{"id":13274,"date":"2020-03-19T16:06:52","date_gmt":"2020-03-19T14:06:52","guid":{"rendered":"https:\/\/modecon.mnau.edu.ua\/?p=13274"},"modified":"2020-03-19T16:14:45","modified_gmt":"2020-03-19T14:14:45","slug":"vision-is-the-basis-of","status":"publish","type":"post","link":"https:\/\/modecon.mnau.edu.ua\/en\/vision-is-the-basis-of\/","title":{"rendered":"Koliada Svitlana. Vision is the Basis of Strategic Leadership"},"content":{"rendered":"

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JEL Classification<\/strong>: D 23; E 03; E 27; F 69; M 10.<\/span><\/td>\nDOI<\/b>: https:\/\/doi.org\/10.31521\/modecon.V19(2020)-13<\/a><\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

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Koliada\u00a0Svitlana<\/strong>, PhD (Economics), Associate Professor of the Department of Management of Foreign Economic Activity, University of Customs and Finance, Dnipro, Ukraine<\/p>\n

ORCID ID<\/strong>: 0000-0002-8242-8945<\/a>
\ne-mail<\/strong>: svetlankolyada@gmail.com<\/a><\/p>\n

Vision is the Basis of Strategic Leadership<\/h2>\n

 <\/p>\n

Abstract. Introduction<\/strong>. Heads seeking to become leaders should focus not only on development of strategy, but also on shaping their organizations’ vision. The formation of a vision implies the presence of a noble goal, high values that carry a special dignity and have an emotional coloring.<\/p>\n

Purpose<\/strong>. The purpose of the article is to prove that the vision is an awareness by the employees of the existence and image of the future organization, which allows them not only to understand the purpose of the organization, but also to understand what place the organization and the people who work in it will occupy in the future.<\/p>\n

Results<\/strong>. The article discusses the difference between planning-based and vision-based leadership. There are a number of features that can help you understand that all organizations need to form or update their visions. The most important are ambiguity and discrepancy of scenarios of the future; turbulent market development; a significant increase of controllability; and distribution in the organization of teamwork. The main skills of modern leaders should be the ability to form a vision; the ability to convey the vision to all employees; the ability to express their own vision not only verbally but also through behavior; and the ability to disseminate and embed this vision in any organizational contact. Here are shown the perspectives of applying the vision as a “soft” competition factor that can provide an advantage to organizations lagging behind in some other characteristics. Two approaches to the process of vision formation are analyzed: individual and group. Attention is focused on situational factors. The methods that make the vision understandable and real are distinguished. Key elements of strategic leadership are identified. The key components of strategy development are core competencies, synergies and value creation for the consumer. A model of strategic decision making has been developed by modern leaders.<\/p>\n

Conclusions<\/strong>. The role of an effective leader who clearly sees the future and is able to take strategic actions is substantiated. Leaders with strategic thinking help to create a new market space.<\/p>\n

Keywords<\/strong>: vision; mission; leader; decision; strategic leadership.<\/p>\n

References:<\/strong><\/p>\n

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  1. Nanus, B. (1989). The Leader\u2032s Edge: The Seven Keys of Leadership in a Turbulent World<\/em>. New York: Contemporary Books.<\/li>\n
  2. Blank, W. (1995). The Nine Natural Laws of Leadership.<\/em> New York: AMACOM.<\/li>\n
  3. Wheatley, M. J. (1994). Leadership and the New Science: Learning about Organizations from an Orderly Universe. <\/em>San Francisco: Berrett-Koehler.<\/li>\n
  4. Kovy, S. (2012). Sem’ navykov vysokoeffektyvnykh liudej: Moschnye ynstrumenty razvytyia lychnosty<\/em>. Moscow: Al’pyna Pablysher [in Russ.].<\/li>\n
  5. Danchenko, L. H. (2015). Suchasni stratehichni modeli typiv kerivnytstva ta liderstva v orhanizatsii. Molodyj vchenyj<\/em>, 11 (26), 52-55 [in Ukrainian].<\/li>\n
  6. Collins, J. C. & Porras, J. I. (1996) Building Your Company\u2019s Vision.<\/em> Harvard Business Review, September-October.<\/li>\n
  7. Bordas, J. (1995) Power and Passion: Finding Personal Purpose<\/em>. New York: John Wiley and Sons.<\/li>\n
  8. Stewart, T. A. (1996) Refreshing Change: Vision Statements That Make Sense<\/em>. Fortune, September 30, 195.<\/li>\n
  9. Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. <\/em>Harvard Business Review, January-February, 107-114.<\/li>\n
  10. Koliada, S. (2017). Leadership: The seven laws of personal efficiency<\/em>. Dnipro [in Ukrainian].<\/li>\n<\/ol>\n

    [\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]Received:<\/strong> 23 January 2020<\/p>\n

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    Koliada, S. (2020). Vision is the Basis of Strategic Leadership. Modern Economics<\/em>, 19(2020), 76-82. DOI: https:\/\/doi.org\/10.31521\/modecon.V19(2020)-13.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

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    [vc_row][vc_column][vc_column_text] JEL Classification: D 23; E 03; E 27; F 69; M 10. DOI: https:\/\/doi.org\/10.31521\/modecon.V19(2020)-13 [\/vc_column_text][vc_column_text] Koliada\u00a0Svitlana, PhD (Economics), Associate Professor of the Department of Management of Foreign Economic Activity, University of Customs and Finance, Dnipro, Ukraine ORCID ID: 0000-0002-8242-8945 e-mail: svetlankolyada@gmail.com Vision is the Basis of Strategic Leadership   Abstract. Introduction. Heads seeking to
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