The origins of vision: Effects of reflection, models, and analysis

By Jill M. Strange, Michael D. Mumford. 2005

202 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9bceb418e441dbec178e8e2dfadef817ce0b73ec

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Citations in the corpus

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).”
Leading with emotional labor (2008, unknown): “Likewise, Strange and Mumford (2005) used an experimental design to show that strong vision statements were more affectively engaging.”
A 25-year perspective on levels of analysis in leadership research (2014, unknown): “…leaders are very rational, focusing on the present (Bedell-Avers, Hunter, & Mumford, 2008; Eubanks et al., 2010; Hunter, Bedell-Avers, & Mumford, 2009; Ligon, Hunter, & Mumford, 2008; Mumford, 2006; Mumford, Antes, Caughron, & Friedrich, 2008; Mumford & Van Doorn, 2001; Strange & Mumford, 2005).”
Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams (2015, background): “The development of a viable prescriptivemental model provides a basis for vision formation in a crisis (Mumford & Strange, 2002; Strange & Mumford, 2005).”
Creativity and Planning: Training Interventions to Develop Creative Problem-Solving Skills (2006, background): “Evidence bearing on the construct validity of this measure has been provided by Scott et al. (2005) and Strange and Mumford (2005).”
Social Innovation: Enhancing Creative Performance Through Causal Analysis (2007, background): “Strange and Mumford (2005) asked undergraduates to formulate a vision statement for a new experimental school to be presented in a speech to students, parents, and teachers.”
Reflection as a strategy to enhance task performance after feedback (2009, background): “The other study (Strange & Mumford, 2005), investigating the role of reflection in vision formation in leaders, found that reflection led to better vision formation only when leaders were exposed to external information on appropriate models.”
How Do They Manage? An Investigation of Early Childhood Leadership (2013, background): “Recent theories of leadership have included multiple intelligences as forms of leadership (Gardner, 1995); transactional or transformational leadership that creates positive change in followers (Avolio and Bass, 2002); visionary leadership (Sashkin, 1988; Strange and Mumford, 2005).”
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;…”
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking (2012, background): “It requires that leaders are equipped with skills that help them navigate ethical dilemmas vis-à-vis sensemaking, as sensemaking is the basis for leader decision-making under these circumstances (Mumford et al. 2007a, 2009; Strange and Mumford 2005).”
Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems ☆ (2007, background): “Looking at the development of effective leader vision, Strange & Mumford (2005) found that vision emerged in a process where leaders reflected on the fortunes of past goals and behaviors in deriving mental models for the future.”