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Good work applying the three-skills approach in this case. Be sure your formatting is on point with regard to APA settings. Please check the helpful link I’ve included to help you with title, headings, and the reference page.

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MOD 4

Module 4 – Home

Visionary leadership and the tribe

Modular Learning Outcomes

Upon successful completion of this module, the student will be able to satisfy the following outcomes:

• Case ◦Distinguish between visionary leaders, operators, and processors.

• SLP ◦Apply the visionary leadership style to tribal leadership.

• Discussion ◦Compare visionary leadership with transformational leadership.

◦Synthesize leadership traits, skills, and styles to create the optimal leader for maximizing an organization’s tribal leadership stage.

Module Overview

This is the fourth and final module for this course. Now that the study of theory and its application to tribal leadership is wrapping up, we will keep our focus on transformational leadership (from Module 3), and we will compare it to visionary leadership (as well as some of its alternatives). This will help us to understand the differences between the two approaches and ultimately prepare us for a full application of visionary leadership to tribal leadership.

Finally, using all the theories and characteristics we have been studying, we will move toward full synthesis of the course concepts by constructing the ideal leader for a specific situation or application.

Module 4 – Background

Visionary Leadership and The Tribe

Visionary Leadership

Visionary leaders plow through their days with a sharp focus on the future. They know exactly where they want to take their organizations and teams, and they often know exactly how they want to accomplish it. They often set themselves apart from all other types of leaders.

Visionary leadership looks to the future and focuses on doing whatever it takes to get there. This leadership style can go along with a number of other styles, including transformational leadership. However, it is important to point out that this is not always the case. For example, Steve Jobs is a classic visionary leader. He checked many of the boxes associated with visionary leadership, but was by no means a positive, transformational leader. Jobs was incredibly demanding, often overly negative, and at times so brash and abrasive that it made quality employees run for the exit.

Aside from all of that, Jobs was a visionary. He prided himself in knowing what customers wanted before they even became aware themselves. He was also rigid and often stuck in his ways.

Regardless of the unhealthy parts of Steve Jobs as a leader, there is no denying his unparalleled, world-changing successes in business.

In the context of visionary leadership, there are visionaries, processors, and operators. Before we move into final assignments for this course, let’s take a few moments to watch the three videos below as we prepare to critically evaluate and discuss this model, compare it with transformational leadership, and move toward high-level synthesis and creation as we construct the perfect leader.

McKeown, L. (2012). Leaders as visionaries. [Video File]. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library.

McKeown, L. (2012). Leaders as processors. [Video File]. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library.

McKeown, L. (2012). Leaders as operators. [Video File]. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library.

Visionary Leadership and The Tribe: Making Your Own Connections

Now that we have explored visionary leadership, let’s apply that knowledge to The Tribe. This is your opportunity to make your own connections between two major concepts. Rather than providing you with an application of tribal leadership to trait theory, you will look for these links yourself within the SLP as well as the reflective discussion question for this module.

Required Reading

McKeown, L. (2012). Leaders as visionaries. [Video File]. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library.

McKeown, L. (2012). Leaders as processors. [Video File]. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library.

McKeown, L. (2012). Leaders as operators. [Video File]. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library.

Optional Reading

Logan, D., King, J., & Fischer-Wright, H. (2008). Tribal leadership: Leveraging natural groups to build a thriving organization. New York: HarperCollins Publishers.

Module 4 – Case    ASSIGNMENT        888888888888888

Visionary leadership and the tribe

Assignment Overview

View the following three videos on the Leadership Channel in the Skillsoft section of Trident’s Online Library and follow the assignment requirements below.

McKeown, L. (2012). Leaders as visionaries. [Video File]. [Books24x7 version]. Available in the Trident Online Library.

McKeown, L. (2012). Leaders as processors. [Video File]. [Books24x7 version]. Available in the Trident Online Library.

McKeown, L. (2012). Leaders as operators. [Video File]. [Books24x7 version]. Available in the Trident Online Library.

Case Assignment

1.Define and provide an example of a visionary leader, a processor leader, and an operator leader, backing your work with credible sources.

2.Create a clear distinction between these three styles of leadership, weighing their similarities and differences.

3.Provide an example of each type of leader (visionary, processor, operator) that you know from personal experience or through research of well-known leaders.

4.Create a table that lists situations in which each of these styles may be useful.

Assignment Expectations

Write a 4- to 5-page paper (not counting the title page or reference section) covering all these topics, using proper APA formatting, source selection, and citation.

Module 4 – SLP  Assignment 2

Visionary leadership and the tribe

Visionary leaders plow through their days with a sharp focus on the future. They know exactly where they want to take their organizations and teams, and they often know exactly how they want to accomplish it.

SLP Assignment Expectations

For the final SLP, please address, in a 2- to 3-page paper (not counting the title page or reference section), the following:

1. Research and find two different visionary leaders with very different approaches to visionary leadership.

2. Discuss the impact of the different brands of visionary leadership on the tribal stage of each organization.

3. Discuss the differences between the two approaches and offer your thoughts on why one approach yields a different tribal stage and mindset than the other.

4. Describe, in detail, three things that each leader could do to move his/her organization from its current tribal stage to the next one up.