CORE VISION, STRATEGIC VISION AND VISIONARY LEADERSHIP: A QUALITATIVE FIELD STUDY BY MINTZBERG TYPOLOGY

Year 2019, , 175 - 184, 30.09.2019

Pınar Acar Zafer Acar

https://doi.org/10.17261/Pressacademia.2019.1119

Abstract

Purpose - The aim of our study is to reveal the existence and difference of the concepts of strategic vision, visionary leadership and core vision that have been tried to be differentiated since the study of Westlet and Mintzberg (1989).

Methodology - Qualitative research method was used based on the discourses of strategic leaders of logistic enterprises which operate as an important support function at strategic level. Data were analyzed with Nvivo 12 program.

Findings- The results of word tree analyzes of R & D, new and project concepts that emerged in the context of our research as a result of frequency analysis are supportive as they point to the basic concepts that form the core vision of the sector in our research field.

Conclusion- Survival in a chaotic and complex global business world highlights strategic leaders and their strategic visions. However, strategic vision alone is not enough for enterprises to have sustainable competitive advantage.

Keywords

Core vision, visionary leadership, strategic vision, qualitative research, logistics sector

VİZYON ÇEKİRDEĞİ, STRATEJİK VİZYON VE VİZYONER LİDERLİK: MINTZBERG TİPOLOJİSİYLE NİTEL BİR ALAN ARAŞTIRMASI

Abstract

Amaç – Bu çalışmanın amacı Westlet ve Mintzberg’in (1989) çalışmasından bu yana birbirinden ayrıştırılmaya çalışılan stratejik vizyon, vizyoner liderlik ve vizyon çekirdeği kavramlarının varlığını ve farklılığını ortaya çıkarmaktır.

Yöntem - Küresel iş dünyasında stratejik düzeyde önemli bir destek fonksiyonu olarak faaliyet gösteren lojistik işletmelerinin stratejik liderlerinin söylemleri temel alınarak nitel araştırma yöntemiyle betimlenmeye çalışılmıştır. Veriler Nvivo 12 programı ile analiz edilmiştir.

Bulgular- Frekans analizi sonucu araştırmamız bağlamında ortaya çıkan ar-ge, yeni ve proje kavramlarının kelime ağacı analizlerinin sonuçları, araştırma alanımızdaki sektörün vizyon çekirdeğini oluşturan temel kavramlara işaret etmesi nedeniyle çalışmanın varsayımlarını destekleyici niteliktedir.

Sonuç- Kaotik ve karmaşık bir çevre olan küresel iş dünyası içerisinde hayatta kalma zorunluluğu stratejik liderler ve onların stratejik vizyonunu ön plana çıkarmaktadır. Ancak stratejik vizyon işletmelerin sürdürülebilir rekabet avantajına sahip olmaları için tek başına yeterli değildir.

Keywords

Vizyon çekirdeği, vizyoner liderlik, stratejik vizyon, nitel araştırma, lojistik sektörü

