The origins of vision

By Jill M. Strange, Michael D. Mumford. 2002

170 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/86a49f0cd0f5d39eccefb93e9ed83dc68b8ae665

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Leadership Style and Organizational Learning: The Mediate Effect of School Vision. (2010, background): “Vision is considered the starting point of transformation processes (e.g. Collins and Porras, 1994; Hunt, 1991; Kotter, 1990; Strange and Mumford, 2002, 2005; Dinham, JEA 48,1 12 2005), and a crucial basis for action for leaders of learning organizations (e.g. Johnson, 2002; Senge et al., 1994;…”
Charismatic, ideological, and pragmatic leadership: Multi-level influences on emergence and performance (2008, background): “These observations led Mumford and his colleagues (Mumford, 2006; Mumford & Van Doorn, 2001; Strange & Mumford, 2002) to argue that we might need to examine alternative pathways to, or alternative types of, outstanding leadership.”
Leadership Styles and Organizational Citizenship Behavior: The Mediating Effect of Subordinates' Competence and Downward Influence Tactics (2012, background): “…leadership researchers suggest that an effective leader should be able to articulate vision, instill trust, belief, loyalty and lead employees’ talents directly towards achieving the organizational goals (Kirkpatrick & Locke, 1996; Strange & Mumford, 2002; Levin, 1999; Bennis, 2002; DePree, 2002).”
Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams (2015, background): “While individuals within management teams will likely interpret change differently, ultimately, consensus needs to be built around an envisioned future (Strange & Mumford, 2002).”
A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance (2014, background): “…1997; Filion, 1991; Kirkpatrick & Locke, 1996; Kirkpatrick, Wofford, & Baum, 2002; Larwood, Falbe, Kriger, & Miesing, 1995; Shamir et al., 1993; Strange & Mumford, 2002); however, we have focused on dimensions that are rarely studied yet still central to what make visions and values distinct…”
Problem identification and construction: What do we know, what is the future? (2009, background): “Leadership research emphasizes the role of leaders in creating and communicating a vision (Bass, 1990; Strange & Mumford, 2002).”
A propulsion model of creative leadership (2003, background): “They are transformational in character (Bass, 1998), and the leaders that implement them are likely to be charismatic (Strange & Mumford, 2002).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “…leading them to specifically state that ‘ideological leadership can be viewed as a subtype of charismatic leadership’, a ‘form . . . where greater emphasis is placed on values and standards in vision formation than is typically the case for charismatic leaders’ (Strange and Mumford 2002, p. 373).”
Uncertainty avoidance moderates the relationship between transformational leadership and innovation: A meta-analysis (2019, background): “Transformational leadership has been identified as a key capability for promoting employee innovation (Mumford, Scott, Gaddis, & Strange, 2002).”
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking (2012, background): “…Weick 1988, 1995), and the sensemaking process has demonstrated utility in the leadership decision-making literature (Mumford et al. 2007a, 2009; Strange and Mumford 2005), there lacks an equally well-defined literature that demonstrates specific, trainable sensemaking strategies to be applied…”
Relationships between leadership style and vision content: The moderating role of need for social approval, self-monitoring, and need for social power (2007, background): “Examining these constructs' influence as moderating or mediating variables represents an important opportunity to expand on the work of Berson et al. (2001), as well as other work on vision (e.g., Den Hartog & Verburg, 1997; Strange & Mumford, 2002).”
A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment (2006, background): “The creation and communication of a vision is one of the most prominent characteristics of charismatic leadership (Conger & Kanungo, 1998; Rafferty & Griffin, 2004; Strange & Mumford, 2002, 2005).”
The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. (2007, background): “Themes of enhanced personal power in a hostile world characterize the visions of destructive leaders and are associated with negative life events (Strange & Mumford, 2002), as discussed below.”