream, in case of the stakeholders are co-operating, and the market condition is sustainable.
How can you create a vision that all stakeholders will share?
The successful vision needs boldness. To form and to implement a vision, a leader or a director must have the efficiency in questioning, anticipating, taking risks and challenges, and must have a potent commitment with its decision. These qualities prominently attract all the stakeholders within an organisation to engage themselves with this efficient vision (Goodman and Sanders Thompson, 2017). Moreover, to form a strong vision to develop the organisational activities, the leadership and management teams need to negotiate with its stakeholders about the effectiveness and the potentiality of the vision. Through this way, the vision would be inspirable for the stakeholders to share it within the organisation to develop the organisational activities and practices.
In the case Generic Group, to form an efficient and effective vision, the leader of this organisation has to follow some fundamental process or steps; through which the formation will more valuable for the organisational development.At first, the leader needs to make clearance about the desired vision, and then the leader has been able to adapt and implement different strategies to achieve the formed vision. In this way, the clearance about the vision helps to encourage the organisational stakeholder of Generic Group to enhance the engagement within the organisational activity (Goodman and Sanders Thompson, 2017).The leader needs to prepare their own self to take the heavy challenges, which could hamper the organisational business of The Generic Group. Throughout the efficient management, the leader must have to inspire the management team and the other stakeholders by providing an effective and attractive idea to its employees.Thirdly, the leader of The Generic Group has to share or communicate the potent purpose behind the formation of a new vision. For instance, the leader of The Generic Group has set its vision to develop and expand the organisational business in the international platform through getting the expected profits from the market (Adnan and Valliappan, 2019).In the end, the visionary leader has to share some strategies and needs to form some extensive organisational goals. Through achieving those goals, the organisation would be able to develop its existing business management by improving the lead management system.
How can you ensure that people throughout the organisation understand and are committed to the vision?
Visionary is a fundamental leadership approach to develop the organisational culture and its business management process. The leader of The Generic Group provides its significant influence between the organisational employees and the other organisational stakeholders. Due to the clearance about the formed vision, the employees and the stakeholders of the organisation could be able to easily understand the vision and the next activity of the organisational leader (Celis, 2018). Therefore, the stakeholders get the encouragement about to co-operate with the organisational leader and with its visions. Moreover, the leader of The Generic Group wants to establish the foster technology entrepreneurship within the organisational culture due to the development. Through this establishment, the organisation will reach the top level in the industry. Therefore, the leader of this organisation efficiently has provided the clearance about its vision between all the stakeholders of the organisation.
In this way, the appropriate understanding of the vision, the stakeholders would provide their engagement through co-operating with the leader of the organisation. Thus, the committee provides efficient encouragement to the leader to implement the appropriate strategies to tangible the intangible vision (Celis, 2018). Thereby, the organisation would be able to efficiently grow its organisational operations in the market.
Should a vision be attainable or not quite attainable?
In case of a vision has formed within an unrealistic manner, though it will be negative for the outcome, which prominently affects the organisational activities and to the motivators. Therefore, it is significant to form the vision by noting the realistic manner of its adaptation and its implementation process. When the stakeholders or the people see the vision as appropriate to attainable, then they will provide their effort to implement this to get the effective outcomes at the end of the implementation process. The vision of creating a radical modern atmosphere to foster technology entrepreneurship within the organisation is significantly sufficient for implementing to develop the organisational culture. The leader of The Generic Group always needs that its organisation provides the most potential service to get the vast range of consumer base. Therefore, the leader always negotiates with all its organisational stakeholders before to implement any strategies or vision, or before to make some changes in the organisational environment (Samarin et al., 2019). In this way, the management team, the employees, and the other organisational stakeholders always inspired by the influential management of the leader; this helps the leader to co-operate with the leadership decision. Furthermore, The Generic Group has the novel feature within the organisation like, Innovation Exploitation Board (IEB), which efficiently helps the leadership and management team to fetch some innovation to develop the organisational culture.Thus, the effective vision of the leader of The Generic Group also supported by the IEB of the organisation, and due to such supportive manner of the organisational stakeholders, the leader has got the ability to substantiate its intangible vision to develop the organisational performance (Samarin et al., 2019).
How could Generics Group’s vision have been sustained?
The visionary leaders have the ability to fetch the influential changes within the organisational culture through implementing the appropriate strategies to mitigate the risk in the implementation process. Professor G. Edge, the leader of The Generic Group, also pursues the visionary leadership theories to reduce the risk that hampered the organisational progress and to develop the organisational future. Edge generally, utilise the mixture of subjective and objective metrics within the development process of leadership management style to fetch some innovation and to substantiate the formed vision within the organisation (Nwachukwu et al., 2017). Moreover, Gordon Edge always likes to recruit those candidates, who are talented and adequate to perform within the organisational culture, and on which performance, the leader can believe potentially. Thus, the leader of The Generic Group has been able to substantiate its intangible vision with significant confidence.
The trustworthiness between the leader and the IEB of the organisation is very effective; thereby the IEB draw £1 million funds to examine the concepts further in case needed. In this way, due to the loyalty, honesty and trustworthiness of the leadership management and the stakeholders of the organisation help the leader to confidently implement the visionary leadership strategies or theories to fetch the development within the organisational progress (Nwachukwu et al., 2017). Therefore, the vision of The Generic Group’s leader would be able to sustain in the organisation due to the supportive manner of the entire organisational stakeholder. Through this way, the organisation will develop its performance to enhance its brand effectiveness throughout the support of the visionary leadership.?
Adnan, SNSM and Valliappan, R., 2019. Communicating shared vision and leadership styles towards enhancing performance. International Journal of Productivity and Performance Management.
Celis, N.J., 2018. Compliance theory: A case study approach to understanding organisational commitment. DLSU Bus. Econ. Rev, 27(2), pp.88-118.
Cochrane, D. and Jinjie, W., 2020. “Vision without action is merely a dream”: a conversation with Li Yinhe. Critical Asian Studies, 52(3), pp.446-463.
Goodman, M.S. and Sanders Thompson, V.L., 2017. The science of stakeholder engagement in research: classification, implementation, and evaluation. Leadership assignmentTranslational behavioural medicine, 7(3), pp.486-491.
Mthenjane, M.I., 2019. Leadership: Vision, then courage to act. Journal of the Southern African Institute of Mining and Metallurgy, 119(10), pp.v-v.
Nwachukwu, C., Chladkova, H., Zufan, P. and Olatunji, F., 2017. Visionary Leadership and Its Relationship with Corporate Social Performance. Imperial Journal of Interdisciplinary Research, 3(4), pp.1302-1311.
Samarin, A.I., Podladchikova, L.N., Petrushan, M.V. and Shaposhnikov, D.G., 2019. Active vision: from theory to application. Optical Memory and Neural Networks, 28(3), pp.185-191.