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Article
Publication date: 1 October 2006

Kevin S. Groves

This study set out to empirically investigate the direct effects of leader emotional expressivity on visionary leadership, as well as the moderating effect of leader…

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Abstract

Purpose

This study set out to empirically investigate the direct effects of leader emotional expressivity on visionary leadership, as well as the moderating effect of leader emotional expressivity on the relationship between visionary leadership and organizational change magnitude.

Design/methodology/approach

Cross‐sectional data from 108 senior organizational leaders and 325 of their direct followers were collected from 64 organizations across numerous industries. Leaders completed measures of emotional expressivity and organizational change magnitude, while followers provided ratings of visionary leadership, leadership effectiveness, and organizational change magnitude.

Findings

Consistent with expectations, leader emotional expressivity was strongly related to visionary leadership, while leader emotional expressivity moderated the relationship between visionary leadership and organizational change magnitude. Visionary leaders with high emotional expressivity skills facilitated the greatest organizational changes in their respective organizations.

Research limitations/implications

The cross‐sectional research design precludes causal conclusions among the variables of interest, and also suggests the possibility of reverse causality such that perceptions of organizational change may have influenced ratings of visionary leadership.

Practical implications

Managerial selection, promotion, and development practices would benefit from focused assessments of senior leaders' emotional communication and visionary leadership skills.

Originality/value

While prior research includes mostly laboratory studies that manipulate visionary leadership and emotional expressiveness using trained actors, the present study examined a diverse range of senior leaders and their followers from numerous organizations. Addressing a neglected stream of research, findings also demonstrate much needed support for the interactive effects of emotional expressivity and visionary leadership on organizational change magnitude.

Details

Leadership & Organization Development Journal, vol. 27 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 3 April 2018

Lulu Zhou, Shuming Zhao, Feng Tian, Xufan Zhang and Stephen Chen

The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and…

2794

Abstract

Purpose

The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation.

Design/methodology/approach

A survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity.

Findings

The results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing.

Originality/value

This study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.

Details

International Journal of Manpower, vol. 39 no. 1
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 1 November 1999

C. McLarney and Shelley Rhyno

This paper proposes the use of the model of visionary leadership adapted by this researcher from Westley and Mintzberg’s 1989 paper “Visionary leadership and strategic…

8753

Abstract

This paper proposes the use of the model of visionary leadership adapted by this researcher from Westley and Mintzberg’s 1989 paper “Visionary leadership and strategic management” to view the work of Mary Parker Follet. The model augments Westley and Mintzberg’s model with much earlier work by Mary Parker Follett. Follett’s work on leadership, group membership, contribution, participation and co‐operation are as relevant to the study of human relations today as they were 70 years ago. The model highlights the elements of visionary leadership and group membership. This model was developed to place a framework on the many writings of Follett. The framework is fully discussed and is based on some of the work of Westley and Mintzberg.

Details

Women in Management Review, vol. 14 no. 7
Type: Research Article
ISSN: 0964-9425

Keywords

Article
Publication date: 29 July 2014

Colette M. Taylor, Casey J. Cornelius and Kate Colvin

The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations…

16249

Abstract

Purpose

The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations.

Design/methodology/approach

Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude.

Findings

Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations.

Practical implications

Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness.

Originality/value

This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

Details

Leadership & Organization Development Journal, vol. 35 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 July 2002

Tony Manning and Bob Robertson

Describes the background behind the development of a new leadership self‐assessment instrument, the dynamic leader inventory and how the authors were able to confirm much…

8527

Abstract

Describes the background behind the development of a new leadership self‐assessment instrument, the dynamic leader inventory and how the authors were able to confirm much current thinking on “visionaryleadership. They found leadership situations were enormously variable – what was appropriate behaviour in terms of visionary leadership varied from one situation to another, particularly with respect to the leader’s influence over others and influence over change. This led to the development of a new model of leadership, the “dynamic” leader which builds on, but goes beyond, the “visionary” model. This development is explained and a framework is outlined, identifying four types of leadership situations. Findings have clear implications for thinking about leadership and for the practice of leadership development.

Details

Industrial and Commercial Training, vol. 34 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 29 June 2021

Hussein Ismail, Miriam El Irani and Kevin Sevag Kertechian

The main purpose of this study was to test whether green human resource management (GHRM) practices affect employee nongreen outcomes through the mediation of perceived…

Abstract

Purpose

The main purpose of this study was to test whether green human resource management (GHRM) practices affect employee nongreen outcomes through the mediation of perceived visionary leadership.

Design/methodology/approach

A sample of 144 Lebanese employees from the construction industry took part in this study. Multiple regression and bootstrapping methods were employed in the analysis of the data.

Findings

GHRM was found to influence organizational pride and organizational citizenship behavior positively via visionary leadership. The results highlight the importance of implementing GHRM as a strategy to achieve environmental sustainability and enhance employee behaviors.

Originality/value

This is one of the first studies to explore the impact of GHRM on nongreen work outcomes in Western Asia, particularly Lebanon, in addition to exploring the mediating role of visionary leadership in the relationship between GHRM and nongreen work outcomes.

