Companies that operate worldwide differ from those focused on a single country based on various aspects, including vision. In their article, Chhotray et al. (2018) discuss the importance of vision, leadership, and empowerment in born global (BG) organizations, which are firms that were established to function in the international market. The authors’ main point concerns how leaders can navigate corporations by utilizing a vision and empowering employees (Chhotray et al., 2018). The paper views a company’s vision as a “guiding star” that controls the enterprise’s path while indicating opportunities for success (Chhotray et al., 2018, p. 43). The authors have conducted interviews with managers and staff members of two BG firms to analyze the usage of vision and its significance for leadership. The findings suggest that while executives tend to be more motivated by visions, lower-ranking employees have trouble relating to visions, but their daily activities and decisions are affected by the concept (Chhotray et al., 2018). The research proposes that a vision is important in managing a BG organization, but managers should pay attention to how the idea is communicated across the company.
The article contributes to modern thinking about global leadership by proposing that difficulties encountered by contemporary international corporations have changed in recent years and that new approaches are needed to address hardships. Before, BG managers were concerned with overcoming information gaps and understanding foreign markets (Chhotray et al., 2018). Currently, BG executives have to determine how to coordinate human and financial assets with customer demands (Chhotray et al., 2018). Accordingly, leaders now have to be more effective at communicating their intentions and ideas to all stakeholders, which requires creating a supportive culture with a clear vision (Chhotray et al., 2018). The authors suggest that international leadership depends on managers as key players who can generate a participative climate where higher- and lower-ranking employees are like-minded in their pursuits (Chhotray et al., 2018). In such an environment, decision-making is delegated between staff members who actively search for solutions while executives travel abroad, seeking ways for the business to grow (Chhotray et al., 2018). The article indicates that contemporary global leadership is based on meeting clients’ needs and joining organizational resources in a culture with a shared vision.
The paper illustrates the importance of having a vision by explaining how it affects the people and processes of a company. As mentioned above, Chhotray et al. (2018) propose that visions motivate managers and impact the attitude and performance of employees. In addition, leaders can use visions to oversee organizations and encourage members to adopt new ways of thinking (Chhotray et al., 2018). A vision that is clear, inclusive, and shared with employees encourages everyone to work toward a common goal and inspires the staff to be more active (Chhotray et al., 2018). The authors demonstrate that a vision, alongside leadership and empowerment, influences the growth of a BG organization by creating a unique culture (Chhotray et al., 2018). The article indicates that having a vision is significant for international corporations because it can unite people.
Although a vision is important, it is likely to be counterproductive because managers do not implement their ideas properly. Chhotray et al. (2018) state that while visions impact companies’ operations, having a strategy may be better because for a vision to be effective, leaders must communicate and share it adequately, which is often difficult. The authors suggest that employees may not always refer to or rely on visions because the staff does not fully comprehend concepts proposed by executives (Chhotray et al., 2018). While the paper does not list specific communication tools, the article suggests that to convey a vision, leaders must connect it to clear and practical actions (Chhotray et al., 2018). Moreover, executives need to build a culture that encourages employees to support a vision while generating an atmosphere with open communication that welcomes new ideas (Chhotray et al., 2018). Some techniques of sharing a vision are making it inclusive to be accepted easier and encouraging employees to invest in the notion (Chhotray et al., 2018). For visions to be truly effective, they must be properly understood and effortlessly assumed by higher- and lower-ranking workers.
Information in the reviewed article can be applied to my field by helping me comprehend the role of vision in leading an organization. Various industries have companies that surpass others in terms of satisfying both clients and employees while making a positive impact on the world. I now understand that enterprises that operate on the global market need visions that are connected to organizational cultures and strategies and guide businesses towards opportunities (Chhotray et al., 2018). Accordingly, I can utilize the insights presented in the article to determine ways of establishing a vision for a company I hope to lead in the future.
In my opinion, the topic of the article is engaging as it does not solely focus on the significance of vision but also connects it to other aspects of operating international organizations. The paper does not simply state that having a vision is important but also emphasizes the value of communicating it properly and indicates that visions are interconnected with cultures and strategies (Chhotray et al., 2018). The authors have thoroughly explored the topic and proposed that for a vision to be effective, it must be well understood and accepted by all employees rather than being complicated and forced.
Reference
Chhotray, S., Sivertsson, O., & Tell, J. (2018). The roles of leadership, vision, and empowerment in born global companies. Journal of International Entrepreneurship, 16(1), 38-57.