576
Views
1
CrossRef citations to date
0
Altmetric
ORIGINAL RESEARCH

How and When Does Visionary Leadership Promote Followers’ Taking Charge? The Roles of Inclusion of Leader in Self and Future Orientation

, , ORCID Icon & ORCID Icon
Pages 1917-1929 | Received 18 Mar 2022, Accepted 16 Jul 2022, Published online: 28 Jul 2022

References

  • Wang Q, Wang J, Zhou X, Li F, Wang M. How inclusive leadership enhances follower taking charge: the mediating role of affective commitment and the moderating role of traditionality. Psychol Res Behav Manag. 2020;13:1103–1114. doi:10.2147/PRBM.S280911
  • Xu AJ, Loi R, Chow CW. Does taking charge help or harm employees’ promotability and visibility? An investigation from supervisors’ status perspective. J Appl Psychol. 2022. doi:10.1037/apl0000752
  • Fuller JB Jr, Marler LE, Hester K. Bridge building within the province of proactivity. J Organ Behav. 2012;33(8):1053–1070. doi:10.1002/job.1780
  • McFarland LA, Reeves S, Porr WB, Ployhart RE. Impact of the COVID-19 pandemic on job search behavior: an event transition perspective. J Appl Psychol. 2020;105(11):1207–1217. doi:10.1037/apl0000782
  • Hu J, He W, Zhou K. The mind, the heart, and the leader in times of crisis: how and when COVID-19-triggered mortality salience relates to state anxiety, job engagement, and prosocial behavior. J Appl Psychol. 2020;105(11):1218–1233. doi:10.1037/apl0000620
  • Liu D, Chen Y, Li N. Tackling the negative impact of COVID-19 on work engagement and taking charge: a multi-study investigation of frontline health workers. J Appl Psychol. 2021;106(2):185–198. doi:10.1037/apl0000866
  • Bindl UK, Parker SK, Sonnentag S, Stride CB. Managing your feelings at work, for a reason: the role of individual motives in affect regulation for performance-related outcomes at work. J Organ Behav. 2022. doi:10.1002/job.2628
  • Eseryel UY, Crowston K, Heckman R. Functional and visionary leadership in self-managing virtual teams. Group Organ Manag. 2021;46(2):424–460. doi:10.1177/1059601120955034
  • Chen H, Yuan Y. The study of the relationships of teacher’s creative teaching, imagination, and principal’s visionary leadership. SAGE Open. 2021;11:3. doi:10.1177/21582440211029932
  • Makhrus M, Sunardi O, Retnowati R. Increasing teachers’ creativity through the development of organizational culture, empowerment, and visionary leadership of school principles. Int J Soc Manag Stud. 2022;3(2):20–33.
  • Van der Voet J, Steijn B. Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion. Public Manag Rev. 2021;23:1–20.
  • Kehr HM, Voigt J, Rawolle M. Implicit motives as the missing link between visionary leadership, approach and avoidance motivation, and vision pursuit. Organ Psychol Rev. 2022;12(2):135–161. doi:10.1177/20413866211061364
  • Ismail H, El Irani M, Kertechian KS. Green HRM and nongreen outcomes: the mediating role of visionary leadership in Asia. Int J Manpow. 2021. doi:10.1108/IJM-04-2020-0162
  • Luo YJ, Li YP, Choi JN, Du J. Visionary leadership effectiveness: moderating roles of power distance and middle-way thinking. Soc Behav Pers. 2021;48(12):1–12. doi:10.2224/sbp.9593
  • Taylor CM, Cornelius CJ, Colvin K. Visionary leadership and its relationship to organizational effectiveness. Leadersh Organ Dev J. 2014;35(6):566–583. doi:10.1108/LODJ-10-2012-0130
  • AlKayid K, Selem KM, Shehata AE, Tan CC. Leader vision, organizational inertia and service hotel employee creativity: role of knowledge-donating. Curr Psychol. 2022;1–13. doi:10.1007/s12144-022-02743-6
  • Zhou L, Zhao S, Tian F, Zhang X, Chen S. Visionary leadership and follower creativity in China. Int J Manpow. 2018;39(1):93–105. doi:10.1108/IJM-04-2016-0092
  • Ates N, Tarakci M, Porck J, Knippenberg D, Groenen P. The dark side of visionary leadership in strategy implementation: strategic alignment, strategic consensus, and commitment. J Manage. 2020;46(5):637–665. doi:10.1177/0149206318811567
  • Ehrhart MG, Klein KJ. Predicting followers’ preferences for charismatic leadership: the influence of follower values and personality. Leadersh Q. 2001;12(2):153–179. doi:10.1016/S1048-9843(01)00074-1
  • Maran TK, Baldegger U, Klösel K. Turning visions into results: unraveling the distinctive paths of leading with vision and autonomy to goal achievement. Leadersh Organ Dev J. 2022;43(1):133–154. doi:10.1108/LODJ-06-2021-0268
  • van Knippenberg D, van Knippenberg B, De Cremer D, Hogg MA. Leadership, self, and identity: a review and research agenda. Leadersh Q. 2004;15(6):825–856. doi:10.1016/j.leaqua.2004.09.002
  • Dansereau F, Seitz SR, Chiu CY, Shaughnessy B, Yammarino FJ. What makes leadership, leadership? Using self-expansion theory to integrate traditional and contemporary approaches. Leadersh Q. 2013;24(6):798–821. doi:10.1016/j.leaqua.2013.10.008
  • Aron A, Aron EN. Love and the Expansion of Self: Understanding Attraction and Satisfaction. New York: Hemisphere Publishing Corp/Harper and Row Publishers; 1986.
