What is Shared Vision on Effective Leadership

International Journal of Research and Innovation in Social Science (IJRISS) | Volume V, Issue XII, December 2021 | ISSN 2454–6186

What is Shared Vision on Effective Leadership

Christopher Banura Ruyooka
Faculty of Business and Management Studies
Ibanda University

As indicated by Senge (1990), a shared vision is a force that touches people’s hearts, a force of impressive power. Moreso, a shared vision helps transform the company into mine and ours, where employees begin to take responsibility for their work and maintain an environment dominated by teamwork.
According to Bell and Kozłowski (2002) effective leaders are those who can create a visionary image of the desired achievement of the future situation, but also Quigley (1994) shares the same opinion and says that when the personal vision of a leader is shared with members of the organization, then the difference between a true leader and a simple manager becomes obvious. Moreover, a shared vision becomes a shared contract that binds the leader and followers’ moral obligation (Quigley, 1994). Another line of thought is that a shared vision creates a special bond between leaders and their followers (Shamir & Howell, 1999; Bell & Kozlowski, 2002). And at the same time, the vision gives direction and meaning to its managers and their teams by building their energies together and participating in transforming the practice. It is also important to note that leaders closely monitor the energy level of the team and organization to maintain a balance between innovation / transformation / entertainment (Kayworth & Leidner, 2002).
However, another angle on this debate suggests that a shared vision in an organization helps to minimize the diversity that exists between departments and functional groups, and also optimizes members’ efforts in one channel (Lynn and Akgun, 2001). Other scholars, such as Senge (1990) emphasis that shared vision highlights some essential elements that make a leader’s vision successful. For instance, shared vision in an organization serves as a building block to other successful characteristics (Senga, 1990). In addition, Senge (1990) points out four (4) aspects that make shared vision an essential element in strengthening the team and organization:
To begin with “From Everyone, for Everyone” aspect is where leaders in an organization identify the niche of the business and then impose a vision on it. Moreso, this aspect helps everyone in the organization to stay on the same course and move in the same direction towards the same goals (Senge, 1990). Then comes ownership, which implies creating a sense of ownership for all employees to have the ability to demonstrate the power of a shared vision. For example, use encouraging words such as “our company” and avoid words such as “this is a company” (Senge, 1990). Then we have an identity that reflects a strong shared vision that imbues the company and attracts the best talent from outside. This not only fosters a work culture that allows employees to thrive, but also promotes unity, teamwork and sets high standards (Senge,1990). Finally, we have growth that helps the company actively pursue and realise its goals. The aspect of growth is conducive to innovative thinking, intelligent risk taking, acceptance of new ideas and continuous development. (Senge, 1990).

Read More