Solution Manual for Art of Leadership 5th Edition Manning Curtis

Part 02-The Power of Vision



Solution Manual for Art of Leadership 5th
Edition Manning Curtis


PART TWO-The Power of Vision


Major Purposes of Part Two

Part Two focuses on three important subjects-the power of
vision, the motive to lead, and organizational climate.

Part Two Objectives

After completing Part Two, your students should be able
to better understand:

• The importance of vision for leadership success;

• The leadership qualities needed for steering
organizations through periods ofchange;

• Strategies for successful leadership;

• Motives for assuming the challenge of leadership;

• The importance of organizational climate; and

• The ethical climates of organizations-profit maximizing,
trusteeship, and quality of life management.




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,Part 02-The Power of Vision




NOTES AND ANECDOTES
g; g;




Strategies g;For g;Successful g; Leadership

There g;are g;many g;models g;ofwhat g;it g;takes g;to g;be g;a g;good g;leader. g ; Thomas g;Neff g;and g;James
g;Citrin g;provide g ; one g;that g;is g;based g;on g;extensive g;polling, g;financial g ; analysis, g;and g;structured
g ; interviews. g ; In g;their g;book g;Lessonsfrom g;the g;Top, g;they g;identify g;seven g;strategies g ; for

g;effective g ; leadership. g ; Leaders g;at g;all g;levels g;ofresponsibility g ; in g;all g;types g;of g;organizations

g ; can g;use g;these g;strategies g;to g;succeed.




• Create g;ag;vision. g ; A g;successful g ; leader g;goes g;to g;the g;company's g ; roots, g;builds g ; on g;the
g;things g;the g;organization g ; does g;best, g;and g;develops g ; a g;winning g;plan.




• Build g;a g;great g;team. g ; Great g;leaders g;surround g;themselves g ; with g;people g ; whose
g;skills g;and g;experiences g ; complement g ; their g;own, g;and g;whose g;passion, g;attitudes, g;and

g;values g;are g;closely g;matched g ; to g;theirs.




• Inspire g;employees g;to g;greatness. g ; Communicate g ; continuously, g;listen g;carefully, g;and
g;genuinely g;tolerate g ; failure g;as g;a g;learning g;experience.




• Create g;ag;flexible, g;responsive g;organization. g ; The g;best g;leaders g;design g;their
g;organizations g ; to g;make g;sure g;decisions g ; can g;be g;made g;fast.




• Use g;reinforcing g;reward g;systems. g ; Make g;recognition g ;and g;compensation g ; consistent
g;with g;achieving g;the g;mission, g;living g;the g;values, g;and g;executing g;the g;strategy g;of g;t he

g;organization.




• Retain g;top g;performers. g ; Have g;good g;perks, g;memberships, g;stock g;options, g;and g;other
g;incentives g;so g;top g;performers g ; won't g;leave.




• Lead g;with g;integrity. g ; Integrity g;builds g;trust g;in g;leaders g;that g;is g;critical g;for g;high
g;performing g;organizations.




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,Part g; 02-The g; Power g ; of g;Vision




NOTES AND ANECDOTES
g; g;



In g;2004 g;Wal-Mart g ; Stores, g;Inc. g;published g ;a g;vision g;statement g;identifying g ;3 g;basic g;values g;and
core g;beliefs g;ofthe g;company. g ; These g;are g;analogous g ; to g;IBM's g;3 g;core g;values.
g;




• Respect g ;for g;the g;Individual
" g ; 'Our g;people g ; make g;the g;difference' g ; is g;not g;a g;meaningless g ; slogan g;- g;it's g;a g;reality
g;at g;Wal• g;Mart. g ; We g;are g;a g;group g;of g;dedicated, g;hardworking, g;ordinary g;people g ; who

g;have g;teamed g;together g ; to g;accomplish g ; extraordinary g ; things. g ; We g;have g;very

g;different g ; backgrounds, g;different g ; colors g;and g;different g ; beliefs, g;but g;we g;do g;b elieve g;that

g;every g;individual g; deserves g;to g;be g;treated g;with g;respect g ; and g;dignity."



Don g;Soderquist
Senior g;Vice g ;Chairman, g;Wal-Mart g ; Stores, g;Inc. g;(retired)

• Service g;to g;Our g;Customers
We g;want g;our g;customers g;to g;trust g;in g;our g;pricing g;philosophy g ; and g;to g;always g;be g;able g;to
g;find g;the g;lowest g;prices g;with g;the g;best g;possible g ; service. g ; We're g;nothing g;without g ; our

g;customers.



"Wal-Mart's g;culture g;has g;always g;stressed g;the g;importance g ; of g;Customer g ; Service.
g ; Our g;Associate g ; base g;across g;the g;country g;is g;as g;diverse g;as g;the g;communities g ; in
g;which g;we g;have g;Wal-Mart g; stores. g ; This g;allows g;us g;to g;provide g;the g;Customer

g ; Service g;expected g;from g;each g;individual g ; customer g;that g;walks g;into g;our g;stores."



Tom g;Coughlin,
Vice g;Chairman, g;Wal-Mart g ; Stores, g;Inc.

• Strive g;for g;Excellence
New g;ideas g;and g;goals g;make g;us g;reach g;further g;than g;ever g;before. g ; We g;try g;to g;find g;new g;and
g;innovative g ; ways g;to g;push g;our g;boundaries g ; and g;constantly g ; improve.




"Sam g;was g;never g;satisfied g;that g;prices g;were g;as g;low g;as g;they g;needed g;to g;be g;or g;that g;our
g;product's g;quality g;was g;as g;high g;as g;t hey g;deserved g;he g;believed g;in g;the g;concept g;of

g;striving g;for g;excellence g;before g;it g;became g ; a g;fashionable g ; concept."




Lee g;Scott,
President g;and g;Chief g;Executive g;Officer g;ofg;Wal-Mart g ; Stores, g;Inc.


g; Source: g;2004 g;Wal-Mart g ; Stores; g;www.wal-mart.com




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© g ; 2015 g;by g;McGraw-Hill g ; Education. g;This g;is g;proprietary g ; material g;solely g;for g;authorized g ; instructor g;use. g;Not g;authorized
g ; for g;sale g;or g ; distribution g; in g;any g;manner. g;This g;document g ; may g;not g;be g;copied, g;scanned, g;duplicated, g;forwarded,

, g; distributed, g ; or g;posted g;on g;a g;website, g;in g ; whole g;or g;part.