You can’t really have a conversation about leadership without discussing “vision.” In the science of leadership, vision is often hailed as the cornerstone of achievement, the driving force behind progress, and the goalpost that guides individuals, teams, and organizations. Most people conceive of “vision” as the ability to foresee the future with clarity and purpose or a guiding dream that inspires and motivates. However, in many ways, such broad generalizations are unhelpful because these conventional views often emphasize lofty aspirations—a picture-perfect end goal that can, sometimes, seem larger than life. The problem is that, while inspiring, such perspectives can actually be highly limiting if they lack practical grounding.
In reality, the concept of vision is a little more complicated than what many might think. Vision, at its core, is not merely about dreaming big; it’s about defining a result. If done correctly, it defines “what success looks like when we get there.” However, while visions describe something currently intangible, they still must be rooted in some level of accuracy. Of course, even then, they require a nuanced understanding to ensure we are chasing the right kind of visions.
Reframing or broadening vision as “what success looks like when we get there” is crucial because it shifts the focus from abstract ideals to tangible outcomes. When people and organizations concentrate on clear, actionable visions, they are more likely to create a roadmap that aligns effort with purpose. This distinction is critical because it allows for adaptability and resilience in the face of challenges. By identifying measurable indicators of success, individuals and teams can track progress, adjust strategies, and remain motivated. Moreover, this new framing acknowledges that the path to success is often nonlinear and requires intentional recalibration and agility.
Indeed, not all visions are created equally. While some visions are well-crafted and achievable, some are simply destined to fail. So, to fully understand the concept of vision in this light, we must explore it in three distinct contexts: Individual, Shared, and Dependent.
Individual Vision
Individual vision is the most agile and personal form of vision. It represents goals and aspirations that are controlled and directed by the individual. These visions are inherently adaptable because they allow for course correction based on changing desires, circumstances, and resources. For example, a person might envision becoming a successful entrepreneur. If unforeseen challenges arise, such as economic downturns or resource constraints, the individual can modify their approach, immediately pivoting to new opportunities or refining their methods. The key strength of individual vision lies in its flexibility and alignment with personal values and motivations.
Shared Vision
Shared vision exists within groups, organizations, or communities where the collective effort drives success. Unlike individual vision, shared vision is resilient to changes in any one contributor’s circumstances. For instance, an organization might have a vision to create a global impact through sustainable practices. Even if a key leader steps down due to illness or retirement, the vision persists because it is embedded in the collective mission, values, and culture of the group. Granted, shared visions require collaboration and buy-in from multiple stakeholders, making them more enduring and less vulnerable to individual setbacks. However, achieving a shared vision also demands robust communication, alignment, and commitment from all participants.
Dependent Vision
Dependent vision is the most precarious type. It hinges on factors or individuals beyond the visionary’s control. For example, someone might base their vision of success on the achievements of a mentor, the stability of a business partner, or the efforts of a key employee. Unfortunately, if the external element falters or fails—such as through unforeseen departures, life changes, or lack of commitment—the entire vision collapses. Dependent vision is extremely risky because it places the locus of control outside the individual or group pursuing the goal. While external support can enhance a vision, relying entirely on it creates vulnerabilities that, and the very least, can derail progress or, at worst, entirely implode.
Why Focus on Individual and Shared Visions
Focusing on individual and shared visions provides a balance of autonomy and collaboration. Individual visions empower people to take control of their destinies, fostering resilience and personal growth. Shared visions harness the power of collective effort, enabling larger-scale impact and continuity despite inevitable challenges. In contrast, dependent visions lack the stability and reliability needed for sustainable success. Hence, dependent visions should be avoided where possible. By minimizing reliance on uncontrollable variables, individuals and groups can create visions that are both achievable and enduring.
Applying This Framework to Your Advantage
Understanding these three types of vision equips you to create a foundation for sustainable success. Begin by defining your individual vision: What does success look like for you personally? Ensure that it aligns with your values and allows for adaptability. Next, collaborate with others to build shared visions that amplify collective potential while ensuring that they are well-communicated and widely supported. Moreover, it is wise to ensure that shared visions align with individual visions. Finally, identify any dependent elements in your visions and work to mitigate their impact or eliminate them altogether. If you cannot remove dependent elements, you must build strong contingency plans and focus on aspects within your control to minimize risks.
We must know the difference if we want to be the difference. By focusing on actionable, adaptable visions and avoiding reliance on external variables, you can create a roadmap to success that is both inspiring and attainable. Vision, when framed correctly, becomes not just a dream but a dynamic tool for achieving meaningful progress.
Author(s): Dr. David M Robertson
Board Insights | Open Source | ORCID iD
Published Online: 2025 Jan – All Rights Reserved.
APA Citation: Robertson, D. (2025, Jan 3). The Three Types of Vision. The Journal of Leaderology and Applied Leadership. https://jala.nlainfo.org/the-three-types-of-vision/