Good leadership in business requires many different skills especially creating a mission and providing a vision to the company. Mission refers to ‘the result that a company or an organization is trying to achieve through its plans or actions. ’ (www. dictionary. combridge. org). Vision is ‘an idea or mental image of something leading to success. ’ (www. dictionary. combridge. org). Mission and vision in business are two key concepts for leaders. A number of recent articles (Cappelli et al.
2010; Useem 2010; Ladkin & Weber 2011) have explored successful leadership in business. While Useem emphasizes what business leaders can learn from the U. S. military, the articles by Cappelli et al. and Ladkin and Weber focus on good leaders of organizations in India and Hong Kong respectively. A major concern of all three articles is what factors allow business leaders to successfully develop mission and vision. Although both Cappelli et al. and Useem’s texts talk about mission, they use it in different way, however, Ladkin and Weber’s focus more on vision.
This review will compare these two concepts in terms of motivating employees, having good interpersonal skills and adapting to changes. The three articles all analyze the ways that successful leaders motivate employees. Their authors agree that employees’ inspiration is important to achieve the mission of a company. Useem points out that ‘small actions make indelible impressions. ’ (p. 3). The author exemplifies a real story from a U. S. general who was leading 92,000 troops in a war.
Before the war, this general tried to meet and shake hands with many of them in order to inspire them and let the troops know that he cared about them (p. 3). Similarly, Ladkin and Weber argue that successful leaders should motivate staff to enjoy the profession (p. 282). They mention that an excellent leader should be passionate in his/her job and hire suitable employees to a required position because people who are interested in their job will motivate other staff to enjoy working and make customers satisfied with them as well (p.
282). According to Cappelli et al. , employees in Indian companies are encouraged to work hard and find significance in their job because these companies have strong social missions (p. 194). It means most Indian staffs work to develop society which can also increase their profit, incidental reputation and make good relationship with government, however, Useem argues that American employees work for their companies (p. 4). He also states that decisions are always made by leaders whereas Cappelli et al.
claim that Indian leaders reverse hierarchy between staff and themselves which motivates employees to join the decision making (p. 93). The three articles make a significant point that it is important to motivate employees to care about the goals of organization. All three articles express a similar point about positive interpersonal skills of successful leaders. There is general agreement that communication is one of these skills. In Cappelli et al. ’s article, leaders strongly emphasize transformational leadership which can make staff care about the mission of the company and their leaders (p.
93). Like Cappelli et al. , Ladkin and Weber state that if leaders are good at explaining missions, they are able to cope with different types of employees and it will be easier for leaders to convey a vision (p. 281; p. 283). Another view noted by Cappelli et al. is that a business leader should be capable of creating a sense of mission whereas Ladkin and Weber refer to the ability of convincing people and gaining respect in return (Cappelli et al. p. 94; Ladkin and Weber p. 208).
In addition, according to them, leaders should be open-minded and have a sense of curiosity in order to identify some new ways to do things (p. 281). These three authors make an important point that good interpersonal skills of successful leaders have a strong effect on achieving the mission of companies and society. All three articles express a common point that successful leaders should be able to deal with problems and challenges which help to accomplish mission. The three authors agree that leaders need to have vision to identify problems.
Both Useem and Cappelli et al. point out successful business leaders should avoid micromanaging staff work freely out and trust their employees (Useem p. 4; Cappelli et al. p. 95). Cappelli et al. use the example of Bank of Baroda where the CEO told staff the problem and discussed solutions faced with competition from other private banks (p. 95). Useem exemplifies a good leader clearly conveying a mission to staff. As a result, the bank became profitable again and the Yankee army won in the Civil War.
Useem claims that leaders should make quick decisions to achieve mission in changeable environment (p. 3). Ladkin and Weber describe the threat from technological development which creates 24/7 working environment and stresses the necessity of further learning and leaders must be able to deal with challenges in order to keep qualified employees (p. 284-285). The three authors make an important point that leaders need to set clear goals. These articles make crucial contributions to develop a good understanding of mission and vision which makes a successful business leadership.
In Hong Kong and USA, both of them focus on the mission of company while leadership in India focuses on social mission. However, the most useful text is Cappelli et al. ’s, because it emphasizes the term CSR (corporate social responsibility) that each company should be beneficial for society and country. Successful leaders need to learn about different cultures where their businesses are going global. In my opinion, every leader should concentrate more on developing mission and vision. For further research, they can focus on combining different cultures in China.