Do actions speak louder than words – study of a shared vision?
Abstract
Purpose
The purpose of this paper is to evaluate the relationship between actions taken by front-line managers and actions taken by employees as the organization progresses toward a new-shared vision. The shared vision to alter the organization's learning structures was communicated by the leadership team. The research evaluates if the actions speak louder than the words.
Design/methodology/approach
The actions analyzed in the study are completion of curriculum courses designed by the Learning and Professional Development team to progress the organization toward the new vision. Pearson's Product Moment Correlation was calculated to determine the nature and strength of the relationship or learning actions between the employee and first line managers.
Findings
Results indicate that a moderate positive relationship exists between employee and first line manager actions. The relationship highlights the importance of integrating an action element into the launch of a new-shared vision.
Originality/value
Shared visions are a fundamental building block in reaching generative learning. One method to improve employee internalization of the shared vision is to create actions whereby the employee can experience elements of the vision. These experiences further the communications and build steps toward employee commitment and internalization.
Keywords
Citation
Reese, S. (2014), "Do actions speak louder than words – study of a shared vision?", Industrial and Commercial Training, Vol. 46 No. 5, pp. 237-243. https://doi.org/10.1108/ICT-01-2014-0003
Publisher
:Emerald Group Publishing Limited
Copyright © 2014, Emerald Group Publishing Limited