Visionary and Strategic Leadership

We have several different schools with different point of view about strategy-making process which is conceived in practice as well as in education and research. According to the contingency theory, strategy which leads to the best performance depends on many factors, for example availability of qualified employees, goals and strategic behavior of the business owner.

This paper analyses the art of strategic decision making. It first discusses the theory that underpins decision making by top management in the organisation. It explains in detail how the three leadership styles, visionary, managerial and strategic impact decision making in an organisation. It is reported that some traits and characteristics influence decision making. The paper highlights the impact of attributes such as age, personality, experience, expertise, position in the organisation and propensity to risk will affect the leader’s ability to make decisions. It expands on characteristics discussed by other philosophers as influencing strategic choices such as marital status and gender. These are some of the modern theories on strategic leadership and decision making.

Lilik Hidayat Pulungan , Nim : 8106111073. The Effect Of The Role Of Visionary Leadership On The Quality Of High  Private  Education  In  The  Medan  City  Through Organizational  Commitment ,  Organizational  Culture  And Lecturer’s Performance As Intervening Variables.
This study aims to answer the problems of the eight proposed hypotheses: 1) the direct influence of the visionary leadership role on organizational commitment, 2) the direct influence of organizational commitment to the quality of private universities, 3) the direct influence of the visionary leadership role on the performance of lecturers, 4) the influence the direct performance of lecturers to the quality of Private Universities, 5) the influence of direct visionary leadership role to organizational culture, 6) direct influence of organizational culture on the quality of private universities, 7) direct influence of organizational commitment to lecturer performance, 8) Direct influence of organizational culture on performance lecturers. Population This study is all permanent lecturers at Private Higher Education in Medan city amounted to 4175 people and 259 samples were taken with the technique Stratified Proportional Random Sampling. The research instrument using questionnaire with likert scale and data processing research is analyzed through Structural Equation Modeling (SEM) and path analysis.
The result of the analysis shows that there is a direct positive influence of visionary leadership role toward organizational commitment of 0.47, the direct influence of organizational commitment to private university quality of 0,51, the direct influence of visionary leadership role to lecturer performance of 0.11, the quality of Private Higher Education by 0.19, the influence of direct visionary leadership role to the organizational culture of 0.32, the direct influence of organizational culture on the quality of private colleges by 0.24, the direct influence of organizational commitment to lecturer's performance of 0.31, direct influence organizational culture on lecturer's performance of 0.38 and the direct influence of visionary leadership role on the quality of private universities in the city of Medan of 0.39. And there is indirect influence through commitment of 0,06, while through lecturer performance 0,26 and indirect influence through organizational culture equal to 0,07.
It can be concluded that the contribution of total visionary leadership toward the quality of private universities through intervening variables that have the greatest contribution or strongest influence is through organizational commitment that is 0.98 while through the lecturer's performance has the weakest influence contribution that is 0.30 and contribution contribution through organizational culture has the contribution of strong and significant influence that is equal to 0.56. Research implication results explain the more effective leadership role of visionary will have a strong influence on the formation of organizational commitment, lecturer performance and organizational culture that impact on the increasing quality of private universities.

Key Words: The Role of Visionary Leadership, Organizational Commitment, Lecturer Performance, Organizational Culture and Quality of Private Universities.

Multiple developments, including disruptive technologies and new business models, are leading to uncertainty and change. They also open up new possibilities for adaptation, innovation, reinvention and entrepreneurship. They are challenging organisational leaders. Coping with them may require review, refresh or reinvention and a transition from individual leadership to the collective leadership of a competent board. Directors and boards need to ask a variety of questions in a range of areas to ensure that creativity, innovation and entrepreneurship are helped rather than hindered and that they and excellence are focused, relevant and sustainable. There are contextual, performance, governance, stakeholder, sustainability, social responsibility and people and organisational factors to consider. Many directors may also need to change how they operate and raise their aspirations and expectations.

Published as: Coulson-Thomas, Colin (2018), Organisational Leadership for Challenging and Changing Times, Effective Executive, Vol. XXI No. 3, September, pp 14-37

Purpose: The aim of our study is to reveal the existence and difference of the concepts of strategic vision, visionary leadership and core vision that have been tried to be differentiated since the study of Westlet and Mintzberg (1989).
Methodology: Qualitative research method was used based on the discourses of strategic leaders of logistic enterprises which operate as an important support function at a strategic level. Data were analyzed with Nvivo 12 program.
Findings: The results of word tree analyzes of R & D, new and project concepts that emerged in the context of our research as a result of frequency analysis are supportive as they point to the basic concepts that form the core vision of the sector in our research field.
Conclusion: Survival in a chaotic and complex global business world highlights strategic leaders and their strategic visions. However, strategic vision alone is not enough for enterprises to have a sustainable competitive advantage.

