PCM 135 Leadership & Human Relations Management

Assignment cum Test 4

1. Discuss the importance of vision in leadership.

Submitted By: Afaan Siddiqui (A00155877)

Leadership is essential for any organisation, business, or team to succeed. Leaders must have a clear
vision, purpose, and plan, which are outlined in a leadership vision statement. This allows them to
prioritise their goals and stay on track with their responsibilities. This article will go over what a
leadership vision statement is, why it is important, how to create one, and some sample statements.

Leadership vision is the ability to focus on the most important aspects of oneself or one's business, such
as what one wishes to achieve and the type of leader one wishes to be. Your vision can include lessons
from your past, current realities that must be addressed, and future goals. It establishes your identity
and principles. A strong leadership vision can help motivate employees to perform well.

Powerful leadership visions can help attract people to a company's direction and dream. A recycling
company, for example, could have an environmental conservation vision of reusing old electronics
discarded at dumps. This vision can help the company gain the support of many environmentally
conscious individuals.

Why is it significant?

The leadership vision paints a picture of the company's future. It encourages the desire to improve and
grow to achieve the objectives. A vision for leadership is important for three reasons:

• It inspires and motivates you to keep going: When people have goals to achieve, they are more
likely to work harder. The leadership vision establishes goals for the team to achieve within a
specific time frame.
• Significant success is followed by significant vision: When there is a strong vision, followers
visualise the vision/requirements of the leaders and work hard to achieve it.
• It provides clarity and focus: It is simple to persuade people to work when they see a clear path or a
defined destination. There are numerous life distractions that divert our attention away from our
goals. A powerful leadership vision enables a leader to act on their vision to achieve their goals. A
compelling vision can also aid in the retention of team members.

Q.2 What are the factors which will lead to organizational success?

Leadership is critical to the development and success of any business organisation. Effective leadership
skills and traits ensure organisational success, whereas poor leadership skills and strategies lead to
business failure.

The following factors will contribute to an organization's success.

• Trust. Insist that employees understand the importance of keeping their word and upholding your
values at all levels of your organisation. Customers and coworkers alike want to know that they can
rely on you.
• Decisiveness. Learn to make decisions quickly rather than waiting for every piece of information. An
imperfect decision that can be corrected later is almost always preferable to a correct answer that
arrives too late.
• Competition. Investigate your market and learn everything you can about the other players in your
industry. You don't want to be caught off guard by a competitor's new idea, nor do you want to be
constantly on the defensive in response to what the competition is up to.
• Records. Keep detailed records of your activities. When the facts aren't clear, good records can help
you preserve ideas, establish your credibility, and prove your point. This includes finances,
employees, ideas, and anything else for which you or your organisation is accountable.
• Network. Develop relationships and connections with people both inside and outside of your
industry. Take the time to build your network because it can be a source of ideas, employees, and
advice. Don't pass up any opportunities to meet new people who can assist you, and make sure
you're willing to reciprocate.
• Patience. Concentrate on small steps forward. Overnight sensations and blockbuster victories are
usually the result of months or years of quiet effort. Establishing a pattern of slow but steady
success will boost everyone's confidence while reducing risk.
• Risk. Sometimes you just must take a chance to move forward. With all of the other factors in place,
you should be able to forecast potential success.
• Optimism. Maintain a positive attitude rather than a pessimistic outlook. Those who look for the
bright side will have the best future.

Q.3 Discuss the visioning content principles with reference to SWOT analysis.

The primary reasons for visioning and conducting a SWOT analysis are to achieve alignment; these are
critical skills for both organisational and personal success.

S.W.O.T. is an acronym that stands for strengths, weaknesses, opportunities, and threats. What you – or
your organisation – are good at are your strengths. What assets, skills, and relationships can you use?
Weaknesses are things you're not so good at, areas you need to develop, knowledge gaps, or
relationships you need to build to succeed.

To start, the processes can assist in ensuring that all staff, board members, and other invested
stakeholders are on the same page. This promotes alignment, can be used in conjunction with
icebreakers to strengthen working relationships, and aids in refocusing your collective energy on the
right targets. Second, by creating a safe and collaborative environment, you are free to honestly and
productively assess whether the organisation is on track to fulfil its mission and live up to its values. How
is the company doing? Is your vision outdated, or do your values need to be revised?

