Here is the synopsis of our sample research paper on Strategy, Leadership and Vision. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 5 page paper assessing the relationship between strategy, leadership and vision. As markets, technologies and external economic conditions continually change, there is frequent need for change within the organization. Strategy seeks to meet that change; leadership provides the vision for it. Bibliography lists 8 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgChgMgLdrV.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
reason to change merely as an exercise, but today there are three primary forces that may require frequent change initiatives, certainly more frequently than in the past. Those forces
are customers, technologies and globalization. As markets, technologies and external economic conditions continually change, there is frequent need for change within the organization. Strategy seeks to meet that
change; leadership provides the vision for it. Vision Gill (2003) uses many adjectives to describe vision. Among these are "meaningful, ethical and
inspiring ... imaginable, desirable, feasible, focused, flexible and communicable ... memorable and quotable" (p. 312). Gill (2003) also reports that others - most notably Peter Senge and Steven Covey
- have described vision as a noun. Senge sees vision as a "driving force;" Covey "describes vision as true north, providing a compass" (p. 312). The value of
vision is that it "helps to create commitment, inspiration and motivation by connecting and aligning people intellectually and emotionally to the organisation; and it is associated with organisational growth and
success" (Gill, 2003; p. 312). The bottom line is that vision guides change efforts. There is no reason to change for changes
own sake; vision provides a reason for undertaking time-consuming and often difficult change initiatives. Change Resistance is the overriding single constant of change
(Kailash, 2005). Any change, planned or reactive, will be met with resistance on the part of some employees, managers and even executives. The leader must be able to recognize
the resistance and adopt strategies to overcome it. Neither is it sufficient only to acknowledge that the resistance exists; the leader must be able to identify its source(s) and
...