Assignment: Selling the Vision
Kotter (2001) identified creating a vision as one of the defining
characteristics of leadership. Academics and business leaders alike seem to
echo the sentiment; however, each offers his or her own guidelines and advice
on how this critical task of setting a vision can be accomplished. As a
scholar-practitioner in the field of business, you must draw on the work of
others and add your voice to those developing a strategy for accomplishing this
crucial leadership responsibility. More than that, you must develop a concrete
mechanism for verifying the successful adoption of that vision. Even if you do
not occupy a central leadership role, you can use the strategy you develop to
help guide others in the field.
To prepare for this Assignment, reflect on Dr. Craig Marsh’s case
study. Consider his challenges as well as his strengths and how you have
adopted a model for corporate change. This model should include your
organizational change or cultural change model, steps you would take to change
the culture, and the dissection and explanation of how these steps will
influence each of the challenges you face. Also included will be the mitigation
plan to address the challenges, the creation of your vision statement, and a description
of how you will translate your vision into measurable objectives. This week you
compile these elements into one PowerPoint presentation that is your strategic
plan to sell your vision to your organizational team.
By Day 7
Submit a 5- to 8-slide PowerPoint presentation, excluding title and
References slides, that includes a leadership strategy for translating your
vision into organizational success. In your PowerPoint presentation, do the
following:
- Create your vision statement.
- Delineate your plan for how you will get others within the
organization to adopt it as their own. In your plan, be sure to include the
following:- The organizational change or cultural change model you used as the
basis for your plan
- An explanation of the steps you will take to change the culture
and how these steps will influence each of the challenges you face
- A brief description of the mitigation plan to address the
challenges
- The organizational change or cultural change model you used as the
Your PowerPoint presentation must contain a minimum of
five scholarly resources on the last slide of the presentation.
Additionally, in the Notes section of each slide, you must provide detailed
support, including relevant citations, for the bulleted information within the
slide. Your resources can be a combination of the Learning Resources used throughout
this course and new scholarly resources. Note: Your
presentation should adhere to the APA Presentation Template, found in this
week’s Learning Resources.
Submission and Grading Information
To submit your completed Assignment for review and grading, do the
following:
- Please save your Assignment using the naming convention
“WK8Assgn+last name+first initial.(extension)” as the name. - Click the Week 8 Assignment Rubric to review the
Grading Criteria for the Assignment. - Click the Week 8 Assignment link. You will also
be able to “View Rubric” for grading criteria from this area. - Next, from the Attach File area, click on the Browse My
Computer button. Find the document you saved as “WK8Assgn+last
name+first initial.(extension)” and click Open. - If applicable: From the Plagiarism Tools area, click the checkbox
for I agree to submit my paper(s) to the Global Reference Database. - Click on the Submit button to complete your
submission.
Grading Criteria
Check Your Assignment Draft for Authenticity
To check your
Assignment draft for authenticity:
Submit your Week 8
Assignment draft and review the originality report.
Submit Your Assignment by Day 7.
Week 8 Assignment
Congratulations! After you have finished all of the assignments
for this week, you have completed the course. Please submit your Course Evaluation
by Day 7.
Followership Program Transcript [MUSIC PLAYING] INTERVIEWER:
We are excited to continue our conversation with Dr. Mary UhlBien. This week,
we will be conversing with her about motivation, followership, and empowerment.
Welcome back. DR. MARY UHL-BIEN: Thank you INTERVIEWER: Can you discuss the
evolution of the concept of followership? DR. MARY UHL-BIEN: If you go and you
do a literature search on leadership, you’ll find so much stuff you won’t know
what to do with it. But if you type in followership, you won’t find much.
That’s because there hasn’t been research on followership. To me this is really
amazing. We glorify the idea of leadership, but we pretty much ignore
followership. If we understand that leadership is an influence process, and
it’s a mutual influence. It’s two way. Then critical to leadership is the
follower, and the role of the follower. So researchers are beginning to
understand that now. And we’re just beginning to see empirical investigation on
followership. INTERVIEWER: Why is this study a followership important today?
DR. MARY UHL-BIEN: Well, it’s important for the reasons I mentioned in some of
my other responses about the need to spread leadership behavior beyond just the
top down managerial role. We need more people actively involved in the
leadership process. That means we need more people involved in understanding
how to behave when you’re not necessarily just the leader. Research is
beginning to identify different types of followership. And some of those types
are more passive, the traditional, obedient behavior. But some of it is a
little bit more interesting, where, if people are in supposedly follow roles,
which means subordinate positions, they aren’t necessarily following. They may
also be leading. INTERVIEWER: What do we know about followership behaviors? DR.
MARY UHL-BIEN: Well these followership behaviors in which they may also be
leading are things like voice, speaking up, being an active participant, not
just bringing problems to the manager, but bringing solutions and ideas,
thinking about how you can advance the mission of the organization. These are
all things that we’re calling proactive followership behaviors. And if you
really look at them, they’re not following. Following is, by definition, going
along, deferring, being © 2016 Laureate Education, Inc. 1 Followership
obedient. Certainly plenty of people are doing that. We call that a passive followership
behavior. We’re just beginning to study organizations to see to what extent
people are passive, and to what extent they’re more proactive, or what we’re
calling, leading up in a follower role. INTERVIEWER: How is followership
related to empowerment? DR. MARY UHL-BIEN: It’s pretty closely related
actually, because if people are not empowered, they’re going to be more
passive. What you will have is a fear climate where people are afraid to take
action. You’ll have a lot of rumors going around and people talking about,
don’t kill the messenger, you better not speak up, you better not do that,
you’ll get in trouble. That’s really dysfunctional and detrimental behavior to
the organization. So what we mean is more effective partnership behavior among followers.
If followers are really effective in engaging in the right kinds of behaviors
and the right kind of leadership, what they’re doing is acting as a partner and
a help to the manager. And to be able to do that, they need to feel that they
have power. So they need to be empowered, either self empowered or empower
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