Open Access
Article
Publication date: 7 December 2021

Thomas K. Maran, Urs Baldegger and Kilian Klösel

Leading with vision while granting employees autonomy is one effective organizational response to the demands of a dynamic external environment. The former is thought to…

2185

Abstract

Purpose

Leading with vision while granting employees autonomy is one effective organizational response to the demands of a dynamic external environment. The former is thought to align followers' behavior by providing guidance, the latter to increase variance in their behavior by relinquishing control; both exert beneficial but distinct effects on organizational performance. What has remained uncharted heretofore is how these leader behaviors shape their followers' cognition and, subsequently, yield improvements in performance. The authors argue that a leader's vision communication transforms followers' cognitive representation of their work. This not only enables them to specify their goals in alignment with the vision (goal clarity) but also to locate the meaning of their work within the bigger picture of the vision (construal level). By contrast, perceived autonomy in terms of power-sharing might directly affect followers' work engagement more narrowly.

Design/methodology/approach

The authors tested the model on a sample of 408 employees from eleven enterprises of a holding company. In the survey, employees reported perceived vision communication and autonomy provided by their leader. Furthermore, the authors assessed the employees' goal attainment. To capture how employees represent their daily work activities, the authors measured their construal level and their goal clarity.

Findings

The results show that both perceived vision communication and granted autonomy improve employees' goal achievement. Moreover, two processes mediate the relationship between vision communication and goal achievement in followers: first, specifying goals in terms of clarity; second, composing a higher-level mental construal of their work. In contrast, no mediation of empowering leader behaviors was found.

Originality/value

Better goal achievement through visionary leadership is therefore achieved through cognitive alignment of followers, while leader-granted autonomy acts as a motivational tool directly on performance.

Details

Leadership & Organization Development Journal, vol. 43 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 6 April 2012

Granit Almog‐Bareket

Recent decades have seen a change in the environment of business schools. These changes place great responsibility on deans as the leaders of schools to act. To date…

3320

Abstract

Purpose

Recent decades have seen a change in the environment of business schools. These changes place great responsibility on deans as the leaders of schools to act. To date, there has been a dearth of literature dealing specifically with visionary responses on the part of the deans of business schools to those changes in the institutional environment. The purpose of this paper is to address the most recent institutional pressures in the business education field and present a framework linking it to the visionary leadership deans may demonstrate.

Design/methodology/approach

This paper is conceptual in nature and bases its analysis on institutional theory. The use of an institutional lens offers a new perspective on possible visions deans may lead and on the nature of their leadership.

Findings

The article proposes an institutional framework of visionary leadership in business schools and suggests that vigorous visionary leadership among deans is required in order to generate a unique school identity and reputation. The paper concludes by outlining steps leaders can take while shaping their vision in order to create a unique organizational identity.

Originality/value

The institutional framework has a central place in organizational and educational literature. So far, the literature has not dealt with the links between institutional theory and visionary leadership as a whole, or in business schools in particular. The present paper addresses this gap and offers new insights for researchers and practitioners alike.

Details

Journal of Management Development, vol. 31 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 11 January 2008

Robert S. D'Intino, Trish Boyles, Christopher P. Neck and John R. Hall

In the early twenty‐first century organization scholars and managers face an economic outlook full of daunting challenges. With investors, workers, and other stakeholders…

6243

Abstract

Purpose

In the early twenty‐first century organization scholars and managers face an economic outlook full of daunting challenges. With investors, workers, and other stakeholders distressed and hostile toward corporate executives and boards due to recent corporate scandals, the future for many industries and firms appears grim. In what ways can business history help corporate managers and new venture entrepreneurs overcome these leadership challenges? This paper seeks to uncover practices throughout the Boeing Company's management history that offer today's executives and board members numerous examples of industry vision and leadership.

Design/methodology/approach

Visionary leadership theory is used to help understand Boeing's actions. A theory of visionary entrepreneurial leadership is proposed based on Boeing's history. Four specific cases of aircraft design and development decisions and actions are presented as examples of executive and board directors' vision and leadership.

Findings

Boeing has served as the aircraft industry's innovator and leader for over nine decades by designing and building path‐breaking airplanes when no other aircraft manufacturer would venture similar risks to their reputation and capital. Furthermore, Boeing executives and board directors have repeatedly made risky decisions that – if the prototype literately crashed and burned – would probably bankrupt the company. Management's vision was always on the next great airplane, never on individual image or personal wealth.

Research limitations/implications

Future research directions are presented suggesting a focus on firm executives and boards of directors' decisions and how these decisions influence industry wide innovation and development.

Originality/value

The paper analyses the leadership attributes of Boeing executives over the last nine decades.

Details

Journal of Management History, vol. 14 no. 1
Type: Research Article
ISSN: 1751-1348

Keywords

Book part
Publication date: 5 October 2020

Hasan Cinnioğlu

The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles…

Abstract

The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management 4.0 is essential for businesses to find and apply the appropriate technologies in the age of Industry 4.0. The leadership styles that business managers will adopt in order to be successful in this process and to survive in an intensely competitive environment can play an important role. At this point, a significant problem arises: identifying leadership styles that will bring success. In this context, the primary purpose of this chapter is to explain the modern leadership styles that business managers can adopt or follow in the age of Industry 4.0. In line with this purpose, the chapter first describes the historical development of leadership, leadership theories and modern leadership styles, such as transactional, transformational, technological, strategic, visionary and agile leadership, and all these concepts are discussed based on the Industry 4.0 perspective.

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