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.
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 ...
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.
This study explored the nature of the relationship between emotional intelligence, visionary leadership, and organizational citizenship behavior in continuing higher education. Emotional intelligence was measured using the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) (Mayer, Salovey, & Caruso, 2002). Visionary leadership was measured with The Leadership Profile (TLP) (Sashkin & Rosenbach, 1996). Organizational citizenship behavior was measured by Organizational Citizenship Behavior (Podsakoff, MacKenzie, Moorman, & Fetter, 1990). A nonexperimental, quantitative research design was used to answer eight research questions. Results of paired-samples t tests showed that leaders' self-ratings of visionary leadership differed from observers' ratings, with statistically significant differences on 3 of 10 TLP scales. Pearson r correlation and linear regression results surprisingly showed a negligible relationship between emotional intelligence and visionary leadership. Suggestions are offered as to why leaders' emotional intelligence may not have been more predictive of leaders' visionary leadership. Pearson r correlation and linear regression results demonstrated a moderate relationship between visionary leadership and organizational citizenship behavior as overall TLP accounted for 25% of the variance in overall organizational citizenship behavior (R 2 = .25, p
leaders. Third, transformational leadership views the leader-follower relationship
as a multidirectional process between leader and follower rather than a
unidirectional relationship from leader to follower. Fourth, transformational
leadership ...
This book presents a visionary leadership framework and its application toward delivering superior value in health. It provides a road map on how to create shared vision, assess vision–reality gap, identify paths to pursue, inspire, and empower stakeholders, and utilize results-based management to deliver superior value. By linking leadership and management in health rather than juxtaposing them, the book argues that the task of every health professional requires a mix of leadership and management, although their relative emphasis may vary as per the context and content of the health program. The book will equip health professionals to not only improve personal performance but also enhance the value that their health programs will generate for their beneficiaries.
When we think of leadership, many attributes of leaders come to mind: courage,
charisma, vision, persistence, commitment to goals, and tenacity, to mention a
few. While the interest in and study of leaders and leadership is not new, it is only
in ...