  • Aron A, Aron EN, Tudor M, Nelson G. Close relationships as including other in the self. J Pers Soc Psychol. 1991;60(2):241–253. doi:10.1037/0022-3514.60.2.241
  • Aron A, McLaughlin-Volpe T, Mashek D, Lewandowski G, Wright SC, Aron EN. Including others in the self. Eur Rev Soc Psychol. 2004;15(1):101–132. doi:10.1080/10463280440000008
  • Margolis JA, Ziegert JC. Vertical flow of collectivistic leadership: an examination of the cascade of visionary leadership across levels. Leadersh Q. 2016;27(2):334–348. doi:10.1016/j.leaqua.2016.01.005
  • Islam T, Ahmed I, Usman A, Ali M. Abusive supervision and knowledge hiding: the moderating roles of future orientation and Islamic work ethics. Manag Res News. 2021;44(12):1565–1582.
  • Yang J, Lin C, Fang S, Huang C. An uncertainty management theory on the effects of abusive supervision: the moderating role of future orientation. Manag Decis. 2019;57(11):3079–3095. doi:10.1108/MD-06-2017-0604
  • Zheng L, Chen Y, Gan Y. Problem solving: helping understand why future orientation regulates emotion and benefits performances. Curr Psychol. 2022. doi:10.1007/s12144-022-02983-6
  • Berson Y, Shamir B, Avolio BJ, Popper M. The relationship between vision strength, leadership style, and context. Leadersh Q. 2001;12(1):53–73. doi:10.1016/S1048-9843(01)00064-9
  • van Knippenberg D, Stam D. Visionary Leadership. The Oxford handbook of leadership and organizations; 2014.
  • Stam DA, van Knippenberg D, Wisse B. The role of regulatory fit in visionary leadership. J Organ Behav. 2010;31(4):499–518. doi:10.1002/job.624
  • Venus M, Johnson RE, Zhang S, Wang XH, Lanaj K. Seeing the big picture: a within-person examination of leader construal level and vision communication. J Manage. 2019;45(7):2666–2684. doi:10.1177/0149206318761576
  • Fay D, Sonnentag S. A look back to move ahead: new directions for research on proactive performance and other discretionary work behaviours. Appl Psychol. 2010;59(1):1–20. doi:10.1111/j.1464-0597.2009.00413.x
  • Venus M, Stam D, van Knippenberg D. Leader emotion as a catalyst of effective leader communication of visions, value-laden messages, and goals. Organ Behav Hum Decis Process. 2013;122(1):53–68. doi:10.1016/j.obhdp.2013.03.009
  • Aron A, Aron EN. Self and self-expansion in relationships. In: Fletcher GJ, Fitness J, editors. Knowledge Structures in Close Relationships: A Social Psychological Approach. London: Psychology Press; 1996.
