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Transformational leadership and how it pertains to strategic vision

A vision must be made up of coherent, integrating goals, strategies and action plans translated into a complete and recognizable picture of the future company in its entirety (Keng-Howe Chew & Chong, 1999). A strategic vision ensures that companies can work towards a long-term goal and, hence, a higher rate of survival in today's business world (Keng-Howe Chew & Chong, 1999). Effective leaders are strategically oriented, can mobilize strategy into action, are able to align people and the institution and can develop strategic competencies in themselves and others (Taylor & Machado-Taylor, 2010). Transformational leaders take strategic decisions and give shape to changes, thereby ensuring that their organizations stay competitive (Singh & Krishnan, 2005). Institutional positions and environmental circumstances can force a leader to alter his or her strategy and style (Taylor & Machado-Taylor, 2010). Unsuccessful strategic visions can often be traced to the inclusion of the leaders' personal aims that did not match their constituents' needs (Conger, 1990). Blind drive to create this very personal vision could result in an inability to see problems and opportunities in the environment (Conger, 1990). A strategic vision takes years to implement and achieve (Keng-Howe Chew & Chong, 1999).


Conger, J. (1990). The dark side of leadership. Organizational Dynamics, 19, 44-55. doi: 10.1016/0090-2616(90)90070-6

Keng-Howe Chew, I., & Chong, P. (1999). Effects of strategic human resource management on strategic vision. International Journal of Human Resource Management, 10(6), 1031-1045.

Singh, N., & Krishnan, V. (2005). Towards understanding transformational leadership in India: a grounded theory approach. Vision, 9(2), 5-17.

Taylor, J., & Machado-Taylor, M. (2010). Leading strategic change in higher education: the need for a paradigm shift toward visionary leadership. At the Interface / Probing the Boundaries, 72, 167-194.