The relationship between strategic leaders' foresight and strategic thinking competencies and employee line of sight to the mission and the vision in faith-based not-for-profit organisations

The relationship between strategic leaders' foresight and strategic thinking competencies and employee line of sight to the mission and the vision in faith-based not-for-profit organisations

Like any other organisation, not for profit organisations recognise the critical importance of having engaged employees to achieve their mission and vision. Employees make decisions every day that can affect the success of the organisation in fulfilling their mission and the vision. This study explored the idea that employees’ engagement with the mission and vision is displayed through discretionary effort and an ability to link their tasks to the mission and vision. When employees can make a connection between what they do every day, and the organisation’s mission and vision there is a greater likelihood of success. Therefore, to create their desired future state, those who formulate strategy have the responsibility to develop and communicate strategy in a way that provides a clear line of sight for employees to the mission and vision which is critical to an organisation.

This study focused on not for profit faith-based organisation leaders. It specifically explored the relationship between the foresight and strategic thinking competencies of leaders who have mid to high influence in formulating strategy and how these competencies impacted their employees’ line of sight to the mission and vision.

The results demonstrated that there is a strong relationship between strategic leadership’s foresight and strategic thinking competencies and employee line of sight to the mission and the vision.

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