This paper analyses the art of strategic decision making. It first discusses the theory that underpins decision making by top management in the organisation. It explains in detail how the three leadership styles, visionary, managerial and strategic impact decision making in an organisation. It is reported that some traits and characteristics influence decision making. The paper highlights the impact of attributes such as age, personality, experience, expertise, position in the organisation and propensity to risk will affect the leader’s ability to make decisions. It expands on characteristics discussed by other philosophers as influencing strategic choices such as marital status and gender. These are some of the modern theories on strategic leadership and decision making.

Drawing directly on the historical knowledge and contemporary scholars and nonprofit practitioners, the Nonprofit Leadership and Democracy Project of the Union Institute's Center for Public Policy developed educational and training materials to help equip current and future leaders with the strategic vision to meet the complex challenges facing the nonprofit sector. Incorporating active learning approaches, The Nonprofit Leadership and Democracy Curriculum Guidebook helps nonprofit leaders develop their organization's core capacities for strategic analysis, participatory research, innovative civic action, and public issue advocacy. The curriculum's lessons are designed to examine nonprofit leaders' critical role in advancing social justice and deepening democracy, and provides lessons and guidance to help them to examine and develop these core leadership capacities in order that they can enhance their performance and meet their organizational goals. The Nonprofit Leadership and Democracy Curriculum was developed with support from the David and Lucille Packard Foundation.

This theme paper raises a series of questions for participants to consider ahead of the Dubai Global Convention 2018 and 28th World Congress on Leadership for Business Excellence and Innovation, the focus of which this year is on transformative leadership for fostering creativity, innovation and business excellence. Questions are posed in the various areas that are on the convention and congress agenda. The meaning of excellence is explored and the relevance of both excellence and innovation from different perspectives and in relation to aspirations, possibilities, situation, context, costs and implications is discussed, Areas of questioning covered include boards and business excellence, boards and innovation, the questioning and justification of innovation, the selection of innovation projects, ensuring relevance, staying ahead of the competition, leadership for uncertain times, visionary leadership, disruptive technologies, partnering with technology, boards as enablers or constraints, productivity and performance tools, stimulating creativity and establishing creative environments, recovering optimism and contextual, productivity, human capital, governance, stakeholder, sustainability, social responsibility and organisational considerations.    Published as:

Coulson-Thomas, Colin (2018), [Theme Paper for Dubai Global Convention 2018 and 28th World Congress on Leadership for Business Excellence and Innovation] Transformative Leadership for fostering Creativity, Innovation and Business Excellence [Available from http://www.iodglobal.com/dubai-global-convention-2018.html, 19th March]

Factors such as vision, articulation, rational intelligence, emotional intelligence, and spiritual intelligence impact leadership effectiveness. Does the effectiveness depend on the work context and the followers demographics? If it does depend on the context and demographics then the singularity of the construct becomes debatable. So it becomes all the more important for persons in the leadership role to understand the subtleties. In this research employees of two different sectors (IT and non-IT) participated to indicate their perception about leadership effectiveness (LE). In the first phase of the research dimensions of LE were identified through Lens model and subsequently administered to equal number of respondents from IT and non-IT sectors. The data was analyzed for commonality, differences and relationships. The results indicate that non-IT employees perceive a greater degree of leader vision and articulation scores compared with IT employees. Age of the employee is found to be negatively related to vision, articulation, and emotional intelligence dimensions of LE. Employees education is significantly related to vision only in the group of IT participants. It is unrelated to other variables. Finally, work experience and organizational experience of participants are found to be unrelated to psychological variables. The findings indicate a greater reporting of articulation in case of non-IT leader. Mismatch between the age of the followers and age of the leaders is likely to be a root cause of the negative relationship between age and vision as revealed in the findings of the present investigation. The relationship between the followers age and leaders articulation is found to be negative. Age is also found to be inversely related to employees perception of leaders emotional intelligence. The sector profile perhaps explains why the non-IT participants have not reported any association of significance between education and vision in the present investigation. The present investigation has the unique feature of deriving the pertinent dimensions instead of imposing a-priori dimensions.

This paper analyses the art of strategic decision making. It first discusses the theory that underpins decision making by top management in the organisation. It explains in detail how the three leadership styles, visionary, managerial and strategic impact decision making in an organisation. It is reported that some traits and characteristics influence decision making. The paper highlights the impact of attributes such as age, personality, experience, expertise, position in the organisation and propensity to risk will affect the leader’s ability to make decisions. It expands on characteristics discussed by other philosophers as influencing strategic choices such as marital status and gender. These are some of the modern theories on strategic leadership and decision making.