When done correctly, a SWOT analysis should be able to identify potential paths forward for the
organisation that will help you be more efficient and achieve your vision. These procedures are
extremely enjoyable and entertaining. They make you think, allow for creative brainstorming, and can
leave you feeling inspired and pumped to get back to work.

Visioning and SWOT analyses can also be beneficial to you and your organisation. Brainstorming and
visioning can help you get to know yourself better. It's critical to understand what your values are – and
aren't. This will allow you to direct your energy toward activities, people, and a career that will bring you
more joy and fulfilment than simply letting life take you where it will.

Q.4 Discuss the importance of alignment, prioritization, and execution.

Alignment

Organizational alignment is important because it encourages collaboration and the mutual pursuit of
company goals, which has several long-term benefits for an organization's success and productivity.
Organizational alignment may also improve employee happiness and customer experiences. All of these
factors add up to:
 • A healthy work environment
• Improved brand image
• Lower employee turnover
• Improved client and customer relationships
• Increased productivity
• A favourable corporate culture
• a boost in customer loyalty

We have some real-life examples of business leaders aligning their resources, such as

1. Sam Walton of Walmart, who aligned every resource to support his stores.
2. McDonald's Ray Kroc aligned every process to deliver quality, service, cleanliness, and value.
3. Walt Disney aligned his company's practises to provide wholesome entertainment to children
and their families.

Prioritizing

Priorities must be established to complete all of the tasks that must be completed. Prioritization is
important because it allows you to focus your attention on tasks that are important and urgent so that
you can later focus on tasks that are lower priority.

If you do not prioritise, you will struggle to complete tasks on time, worry about how you will complete
everything on your to-do list, and be unproductive.

Consider it this way. Everyone has tasks that must be completed. People frequently use a list to keep
track of everything they need to do. While a list can be useful for getting a bird's eye view of what you
need to focus on RIGHT NOW in order to get things done, work efficiently, and save time and energy.

Prioritization is critical if you want to achieve your vision.

Charles Schwab compensated consultant Ivy Lee for his services.

Lee suggested Charles to write down the six most important tasks you have to do tomorrow, in order of
importance. Work on the first item until it is completed, then move on to item two, and so on. Don't be
concerned if you don't finish the list."

Using this simple prioritisation strategy, Charles Schwab was able to transform Bethlehem Steel into the
world's largest independent steel producer.

Execution

Execution determines success. Execution is a disciplined process or logical set of related activities that
enables an organisation to implement a strategy. Strategic objectives cannot be met unless they are
meticulously planned and carried out. Developing such a logical approach, on the other hand, is a
formidable management challenge. Even with careful planning and development of a business-level
execution plan, success is not guaranteed.

Strategy work is a formidable challenge, even though strategy execution is critical to strategic success.
Organizational politics, bureaucracy, inertia, and resistance to change all impede execution success.

A vision has no meaning unless it is carried out.

Despite its importance, many organisations often handle execution poorly due to its complexity. There
are still numerous examples of good plans going awry due to poor execution, resulting in derailment.
Q.5 What are the three basic motives of leadership?

According to McClelland, we all have three motivating drivers, regardless of gender, culture, or age, and
one of these will be our dominant motivating driver. This primary motivator is heavily influenced by our
culture and life experiences.

These are the characteristics:

Power: Those who have a strong need for power perform best when they are in charge. They excel at
goal-oriented projects or tasks because they enjoy competition. They can also be very effective in
negotiations or when another party needs to be persuaded of an idea or goal.

When providing feedback to these team members, be direct. And keep them motivated by assisting
them in achieving their career objectives.

Achievement: People who are driven by achievement require projects that are challenging but not
impossible. They thrive on solving difficult problems or situations, so keep them engaged in this way.
People who are driven by success can work very effectively alone or in collaboration with other high
achievers.

Give achievers a fair and balanced evaluation when providing feedback. They want to know what they're
doing correctly – and incorrectly – so they can improve.

Affiliation: People who are motivated by affiliation perform best in a group setting, so try to integrate
them into a team (rather than working alone) whenever possible. They dislike uncertainty and risk as
well. As a result, when assigning projects or tasks, leave the risky ones to others.

Personalize your feedback to these individuals. It's still important to provide balanced feedback, but if
you begin your appraisal by emphasising your good working relationship with them and your trust in
them, they'll be more open to what you say. Remember that these people often do not want to be the
centre of attention, so it is best to praise them privately rather than in public.