Is the Vision of Zero Tolerance In or Out of Focus?

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Trust and shared vision unify the facets of interpersonal resources leaders, direct or guide as employees, navigate through the structured network of relationships that encompasses the cooperative relationship of shared vision, shared values, and mutual goals (Frisina & Frisina, 2011; Li, 2005; McLeod & Young, 2005; Rodríguez-Campos, 2007). Faithfulness and dependability of purpose, move the organization forward from an expected ideal state or big picture whereas the behavior of the leadership becomes the forecaster of organizational performance (Frisina & Frisina, 2011; McLeod & Young, 2005; Rodríguez-Campos, 2007). Reemphasizing Frisina and Frisina (2011) quote, “Whenever performance does not match potential, there is a gap between how we are actually performing and what we could be achieving with the appropriate level of influential leadership and personal motivation” (p. 27). Employees who embrace the organizational values develop a basic level of cohesion that holds true with the mutual identity and shared logic reflected in the company’s vision (Khandelwal & Mohendra, 2010). What happens to those values cherished by employees as the reflection of ideal logic and ethics of the shared vision become compromised by extraneous or inflexible policies and behaviors that directly contradict policy, vision, and mission go unpunished? A brief insight on how leadership behavior contradicts strategic vision and zero tolerance policies in the discussion post, From Battlefields to Blackboards – Zero Tolerance is Not a Part of Vision. The focus of this paper will continue the discussion topic and briefly examine levels of vision, zero tolerance policies to address the concern if zero tolerance policies enhance or detract from strategic ... ... middle of paper ... ...Institutional Research, 2005(125), 73-85. McGinity, A. (2006). Turn new ideas into corporate visions. Nursing Management, 37(9), 50-52. Parayitam, S. (2005). Leading corporate citizens: Visions, values, values added. Academy Of Management Learning & Education, 4(3), 382-384. Rodríguez-Campos, L. (2007). Establishing a unified vision in collaborative evaluations. International Journal of Learning, 13(11), 143-148. Schimmoeller, L. (2012). Henri Fayol and zero tolerance policies. Review of International Comparative Management / Revista De Management Comparat International, 13(1), 30-36. Starr, B. & Seaby G. (2013, May 7) After officer charged in sex assault, military faces questions. CNN. Retrieved from http://www.cnn.com Westley, F., & Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic Management Journal, 1017-32.
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