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Identification of Secondary Principals' Visionary Leadership Levels and Their Relationship with Effective Schools

Visionary Leadership in Schools

Successful Strategies for Developing and Implementing an Educational Vision

The Seven Pillars of Visionary Leadership

Aligning Your Organization for Enduring Success

This is an indispensable guide for anyone who wants to shape and inspire a shared vision, corporate or personal. Based on the authors' unique change management methodology, it offers a seamless, step-by-step process all leaders can use as an organizational compass and decision map to revitalize their sense of direction and stiumulate fresh thinking.

This is an indispensable guide for anyone who wants to shape and inspire a shared vision, corporate or personal.

Visionary Leadership

Warren Bennis writes,the bookfills me with equal amounts of admiration and envy. For the first time ever, Nanus defines for us what 'the vision thing' is all about. Successful leaders know that nothing drives an organization like an attractive, worthwhile, achievable vision for the future. Leadership expert and best-selling author Burt Nanus finally shows why vision is the key to leadership and demonstrates how any leader can use a logical, step-by-step process to create and implement a powerful new sense of direction in his or her organization. Designed for individual leaders to develop their own vision statement, this book guides readers through the mechanics of forming a vision, guidelines for developing the scope of the vision, and processes for implementing that vision. Visionary Leadership is an indispensable guide for leaders at all levels, from top executives to heads of divisions and departments, from large corporations to small businesses, from manufacturing and service organizations to government and nonprofit institutions.

Leadership expert and best-selling author Burt Nanus finally shows why vision is the key to leadership and demonstrates how any leader can use a logical, step-by-step process to create and implement a powerful new sense of direction in his ...

Toward an Integrated Model of Visionary Leadership: A Multilevel Study

This quantitative cross-sectional study posited and tested a model of visionary leadership behavior (Sashkin, 1992) incorporating all three traditional domains of leadership research: trait, situation, and behavior. Drawing from the academic and practitioner literature, four individual difference (cognitive complexity, emotional intelligence, leader self-efficacy, and personality) and three situational (organizational stratum, sense of meaning and purpose, and sense of community) predictors of visionary leadership behavior were identified. A sample of 611 civilian and military focal leaders from military-related organizations at organizational strata 3 and 4 provided self-reported survey data for predictors. Subordinates of each focal leader provided criterion variable data to mitigate common method variance. One hypothesized and four alternate models relating predictors to criterion variables were tested with structural equation modeling (SEM). Model testing supported a respecification of the hypothesized model as having best fit, parsimony, and consistency with theory. Cognitive complexity failed to demonstrate significant relationships with criterion variables, emotional intelligence did not exhibit a posited increase in prediction with higher organizational levels, and all predictor to criterion path coefficients were significantly weaker than expected. Between-group testing supported a finding that higher organizational stratum positively moderates the relationship of predictors to criterion variables for leader self-efficacy and sense of community. A suppression effect of sense of meaning and purpose on three predictors was confirmed in post hoc analysis. This research has made a contribution in moving the field of leadership toward a theoretically based and empirically testable research model for examining visionary leadership behavior. Recommendations for future research are included.

This quantitative cross-sectional study posited and tested a model of visionary leadership behavior (Sashkin, 1992) incorporating all three traditional domains of leadership research: trait, situation, and behavior.