Following interviews with a range of leaders Warren Bennis and Burt Nanus identified four strategies that leaders should use when trying to transform their organizations. These are shown below. Strategy 1 Develop a clear and understandable vision for the organization Strategy 2 Act as social architects for the organization by changing the organizational culture Strategy 3 Create trust throughout the organization by making explicit their values and views Strategy 4 Identify their own strengths and weaknesses and encourage their followers to do the same How to use Bennis transformational theory Develop a clear vision for your team. Decide if the existing organizational culture supports or hinders the achievement of your vision. Embarking on such a change requires careful planning.
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Leadership expert and best-selling author Burt Nanus finally shows why vision is the key to leadership and demonstrates how any leader can use a logical, step-by-step process to create and implement a powerful new sense of direction in his or her organization.
Designed for individual leaders to develop their own vision statement, this book guides readers through the mechanics of forming a vision, guidelines for developing the scope of the vision, and processes for implementing that vision. Visionary Leadership is an indispensable guide for leaders at all levels, from top executives to heads of divisions and departments, from large corporations to small businesses, from manufacturing and service organizations to government and nonprofit institutions.
Leadership expert and best-selling author Burt Nanus finally shows why vision is the key to leadership--and presents a logical, step-by-step process to create and implement a powerful new sense of direction in any organization.
Vision: The Key to Leadership. Part Two: Developing the Vision. Taking Stock: The Vision Audit. Testing Reality: The Vision Scope. Considering the Possibilities: The Vision Context. Part Three: Implementing the Vision. Developing Visionary Leadership: Securing the Future. Appendix: Visionary Leadership for the Public Sector. Burt Nanus shows us how to find such vision.
Sir MacGregor Burns studied Weber and reasoned that transactional leaders were like the bureaucrats, and charismatic heroic leaders were the transformation leaders. Burns set sail from the Isle of Behavior, already having sailed to the Isle of Traits, and had heard of the Isle of Situation but did not go there. Burns came to settle on the Isle of Transformational Leadership there is an out island there called Charisma. Like Weber, Burns reasoned that moral values were important to leadership. For Burns, the transforming leaders focused on ends, while the transactional leaders negotiated and bargained over the means.