Organizational Vision and Visionary Organizations

Leader Purposefulness within Servant Leadership: Examining the Effect of Servant Leadership, Leader Follower-Focus, Leader Goal-Orientation, and Leader Purposefulness in a Large U.S. Healthcare Organization

“…Bordas makes a similar argument: "A person cannot adopt the purpose of another, each must find his or her own" [29] (p. 181). Such arguments affirm that purpose is not just an organizational level issue [26], but also a matter for leaders to take seriously at the individual level. On this point George writes: "Without a real sense of purpose, leaders are at the mercy of their egos and are vulnerable to narcissistic impulses.…”

“…For example, Collins and Porras [26] argue for the importance of purpose at an organizational level, and note that purpose is a natural outgrowth of an organization's core values and beliefs that provides a motivating factor for organizational members. Rather than organizations needing to set or create purpose, Collins and Porras argue that organizations must simply recognize or discover the purpose that is already present.…”

Pacific Regional Order

“…Collins and Porras suggest that there should be two components to any new vision: a guiding philosophy, and the detailed plans, or tangible images, of the vision (Collins and Porras 1991). This book has proposed that the Pacific's guiding philosophy should be the pursuit of regional integration through the Forum, so that the Forum follows, and improves on, the European Union model of regional order.…”

The structuration of managing for results : a practice perspective on middle managers in the Dutch central government

“…It is important to provide projects with learning goals as learning goals built higher commitment and lead to higher performance than performance goals alone (Locke & Latham 2002). Also, learning goals relate to normative visions and we know that appeals to normative visions are better at accomplishing radical change (Collins & Porras 1991 In this case the role of top management in the change process, in particular the SG was very strong. Though the minister and vice SG also supported the change process.…”

“…A clear understanding of the new destination and of how to get to that destination may give an organization the confidence to push ahead rapidly with change, whereas "lack of clarity and lack of expertise may promote lack of sureness and slower, almost experimental steps" (Greenwood & Hinings 1996: 1040. For this reason, appeals to normative visions are better at accomplishing radical change than blatantly prescribed compliance (Collins & Porras 1991 Greenwood and Hinings (1996) more likely that if change occurs it will be revolutionary. However, we must not ignore the embeddedness of organizations and individuals in multiple systems (Giddens 1986).…”