D073 Notes.docx D073 UNIT 2: MODULE 1: Lesson 1: Vision: A vision describes where a company wants to be in the future. -Defined as a clear, distinctive, and specific view of what a company would like to achieve in t
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D073 Notes.docx D073 UNIT 2: MODULE 1: Lesson 1: Vision: A vision describes where a company wants to be in the future. -Defined as a clear, distinctive, and specific view of what a company would like to achieve in the future. - Broad description of values an organization offers instead of a list of specific targets. - Should inspire and motivate people be part of, and/or contribute to, the organization Mission: A mission statement describes the purpose of a company, its goals, and how it will achieve its vision. - Defines the goals, values, and reason for existence - Helps prioritize activities and provides a framework for decision-making -The mission statement along with clear objectives is the strategy to move an organization from its current state toward its vision Leadership requires both learning the necessary skills and nurturing innate attributes that are part ofyour personality. Innate attributes: A quality or feature of something Typology: A classification system Reward power: The power people have because others believe they can bestow rewards or outcomes, such as money or recognition, that others desire. Coercive power: The power people have because others believe they can inflict pain or withhold or take away something they value. Referent power: The power people have because others want to associate with or be accepted by them. Expert or resource power: The power people have because others believe they have and are willing to share expert kno. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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