Shared Vision

Author: Ph. E. D Roueche
Publisher: Rowman & Littlefield
ISBN: 1475814364
Size: 74.93 MB
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Based on a study of 256 exemplary community college presidents, this book examines the attributes of outstanding leaders and their ability to orchestrate organizational change. Chapter 1 provides the background for the study, emphasizes the importance of leadership, and identifies attributes common to transformational leaders; that is, leaders who work with their followers so that each raises the other to higher levels of motivation and morality. Chapter 2 summarizes leadership theory and offers a discussion of transformational leadership and its place in a rapidly changing society. After chapter 3 reviews the study methodology, chapters 4 and 5 present findings on the demographic and leadership characteristics of the presidents selected for in-depth study. Chapters 6 through 10 discuss key elements of transformational leadership, including shared vision, teamwork and collaborative decision making, institutional climate and the relationship between the institution and the individuals within it, motivation as a means of achieving followers' acceptance of the shared vision, and personal values, integrity, and commitment to learning. Chapter 11 examines women in community college leadership roles. Finally, chapter 12 presents a summary of the research, a discussion of the problems faced by minority leaders, and a review of study implications. The survey instruments and an eighty-five-item bibliography are appended.

The Impact Of Shared Vision On Leadership Engagement And Organizational Citizenship

Author: Richard Eleftherios Boyatzis
Publisher:
ISBN: 2889196712
Size: 29.13 MB
Format: PDF, Kindle
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According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching.

A Shared Vision

Author: David W. Lankshear
Publisher: Church House Publishing
ISBN: 9780715148150
Size: 73.34 MB
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After recent changes in the world of education it has become increasingly difficult to retain a clear vision of what it means to be involved in a Church of England or Church in Wales school. This booklet should be of interest to clergy, parents and others involved with Church school education.

Making Change Happen

Author: Bill Lamperes
Publisher: R&L Education
ISBN: 9781578861743
Size: 41.44 MB
Format: PDF, Kindle
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Educators will find more than sixty strategies and reflections to help guide the success of any new or experienced school leader. Beginning with methods of assessing the organization's culture, the book expands on ways to empower staff, students, and community members to embrace change. It is filled with creative approaches that make more out of less, work with individuals from an asset model, and assess results. This book examines the process used by one Colorado school to achieve two, five-year visions and to change its image in the community. Once staff, students, parents, and community stakeholders "catch the vision," programs, people and resources are aligned to promote success. As a result, the school, once slated for the financial chopping block, effectively moved from potential closure to national recognition as an exemplary program. Like its unique programs, most of the visions strategies can be replicated and adapted to any organizational setting. For aspiring or veteran principals or school leaders.

Shared Vision

Author: Norm Coleman
Publisher: Bookhouse Fulfillment
ISBN: 9781931646284
Size: 28.71 MB
Format: PDF, ePub, Mobi
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An Examination Of Shared Vision In The School Improvement Process Of One Indiana High School

Author: Linda J. Coleman
Publisher: ProQuest
ISBN: 0549303502
Size: 18.81 MB
Format: PDF, ePub
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Analyses revealed that there was a gap between the formal vision and the vision-in-use. Some other findings included: a concern over vision leadership, a difference in experience between veteran and newer teachers, and the existence of a competing vision. Vision adoption and implementation was influenced by: new ideas, new staff members, and proof of success.

Power And Restraint

Author: Richard Rosecrance
Publisher: PublicAffairs
ISBN: 0786741430
Size: 15.23 MB
Format: PDF, ePub, Docs
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Over several years, some of the most distinguished Chinese and American scholars have engaged in a major research project, sponsored by the China–U.S. Exchange Foundation (USEF), to address the big bilateral and global issues the two countries face. Historically, the ascension of a great power has resulted in armed conflict. This group of scholars—experts in politics, economics, international security, and environmental studies—set out to establish consensus on potentially contentious issues and elaborate areas where the two nations can work together to achieve common goals. Featuring essays on global warming, trade relations, Taiwan, democratization, WMDs and bilateral humanitarian intervention, