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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.

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.

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.

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.

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

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.

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.

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.

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.

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.

The purpose of this study is to test the mechanism of visionary leadership on subordinates' work withdrawal behavior through cognitive strain and psychological contract violation, and also to reveal the possible dark side of visionary leadership. The moderation effects of subordinates' facades of conformity and leader behavioral integrity in the cognition–affect dual-path process are also discussed.

This study conducted a three-wave longitudinal survey. The data were collected from 574 employees and their superiors in several Chinese enterprises. The authors used Mplus 7.4 and adopted a bootstrapping technique in the data analysis.

Visionary leadership has positive effects on cognitive strain and psychological contract violation; cognitive strain and psychological contract violation mediate the relationship between visionary leadership and work withdrawal behavior, respectively. Subordinates' facades of conformity and leader behavioral integrity moderate the positive effects of visionary leadership on cognitive strain and psychological contract violation, as well as the indirect effect of visionary leadership on subordinates' work withdrawal behavior through cognitive strain and psychological contract violation.

This study reveals the underlying mechanism of visionary leadership's negative impact on job outcome through the cognition and affective reaction of subordinates to visionary leadership, and broadens the scope of visionary leadership research. It also provides some practical suggestions on how to transmit the organizational vision effectively and reduce subordinates' work withdrawal behavior.

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.

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.

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.

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.

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.

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.

This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and moderating role of work centrality in the relationship between employee creativity and IWB in the organization.

A survey was administered to 304 respondents who were employees in different organizations in the United Arab Emirates. The data were analyzed through structural equation modeling using SmartPLS4.

The results show that visionary leadership is significantly associated with KS and employee creativity. Moreover, employee creativity has a notable impact on IWB, and the connection between employee creativity and IWB remains unaffected by work centrality.

This study offers a novel perspective by investigating the interrelationship between visionary leadership, KS, employee creativity, work centrality and IWB. A distinctive feature of this study lies in its focus on the mediation and moderation effects within this framework, with emphasis on a relatively new leadership style, visionary leadership. By exploring the mediating role of KS between visionary leadership and employee creativity, as well as the mediating role of employee creativity between KS and IWB, this study offers one of the first to highlight the underlying mechanisms that drive IWB. Furthermore, to the best of the authors’ knowledge, this study is one of the first to introduce work centrality as a moderator in the relationship between employee creativity and IWB.

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 “visionary” leadership. 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.