  • Kearney E, Shemla M, van Knippenberg D, Scholz FA. A paradox perspective on the interactive effects of visionary and empowering leadership. Organ Behav Hum Decis Process. 2019;155:20–30. doi:10.1016/j.obhdp.2019.01.001
  • Kantabutra S, Avery GC. Vision effects in customer and staff satisfaction: an empirical investigation. Leadersh Organ Dev J. 2007;28(3):209–229. doi:10.1108/01437730710739648
  • Mascareño J, Rietzschel E, Wisse B. Envisioning innovation: does visionary leadership engender team innovative performance through goal alignment? Creativity Innov Manag. 2020;29(1):33–48. doi:10.1111/caim.12341
  • Zheng L, Lippke S, Chen Y, Li D, Gan Y. Future orientation buffers depression in daily and specific stress. PsyCh J. 2019;8(3):342–352. doi:10.1002/pchj.283
  • Hofstede GH. Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Thousand Oaks, CA: Sage; 2001.
  • Chen FF, Jing Y, Lee JM. The looks of a leader: competent and trustworthy, but not dominant. J Exp Soc Psychol. 2014;51(2):27–33. doi:10.1016/j.jesp.2013.10.008
  • Brislin RW. Translation and content analysis of oral and written material. In: Triandis HC, Berry JW, editors. Handbook of Cross-Cultural Psychology. Boston, MA: Allyn & Bacon; 1980:389–444.
  • Aron A, Aron EN, Smollan D. Inclusion of other in the self scale and the structure of interpersonal closeness. J Pers Soc Psychol. 1992;63(4):596–612. doi:10.1037/0022-3514.63.4.596
  • Gino F, Galinsky AD. Vicarious dishonesty: when psychological closeness creates distance from one’s moral compass. Organ Behav Hum Decis Process. 2012;119(1):15–26. doi:10.1016/j.obhdp.2012.03.011
  • Biondolillo M, Epstein L. Constructing a performance measure of future time orientation. J Pers Assess. 2021;103(2):278–288. doi:10.1080/00223891.2019.1705843
  • Little TD, Cunningham WA, Shahar G, Widaman KF. To parcel or not to parcel: exploring the question, weighing the merits. Struct Equ Model. 2002;9(2):151–173. doi:10.1207/S15328007SEM0902_1
  • Dennerlein T, Kirkman BL. The hidden dark side of empowering leadership: the moderating role of hindrance stressors in explaining when empowering employees can promote moral disengagement and unethical pro-organizational behavior. J Appl Psychol. 2022. doi:10.1037/apl0001013
  • Sherf EN, Venkataramani V, Gajendran RS. Too busy to be fair? The effect of workload and rewards on managers’ justice rule adherence. Acad Manag J. 2019;62(2):469–502. doi:10.5465/amj.2016.1061
  • Podsakoff PM, MacKenzie SB, Podsakoff NP. Sources of method bias in social science research and recommendations on how to control it. Ann Rev Psychol. 2012;63(1):539–569. doi:10.1146/annurev-psych-120710-100452
  • Hayes AF. Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach. New York: Guilford Press; 2013.
  • Preacher KJ, Hayes AF. SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behav Res Methods Instrum Comput. 2004;36(4):717–731. doi:10.3758/BF03206553
  • Carton AM, Lucas BJ. How can leaders overcome the blurry vision bias? Identifying an antidote to the paradox of vision communication. Acad Manag J. 2018;61(6):2106–2129. doi:10.5465/amj.2015.0375
  • Gochmann V, Stam D, Shemla M. The boundaries of vision communication—The effects of vision-task goal-alignment on leaders’ effectiveness. J Appl Soc Psychol. 2022;52(5):263–276. doi:10.1111/jasp.12855
  • Kumar N, Liu Z, Jin Y. Evaluation of employee empowerment on taking charge behaviour: an application of perceived organizational support as a moderator. Psychol Res Behav Manag. 2022;15:1055–1066. doi:10.2147/PRBM.S355326
  • Stouten J, Rousseau DM, De Cremer D. Successful organizational change: integrating the management practice and scholarly literatures. Acad Manag Ann. 2018;12(2):752–788. doi:10.5465/annals.2016.0095
  • Cummins AM, Denney-Wilson E, Homer CSE. The challenge of employing and managing new graduate midwives in midwifery group practices in hospitals. J Nurs Manag. 2016;24(5):614–623. doi:10.1111/jonm.12364
  • Li WD, Li S, Feng J, et al. Can becoming a leader change your personality? An investigation with two longitudinal studies from a role-based perspective. J Appl Psychol. 2021;106(6):882–901. doi:10.1037/apl0000808