A follower-centric approach to the vision integration process

Kohles, Jeffrey C.; Bligh, Michelle C.; Carsten, Melissa K.

doi:10.1016/j.leaqua.2011.12.002

Cited by 71 publications

(87 citation statements)

References 79 publications

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“…One important element of the research described here, for example, is a rather "follower-centric" perspective on leadership focusing on the implications of different follower types (motivated vs. non-motivated, CC vs. FR) on effective leadership. In contrast, most leadership theories in psychology appear to take a more "leader-centric" approach, although there exist recent exceptions (e.g., Kohles et al, 2012;Tee et al, 2013). Classic situational leadership theory (SLT) (Hersey and Blanchard, 1972) seems particularly related to my arguments, as the key idea of SLT is also that different follower types need to be treated differently.…”

Section: What Can Organizational Psychologists and Economists Learn Fmentioning

confidence: 90%

The role of leaders in inducing and maintaining cooperation: The CC strategy

Kosfeld

2020

The Leadership Quarterly

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Any opinions expressed in this paper are those of the author(s) and not those of IZA. Research published in this series may include views on policy, but IZA takes no institutional policy positions. The IZA research network is committed to the IZA Guiding Principles of Research Integrity. The IZA Institute of Labor Economics is an independent economic research institute that conducts research in labor economics and offers evidence-based policy advice on labor market issues. Supported by the Deutsche Post Foundation, IZA runs the world's largest network of economists, whose research aims to provide answers to the global labor market challenges of our time. Our key objective is to build bridges between academic research, policymakers and society. IZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author.

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Section: What Can Organizational Psychologists and Economists Learn Fmentioning

confidence: 90%

The role of leaders in inducing and maintaining cooperation: The CC strategy

Kosfeld

2020

The Leadership Quarterly

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“…According to ICT, such a change process entails so-called "discoveries". There are five discoveries, namely (1) the ideal self and a (personal) vision, (2) the real self and its comparison to the ideal self, resulting in an assessment of one's strengths and weaknesses, (3) a learning agenda and plan, (4) experimentation and practice with new behavior, thoughts, feelings, and/or perceptions, and finally (5) trusting, or resonant relationships that enable a person to experience and process each discovery in the process [18]. While ICT has been originally developed for change processes on the individual level, ICT can be applied to organizational contexts to explain how organizations change and come up with new visions [19].…”

Section: Intentional Change Theorymentioning

confidence: 99%

“…A vision can be seen as the picture of an ideal state in a distant future, which an organization is driven to achieve. It keeps employees and leaders "on the same page"; it motivates actors in the organization and provides competitive advantage by being attractive to and creating a collective identity with its followers [5]. There seems to be agreement on how a vision should look like.…”

Section: Introductionmentioning

confidence: 99%

Identifying Knowledge Enablers in Organizational Visions: A Synthesis of Theory and Practice

Kragulj¹,

Kaiser²,

Grisold³

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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Despite ongoing interest in organizational visions, both in research and practice, there is little understanding of what a vision should entail. What makes a good vision? We approach this question from a knowledge perspective and explore what organizations need to know in order to effectively plan and perform organizational activities. We will review relevant literature and conduct a content analysis of visions of global profit-oriented organizations. By providing a synthesis of theory and practice, we suggest that organizational visions should include three knowledge enablers, which guide the creation as well as the management of (1) knowledge about organizational identity, (2) knowledge about mutual embeddedness, and (3) knowledge about emerging opportunities. Our findings can contribute to research on vision development and vision content. Furthermore, they can inform a recent discussion in the KM community to guide KM activities in organizations.

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“…For example, Kukkurainen et al (2012) found in their study that factors related to vision and challenged the leaders during the vision implementation process included workload, experience of stress, work motivation, work satisfaction, importance of work dependence and general empowerment. Moreover, Kohles et al (2012) found that leader-follower communication regarding vision is important in their study of a health maintenance organisation. But only some authors took the step to explicitly describe what should be included in a vision and what characteristics a vision should have.…”

Section: Background Literaturementioning

confidence: 99%

An analysis of CEO visions in Thailand

Kantamara

Saratun

2017

IJBIR

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Abstract:The purpose of this paper is to examine whether Thai organisational leaders develop a vision for their organisation and people. It also explores the nature of these visions to see if corporate sustainability is mentioned in the content of these visions, since this issue has been receiving more attention these days. The sample of the study comprises of 298 CEOs, or other senior representatives as assigned by the CEOs, and business owners who were asked to respond to a questionnaire containing questions regarding organisational visions. All respondents are members of the Thai Chamber of Commerce, which assisted with this study. The findings indicate that the themes of the visions obtained still focus on business-related topics. However, the content related to sustainability seems to emerge. The rationale for these findings and recommendation for further study are also discussed.

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A follower-centric approach to the vision integration process

Cited by 71 publications

References 79 publications

The role of leaders in inducing and maintaining cooperation: The CC strategy

The role of leaders in inducing and maintaining cooperation: The CC strategy

Identifying Knowledge Enablers in Organizational Visions: A Synthesis of Theory and Practice

An analysis of CEO visions in Thailand

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