Organisations and vision


I’d just like to share this small snippet from one of my masters Leadership assignments. To me one of the things that can mean the difference between ‘I’m only here because I get paid’ and ‘I’m here because I feel like I’m really making a difference’ can be a leader’s belief and sense of purpose. I believe this starts in the organisation’s own vision, mission and values.

Why have a meaningful vision?

Without going into the argument of why an organisation should have a true and meaningful vision and mission statement, Byrne & Rees (2006, p. 15) point out that “if an organizational mission statement is not ‘brought to life’ through the day-to-day activities of the organization, it may become a liability in that the staff will see it as a sham rather than as a motivator”.

Further to this “leaders can sustain their effectiveness only if they empower employees around a shared purpose. Leaders must convey passion for the business every day while maintaining clarity about the mission of the organisation” (George 2007). In some organisations, perhaps the meaning of the vision, mission, and values are there, they just may be portrayed awkwardly.

Even at a basic level any leader should be able to answer the phase “I love companyX because...”, “we give our customers a great family holiday at an affordable rate”, or even as simple as “we make accommodation easy”. Whatever the response, when leaders truly believe in a vision and and believe in making it an everyday reality, others will follow.


  • Byrne, J-AC & Rees, RT 2006, The Successful Leadership Development Program: How to Build it and How to Keep it Going, Pfeiffer, San Francisco.
  • George, B 2007, True North: Discover your Authentic Leadership, Jossey-Bass, San Francisco.
Posted by: Brendan Kowitz
Last revised: 21 Sep 2013 12:15PM


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