Purpose The purpose of this paper is to use path analysis to test a model that posits that vision will have both direct relationships with organizational growth and indirect relationships to organizational growth through the mediating effects of organizational readiness for change. Design/methodology/approach The population of the study consisted of 104 fully or partially employed business students from a higher education institution located in Southern California. The data were gathered by questionnaires and analyzed by path analysis to test the hypothesized model. Findings The results suggested that perceived readiness for change mediates the relationship between vision attributes and organizational growth. Also, there was a direct impact of vision content (VC) on organizational growth. Perceived readiness for change did not mediate the relationship between VC and organizational growth or the relationship between vision communication and organizational growth. Practical implications The study makes contributions to both theory and practice. From a theoretical point of view, examining the relationship between organizational vision and perceived organizational readiness for change enriches the understanding of the organizational change process, and in turn enhances organizational performance and growth. In addition, the authors add to existing knowledge by empirically investigating the important role that vision and employees’ readiness for change play in organizational success. Originality/value Despite many scholars emphasizing the significance of a vision on organizational readiness for change and organizational growth, there is little empirical research that substantiates this assumption. Therefore, this empirical study appears to be the first to explore the idea.

Purpose The purpose of this paper is to address the gap in the literature by providing a precise conceptualization of the concept of patience in the context of leadership. Design/methodology/approach The current study was conducted using a qualitative approach as it aimed to explore leaders’ perceptions and experiences with patience and eventually build a theoretical model in relation to the role of patience in leadership. Because the aim of the study was to obtain insight into the experiences of the participants in their own words, this study adopted a grounded theory research design. Findings The grounded theory study resulted in an emergent theoretical model for understanding the decision-making process of leaders who exhibit patience as a character strength and how those leaders promote organizational success. Through an inductive approach, this grounded theory study identified the behaviors that participating leaders viewed as patient, as well as the outcomes and the contextual conditions for the effectiveness of such behaviors. Research limitations/implications A major contribution of this study is that leaders epitomized by patience are guided by a decision-making framework that can contribute to more favorable decision making outcomes. Practical implications The proposed model for patience leadership has implications for developing the leadership capacity. Originality/value Patience, as a leadership quality, has been overlooked virtue in the social and psychological sciences. In order to explore the potential nexus between patience and leadership, the study has offered an emergent theoretical model and indicated the specific ways in which leaders may effectively practice patience.