Difficulties in selling an inspirational and aspirational vision in an educational organisation

• Main Authors: Ong, Mei Mei *, Hor, Poh Choo *
• Format: Book Section
• Language: English
• Published: Sunway University College 2010
• Subjects: HD28 Management. Industrial Management; LB2300 Higher Education
• Online Access: http://eprints.sunway.edu.my/82/1/PDF_-_ONG_MEI_MEI_FINAL_FOR_PRINTING_130110_Pg_39-46.pdf; http://eprints.sunway.edu.my/82/

A vision can be considered as aspirational in being a picture of the future and why people should strive for that future. It should also be sufficiently compelling to inspire action and sustain human effort. An organisation vision is always subjected to change as environmental conditions are always dynamic, which makes selling a vision an uphill struggle for many organisational leaders. This struggle is no different for leaders in an educational organisation. As globalisation sets in, changes in the higher educational arena are inevitable. In the local context, constant changes in government policies can also add to the dynamism of the education system and compel changes to be undertaken by institutional leaders. Nevertheless, educational reform is likely to have common themes. Firstly, customer satisfaction will matter more as competition for student increases and choice becomes more prevalent. Next, the shift from a rule-driven to a results-driven system will intensify, resulting in an expansion of leadership roles and creation of a different culture. Leaders need to be strong to elicit significant change or modify their vision. This paper aims to introduce the common difficulties faced by leaders in selling a vision, particularly in an educational organisation.