The vision statement presentation Kotter (2001) identified creating a vision as one of the defining characteristics of leadership. Academics and business l

The vision statement presentation Kotter (2001) identified creating a vision as one of the defining characteristics of leadership. Academics and business leaders alike seem to echo the sentiment; however, each offers his or her own guidelines and advice on how this critical task of setting a vision can be accomplished. As a scholar-practitioner in the field of business, you must draw on the work of others and add your voice to those developing a strategy for accomplishing this crucial leadership responsibility. More than that, you must develop a concrete mechanism for verifying the successful adoption of that vision. Even if you do not occupy a central leadership role, you can use the strategy you develop to help guide others in the field.

To prepare for this Assignment, reflect on Dr. Craig Marsh’s case study. Consider his challenges as well as his strengths and how you have adopted a model for corporate change. This model should include your organizational change or cultural change model, steps you would take to change the culture, and the dissection and explanation of how these steps will influence each of the challenges you face. Also included will be the mitigation plan to address the challenges, the creation of your vision statement, and a description of how you will translate your vision into measurable objectives. This week you compile these elements into one PowerPoint presentation that is your strategic plan to sell your vision to your organizational team.

Submit a 5- to 8-slide PowerPoint presentation, excluding title and References slides, that includes a leadership strategy for translating your vision into organizational success. In your PowerPoint presentation, do the following:

Create your vision statement.
Delineate your plan for how you will get others within the organization to adopt it as their own. In your plan, be sure to include the following:
The organizational change or cultural change model you used as the basis for your plan
An explanation of the steps you will take to change the culture and how these steps will influence each of the challenges you face
A brief description of the mitigation plan to address the challenges

Your PowerPoint presentation must contain a minimum of five scholarly resources on the last slide of the presentation. Additionally, in the Notes section of each slide, you must provide detailed support, including relevant citations, for the bulleted information within the slide. Your resources can be a combination of the Learning Resources used throughout this course and new scholarly resources. Note: Your presentation should adhere to the APA Presentation Template, found in this week’s Learning Resources. Leading a Virtual Organization: Introduction
Leading a Virtual Organization: Introduction
Program Transcript
NARRATOR: Dr. Craig Marsh is a business executive with over 25 years of
experience in organizational leadership, development, and change across a
number of industries. In this case study, Craig will present a real world leadership
challenge based on his professional experience that will allow you to place
yourself in the same situation and to explore in-depth some of the questions that
inevitably arise. Would you have made the same decisions? What does the case
tell you about the nature of the modern organization and its opportunities for
value creation, as well as its limits? And what are the questions it raises for both
senior and front-line leadership in the 21st century?
DR. CRAIG MARSH: Hello, I’m Dr. Craig Marsh. And I’m here to introduce you to
a real leadership challenge that I was faced with four or five years ago. This
leadership challenge was based on a structure, which was a virtual organization
of an organization that was globally dispersed and an organization which I was
taking over at the time.
At the heart of this situation were two critical constructs. And by constructs I
mean an idea that has different meanings to it where the meanings themselves
aren’t entirely understood or established. And that’ll become important in a
couple of minutes to you. Those two ideas, or constructs, were employee
engagement and also the idea of performance management.
Now, what’s really important is that you read, in your classroom, the case study
guide. What the case study guide will give you are my thoughts and my own
research on these ideas that are going to present to you in the case. What it will
also give you are some of the facts about the case because what I’m not going to
do is spend my time talking to you about all of the details of the situation that I
was presented with.
So once you’ve read those, you’ll get an idea of what I call my own theory and
use. So what I do is not only do I lead organizations, but I’ve also researched,
read, and written about them. So I’ve developed my ideas and my constructs
about what we mean by employee engagement, performance management, and
leadership. And it’s really important that you, as doctoral candidates, do the same
such that when you’re confronted with a situation you’ve formed your own ideas
about what subjects such as leadership, performance management, and
engagement really mean.
Four years ago, I took over a business unit that consisted almost entirely of
people working virtually. I had nearly 500 people working for me, who lived all
over the world and worked remotely. They were all directly customer facing. And
most significant, they were not employed directly by my organization, but were
contracted to us, mostly on a part-time basis.
© 2016 Laureate Education, Inc.
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Leading a Virtual Organization: Introduction
To provide some context, our organization had grown rapidly over the previous
four or five years and was confronting a classic consequence of that growth, a
start-up culture now requiring scalable structures and processes to ensure that
growth and service standards were maintained consistently. As a leader, I
inherited very little structure other than some early attempts at putting in place
performance indicators and some quality standards, as well as some established
central units that supported me for monitoring service quality. I also had a small
group of divisional directors reporting to me, each of whom were in charge of
sub-unit of my structure with specific and differentiated customer value
propositions.
So one of my biggest challenges was the very loose structure of contracted
service professionals who provided the main value work to our customers. These
service professionals were highly educated and experienced, multinational, and
worked remotely from anywhere in the world. There were also mainly part-time
and had a tenuous connection to the company. Legally, there were strict
constraints on treating them as employees for fear of violating local tax laws.
Because of this, it was very challenging to promote employee engagement and
build trust across the team, accurately evaluate performance for all staff, and
establish an appropriate leadership structure for this unique situation. I faced a
number of questions and set myself the following three key challenges. First of
all, how do I introduce a culture of engagement? Secondly, how do I create an
effective process for performance management? And then, thirdly, how do I build
a leadership structure appropriate for my particular circumstances?
Leading a Virtual Organization: Introduction
Additional Content Attribution
Music:
Creative Support Services
Los Angeles, CA
Dimension Sound Effects Library
Newnan, GA
Narrator Tracks Music Library
Stevens Point, WI
Signature Music, Inc
Chesterton, IN
Studio Cutz Music Library
© 2016 Laureate Education, Inc.
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Leading a Virtual Organization: Introduction
Carrollton, TX
© 2016 Laureate Education, Inc.
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