Vision Statement vs. Mission Statement

To face the challenges of globalization and other changes in the organization, leaders need to have a clear vision to move forward and achieve their goals. A vision statement paints a picture of what is possible or of what could be. It inspires hope for a better tomorrow and helps people look ahead and visualize goals. A vision statement is generally a short and memorable phrase or sentence that captures the essence of a leader's/organization's vision for the future.
The impact and influence a leader's vision has on the organization's eventual success and future is highly significant.

For example, Bill Gates maintains the vision of Microsoft, which he founded in 1975, to be "A computer on every desk and in every home." Microsoft remains committed to the vision of Bill Gates-this singular focus revolutionized the computer industry.
A mission statement defines the purpose of an organization. For example, Starbucks' mission statement is, "To inspire and nurture the human spirit-one person, one cup, and one neighborhood at a time." Mission statements can sometimes be quite long, and they often address such areas as expected markets, customers, technology, and leadership philosophy.
A great example of leadership vision and mission is Steve Jobs, co-founder of Apple, Inc. Under Jobs' visionary leadership, Apple revolutionized the computing and telecommunications industries with the development of the iMac, iPod, iPhone, and iPad. The development of these products in addition to the Apples iTune Store, an online marketplace helped bring Apple from the brink of demise (Isaacson, 2011).
Alignment
As vision and mission statements (along with goals and values) are developed in an organization, one of the most critical tasks accomplished by leaders is to align followers to the vision, mission, goals, and values. Alignment often relates to followers' motivation to embrace the organizational vision. If followers have a vision, goals, or values that are contrary to or compete with the leader's vision and goals or the organization's vision and goals, it will be difficult for the leader/organization to achieve its vision or to achieve it with excellence. Ivancevich, Konopaske, and Matteson (2011) states, the "real challenge is not so much increasing motivation per se but of creating an environment wherein employee motivation is channeled in the right direction at an appropriate level of intensity and continues over time." (p. 121)
How do leaders align followers? Many of the topics that are covered in this class are part of the answer, including such ideas as leaders use emotional intelligence to build resonance in their followers, teams, and organizations. Leaders also use the art of persuasion as we have defined it in this course to align followers, helping them to understand the vision (or mission or goals or values) and why it should be embraced. Consider the viewpoints of these leadership experts:

• Ivancevich, Konopaske, and Matteson (2011) stated that "Through communication ability, the visionary . . . leader links followers'

needs and goals to the job or organizational goals."
• Bennis (1999) stated that "Effective leaders put words to the formless longing and deeply felt needs of others. They create

communities out of words."

• Burns (1978) stated that:

Transforming leadership occurs when one or more persons engage with others in such a way that leaders and followers raise oneanother to higher levels of motivation and morality. Their purposes, which might have started out as separate but related . . . becomefused.

Power bases are linked not as counterweights but as mutual support for common purpose. Various names are used for such leadership . . . elevating, mobilizing, inspiring, exalting, uplifting, preaching, exhorting, evangelizing

• Kouzes and Posner (2007) stated that:

Leaders breathe life into the hopes and dreams of others and enable them to see the exciting possibilities that the future holds. Leaders forge a unity of purpose by showing constituents how the dream is for the common good. Leaders stir the fire of passion in

others by expressing enthusiasm for the compelling vision of the group. Leaders communicate their passion through vivid language and an expressive style.

Shifting Paradigms

A paradigm is a set of values, beliefs, assumptions, and practices that one holds about the nature of different aspects of our lives.

Paradigms are made up of what we assume we know about the world that we live in. However, because we are fallible beings, there are times when our paradigms or beliefs are wrong.
What leaders believe to be true influences are what they believe about their employees (such as theory X or theory Y) and the level of confidence they have in their employees. If a leader has doubts or preconceived notions, they will likely fail to stimulate their employees, expect less of them, and treat them with less confidence, consequently affecting employees' potential and abilities.
Paradigms also influence the way leaders treat their employees. For example, if you consider a person as being lazy you may be overly critical or dismiss their requests for help. If you perceive a person as driven and accomplished, you may provide him or her with more advanced projects and dismiss errors as just honest mistakes.
Effective leadership starts with breaking away from old ways of thinking or outdated paradigms that limit you from greater potential. We need to ask ourselves, "What are my expectations of others? Do my expectations, viewpoints, and paradigms affect the outcomes of people? Are these outcomes positive or negative? What can I do about it?" Perhaps you have studied some information in this course that is beginning to shift your paradigm about leadership.