The current study examines an underlying mechanism of value congruence effect transmitted via vision acceptance on work outcomes such as job satisfaction and affective commitment. It addresses two main research questions: (a) whether value congruence affects job satisfaction and affective commitment and (b) whether employees’ acceptance of organizational vision mediates the relationship between value congruence and
outcomes, such as job satisfaction and affective commitment. As a result, the presence of value congruence effects on job satisfaction and affective commitment was not supported. However, the mediating effects of employees’ vision acceptance on the relationship between value congruence and the outcomes were supported.

Factors such as vision, articulation, rational intelligence, emotional intelligence, and spiritual intelligence impact leadership effectiveness. Does the effectiveness depend on the work context and the followers demographics? If it does depend on the context and demographics then the singularity of the construct becomes debatable. So it becomes all the more important for persons in the leadership role to understand the subtleties. In this research employees of two different sectors (IT and non-IT) participated to indicate their perception about leadership effectiveness (LE). In the first phase of the research dimensions of LE were identified through Lens model and subsequently administered to equal number of respondents from IT and non-IT sectors. The data was analyzed for commonality, differences and relationships. The results indicate that non-IT employees perceive a greater degree of leader vision and articulation scores compared with IT employees. Age of the employee is found t...

Between the Middle Ages and modern times there was in Castile a phenomenon of feminine prophetism with great public impact. Among its main exponents are two tertiaries, the Dominican Mary of Santo Domingo and the Franciscan Juana de la Cruz. Both women incarnated the word of God in a particular way. We will analyze the communication systems that these women used to be heard trying to evaluate the weight of orality and writing in a moment of change from an oral culture to a "civilization of writing" because some important aspects of its prophetic announcement are found here.
En la transición de la Edad Media a la Moderna se dio en Castilla un fenómeno de profetismo femenino con gran repercusión pública. Entre sus principales exponentes destacan dos terciarias, la dominica María de Santo Domingo y la franciscana Juana de la Cruz. Ambas encarnaron la palabra de Dios de forma peculiar. Analizamos aquí los sistemas comunicativos que emplearon para hacerse oír intentando valorar el peso de la oralidad y de la cultura escrita en el momento de cambio de una cultura oral a una “civilización del escrito” por entender que aquí radican algunos aspectos importantes de su anuncio profético.

Technological, economic, and social developments that have continued progressively in the world and in our country have caused fundamental changes in the approach of public enterprises to management. One of the most important changes is in leadership. When the concept of a leader is taken literally, a legal authority cannot be mentioned. For this reason, it is often referred to as the "institutionalization process of leadership": the leader has a legal position and has the right to manage. Today, however, people no longer want to be ruled, and rather, they expect to be guided. Liberalism and human (citizen) centered understanding, which has greatly affected state policies, has caused the leadership concept to be questioned within public institutions and organizations. Within this scope, Municipal Law No.5393, which came with local government reforms in Turkey, has been examined within the scope of leadership types, and focused on leadership roles of mayors. In particular, we aimed to investigate how the reforms in local governments affect the leadership style of local administrators. In the article, questionnaires collected across Turkey, including the participation of 188 mayors, were evaluated using SPSS 25 software. By examining the law, and following conclusions, it may be reasoned that mayors intertwined with the public should switch from a closed management approach to an open management approach, and they should fulfill their duties in local governments with a leadership role guided by a transparent management approach.

Purpose-The aim of our study is to reveal the existence and difference of the concepts of strategic vision, visionary leadership and c ore vision that have been tried to be differentiated since the study of Westlet and Mintzberg (1989). Methodology-Qualitative research method was used based on the discourses of strategic leaders of logistic enterprises which operate as an important support function at strategic level. Data were analyzed with Nvivo 12 program. Findings-The results of word tree analyzes of R & D, new and project concepts that emerged in the context of our research as a result of frequency analysis are supportive as they point to the basic concepts that form the core vision of the sector in our research field. Conclusion-Survival in a chaotic and complex global business world highlights strategic leaders and their strategic visions. However, strategic vision alone is not enough for enterprises to have sustainable competitive advantage.

This article explains the study conducted in order to test the hypothesis that the combination of disruptive innovation or, at least, revolutionary innovation, and visionary leadership are necessary conditions for the disruptive success of innovationrelated startups. The author ranked, short-listed and then analyzed five cases in North America, one in Europe and three in East Asia. The analysis validates the tested hypothesis, suggests additional hypotheses and tips for further research.

Lorsque l’on demande à des cadres dirigeants d’identifier spontanément des synonymes de « leadership », la vision est presque toujours citée : « Un leader doit voir loin pour définir un cap et une orientation stratégique ». Si voir loin, c’est voir au-delà du visible, comment dès lors distinguer une vision d’une hallucination ?