References

• Archbald, D. (2013). Vision and Leadership: Problem-based Learning as a Teaching Tool. Journal of Leadership Education, 12(2), 136–147.
• Avolio, B. J. ve Bass, B. M. (1988). Transformational leadership, charisma and beyond. In J.G. Hunt, B.R.Baliga, H.P.Dachler, & C.A.Schriesheim (eds.), Emerging Leadership Vistas. Lexington, MA: D.C. Heath.
• Avery, G. C. (2004). Paradigms of leadership: Theory and cases. Thousand Oaks: Sage.
• Bakkalcı, C.A. (2013). Yeni Yeni Ticaret Teorileri’nin Makroekonomik Doğası ve Türk Ekonomisi. Yönetim Bilimleri Dergisi, 11(22), s.69-98.
• Bakkalcı, A. C. ve Argın, N. (2013). Internalization of Foreign Trade in the Context of Labor Market Induced by Foreign Investment. Journal of Labour Relations, 4(1), s.71-97.
• Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
• Breevaart, K., Bakker, A.B., Hetland, J., Demerouti, E., Olsen, O.K ve Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87, s.138-157.
• Bennis, W. (1997). On Becoming a Leader, Perseus Press, Jackson, TN.
• Burtis, J.O. ve Pond-Burtis, K. L. (2001). Communication and experiential education. Journal of Arts and Sciences in Career and Experiential Education, 1, 4-13.
• Cheema, S., Akram, A. ve Javed, F. (2015). Employee Engagement and Visionary Leadership: Impact on Customer and Employee Satisfaction. Journal of Business Studies Quarterly, 7(2).
• Conger, J. A. (1991). Inspiring others: The language of leadership. Academy of Management Executive, 5(1), s.31-45.
• Corbin, J. M. ve Strauss, A. (1990). Grounded theory research: Procedures, canons, and evaluative criteria. Qualitative sociology, 13(1), s.3-21.
• Daft, R. L. (2005). The leadership experience. Mason, Ohio: Thomson South-Western.
• Dhammika, K. A. S. (2014). Visionary Leadership and Organizational Citizenship Behavior: An Assessment of Impact of Sectarian Difference. Proceedings of the First Middle East Conference on Global Business, Economics, Finance and Banking. (ME14 DUBAI Conference) Dubai, 10-12.
• Ilgar, M. Z. ve Ilgar, S. C. (2013). Nitel bir araştırma deseni olarak gömülü teori (Temellendirilmiş Kuram). Erişim Tarihi: 14.09.2018, Erişim Linki: http://www.izu.edu.tr/Assets/Content/File/Enstitu_Sekreterligi/2013_Guz_Donemi_M_Zeki_ilgar_ve_Semra_Cosgun_ilgar.pdf
• IMD (2017). World Competitiveness Yearbook 2017. IMD (International Institute for Management) World Competitiveness Center. http://www.imd.org/wcc/world-competitiveness-center-rankings/world-competitiveness-yearbook-ranking/
• Jul-Chan, C. ve Colin, S. (2004). Leadership effectiveness, leadership style and employee readiness. Leadership and Organizational Development Journal, 26(4), s. 280-288.
• Kantabutra, S. ve Avery, G.C. (2002). Proposed Model for Investigating Relationships Between Vision Components and Business Unit Performance. Journal of the Australian and New Zealand Academy of Management, 8(2), s.22-39.
• Kelly, R. E. (1988). In Praise of Followers. Harvard Business Review, (November/December): s.142-148.
• Kirkpatrick, S. A. ve Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81(1), s.36-51.
• Kocabıyık, O. O. (2016). Olgubilim ve gömülü kuram: Bazı özellikler açısından karşılaştırma. Trakya Üniversitesi Eğitim Fakültesi Dergisi, 6(1),55-63
• Kotter, J. P. Leading Change. Boston: Harvard Business School Press, 1996.
• Porter, M.E. (1980). Competitive Strategy. New York: Free Press.
• Saruhan, Ş. C. ve Yıldız, M. L. (2009). Çağdaş Yönetim Bilimi. Ankara: Beta Basım.
• Tekin, Y. ve Ehtiyar, R. (2011). Başarının Temel Aktörleri: Vizyoner Liderler. Journal of Yasar University. 24(6) s.4007-4023
• Tichy, N. M. ve Devanna, M. A. (1986a). The transformational leader. New York: John Wiley and Sons. Tichy, N. M. ve Devanna, M. A. (1986b). The transformational leader. Training and Development Journal, 40 (7), 27-32.
• UDHB (2018). İstatistiklerle Ulaştırma Denizcilik ve Haberleşme 2003-2017, Ulaştırma, Denizcilik ve Haberleşme Bakanlığı, Ankara.
• Ülgen, H. ve Mirze, S.K. (2004) İşletmelerde Stratejik Yönetim, Literatür Yayıncılık, İstanbul.
• Weisenberg, P. (2003). Economic Development: A Case for Visionary Leadership. Elsevier Science Limited.
• Westley, F. ve Mintzberg, H. (1989). Visionary Leadership and Strategic Management. Strategic Management Journal, 10, s.17-32.
• Wilhelm, W. (1996). Learning from past leaders. In F. Hesselbein , M. Goldsmith and R. Beckhard , (Eds.), The leader of the future (pp. 221-226). San Francisco, CA: Jossey-Bass Publishers.
• WEF (2017). The Global Competitiveness Report 2016–2017. World Economic Forum. https://www.weforum.org/reports/the-global-competitiveness-report-2016-2017-1 Yordsala, S. Tesaputa, K. ve Sri-Ampai, A. (2014). The Development of Visionary Leadership Administrators in Thai Primary School. International Education Studies, 7 (1).