A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance
By Andrew M. Carton, C. Murphy, Jonathan R. Clark. 2014
258 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/1ad30533f21ee9135170297865dbd52d93ffa95a
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- K. Krahnke
- Jonathan R. Latham
- Sharon Clinebell
- Andrew M. Carton
- Nüfer Yasin Ates
- Jianfeng Jia
- Huanxin Liu
- D. van Knippenberg
Citations in the corpus
- The Continuous Mediating Effects of GHRM on Employees’ Green Passion via Transformational Leadership and Green Creativity (2018, background): “Leaders have an important influence on the formulation of HRM concepts, goals, and policies [55], but HRM practices have become an important platform for senior managers to deliver organizational strategies and visions [56].”
- The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment (2018, background): “Core to leadership is its role in mobilizing and motivating followers for collective objectives (Yukl, 2012), and nowhere is this more explicit than in the notion of visionary leadership (Carton et al., 2014; Larwood et al., 1995).”
- “I’m Not Mopping the Floors, I’m Putting a Man on the Moon”: How NASA Leaders Enhanced the Meaningfulness of Work by Changing the Meaning of Work (2018, background): “Yet for individuals from various specializations to be properly coordinated, they must focus on the same ends (the organization’s) so that they generate meaning collectively (Weick and Roberts, 1993; Carton, Murphy, and Clark, 2014).”
- Spiritual leadership as a model for performance excellence: a study of Baldrige award recipients (2017, background): “Vision refers to “a vibrant, idealized, ‘verbal portrait’ of what the organization aspires to one day achieve” (Carton, Murphy, and Clark 2014, 1544).”