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right for the organization and for those it serves. Additionally, the
leadership must also live the vision, demonstrating in their behavior the
importance of this future state.

Leaders tell, but never teach, until they practice what they preach.
Featherstone.

Although leaders drive the vision, individuals within the organization also
need to believe that they can make a difference in achieving organizational
excellence. It is important that they believe that they can play a part in
improving the organization in which they are working through their

participation in its various activities. People need to find meaning in their
work, and a clear vision defines that meaning.

Research indicates that leaders who demonstrate strong visionary
leadership have the highest performing organizations. 246 A clear vision

can lead to higher levels of productivity. With increased confidence and
skill, the people doing the work recognize that they can actually
accomplish more than they may have believed was possible. 247 Having a
clear sense of direction is more likely to result in a more vigorous and
enthusiastic involvement of every member of the organization, especially
when they can see their personal role in achieving its vision. Because

economic development planning in most organizations needs to have a
relatively long-term focus and direction, a widely accepted vision also
facilitates continuity of effort regardless of changing leadership and
changing conditions.

It is becoming widely accepted that leadership is vitally needed throughout
all levels of modern organizations. 248 If these leaders within the
organization are to make the right decisions and implement the correct
strategies, they certainly need to share the visions of those leaders to whom
they report. However, within the context of these overriding
organizational visions, a need exists for visioning at the staff and mid-
management level as well. Creating effective teamwork and

246 Ken Blanchard, Leading at a Higher Level, Upper Saddle River NJ: FT Press, 2010), p. 18.
247
John C. Maxwell, The 5 Levels of Leadership, New York: Center Street, 2011, p. 138.
248 Bert Nanus. Visionary Leadership. San Francisco CA: Jossey-Bass Publishers, 1992, p. 154.

David Kolzow 245