For example Google’s data-driven of middle managers. HBR in a study of visionary leadership with two different industries, namely a transportation and an energy, realiz that both companies were going through similar processes of strategic change and creating strategic alignment across the organization was a high priority goal in the two companies. They survey managers and their teams to assess visionary leadership, team strategic alignment, and senior managers’ strategic alignment. All this study l to the conclusion that “visionary leadership is a double-g sword”. The greater the shar understanding of the team’s strategy, the more committ the team will be to executing that strategy.
The dark side of visionary
In managers misplac in company Svalbard and Jan Mayen Islands Email List strategy, leadership was evident. The more these managers exhibit visionary leadership, the less strategic alignment and commitment was observ among their teams. According to the study, employees of misguid visionary managers indicat that their managers creat confusion and uncertainty about what the company’s strategy entail. This disconnect their teams from the company’s strategy. As one employee from the ineffective manager’s team explain: “we talk a lot about strategy with our manager. But I don’t see a clear strategy of the company.
I decide to focus on my
Rather daily tasks and leave the Buy Leads strategy as it is. Visionary leadership was a positive force when managers were specifically identifi with the company’s strategy. The importance of these findings lies in the fact that they call attention to what is common practice in many companies. Some companies invest heavily in leadership development. Read: He had a dream, and so do you! Quote by Martin Luther King, to understand the power of a vision How do you ensure. That managers are align with your company’s strategy? alignment begins with strategic alignment among middle managers before they begin strategy implementation efforts. This should not be a communication.