Enhancing our understanding of vision in organizations: Toward an integration of leader and follower processes

Yair Berson, David Waldman, Craig L. Pearce

Research output: Contribution to journalArticle

7 Citations (Scopus)

Abstract

We put forth a theoretical model that considers alternative paths toward the formation of vision in collectives. We view vision as being shaped by a combination of hierarchical leader vision and shared leadership processes involving followers. As such, these paths balance leader- and follower-centric approaches to understand the formation of vision. A feature of our approach is that we emphasize some key processes and moderators; specifically, the role of the content of the vision of the leader, leader deontic fairness, and collective identification among members of the collective. We consider research implications including the measurement of shared vision, as well as practical implications pertaining to its relevance for such important outcomes as organizational learning.

Original languageEnglish (US)
Pages (from-to)171-191
Number of pages21
JournalOrganizational Psychology Review
Volume6
Issue number2
DOIs
StatePublished - 2016

Fingerprint

Theoretical Models
Learning
Research
Follower
Identification (Psychology)
Shared leadership
Organizational learning
Shared vision
Fairness
Moderator

Keywords

  • Leadership
  • Shared leadership
  • Shared vision

ASJC Scopus subject areas

  • Applied Psychology
  • Social Psychology
  • Organizational Behavior and Human Resource Management

Cite this

Enhancing our understanding of vision in organizations : Toward an integration of leader and follower processes. / Berson, Yair; Waldman, David; Pearce, Craig L.

In: Organizational Psychology Review, Vol. 6, No. 2, 2016, p. 171-191.

Research output: Contribution to journalArticle

@article{e749024d69e44764bad1cc9b878abed7,
title = "Enhancing our understanding of vision in organizations: Toward an integration of leader and follower processes",
abstract = "We put forth a theoretical model that considers alternative paths toward the formation of vision in collectives. We view vision as being shaped by a combination of hierarchical leader vision and shared leadership processes involving followers. As such, these paths balance leader- and follower-centric approaches to understand the formation of vision. A feature of our approach is that we emphasize some key processes and moderators; specifically, the role of the content of the vision of the leader, leader deontic fairness, and collective identification among members of the collective. We consider research implications including the measurement of shared vision, as well as practical implications pertaining to its relevance for such important outcomes as organizational learning.",
keywords = "Leadership, Shared leadership, Shared vision",
author = "Yair Berson and David Waldman and Pearce, {Craig L.}",
year = "2016",
doi = "10.1177/2041386615583736",
language = "English (US)",
volume = "6",
pages = "171--191",
journal = "Organizational Psychology Review",
issn = "2041-3866",
publisher = "SAGE Publications Inc.",
number = "2",

}

TY - JOUR

T1 - Enhancing our understanding of vision in organizations

T2 - Toward an integration of leader and follower processes

AU - Berson, Yair

AU - Waldman, David

AU - Pearce, Craig L.

PY - 2016

Y1 - 2016

N2 - We put forth a theoretical model that considers alternative paths toward the formation of vision in collectives. We view vision as being shaped by a combination of hierarchical leader vision and shared leadership processes involving followers. As such, these paths balance leader- and follower-centric approaches to understand the formation of vision. A feature of our approach is that we emphasize some key processes and moderators; specifically, the role of the content of the vision of the leader, leader deontic fairness, and collective identification among members of the collective. We consider research implications including the measurement of shared vision, as well as practical implications pertaining to its relevance for such important outcomes as organizational learning.

AB - We put forth a theoretical model that considers alternative paths toward the formation of vision in collectives. We view vision as being shaped by a combination of hierarchical leader vision and shared leadership processes involving followers. As such, these paths balance leader- and follower-centric approaches to understand the formation of vision. A feature of our approach is that we emphasize some key processes and moderators; specifically, the role of the content of the vision of the leader, leader deontic fairness, and collective identification among members of the collective. We consider research implications including the measurement of shared vision, as well as practical implications pertaining to its relevance for such important outcomes as organizational learning.

KW - Leadership

KW - Shared leadership

KW - Shared vision

UR - http://www.scopus.com/inward/record.url?scp=84978761767&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84978761767&partnerID=8YFLogxK

U2 - 10.1177/2041386615583736

DO - 10.1177/2041386615583736

M3 - Article

AN - SCOPUS:84978761767

VL - 6

SP - 171

EP - 191

JO - Organizational Psychology Review

JF - Organizational Psychology Review

SN - 2041-3866

IS - 2

ER -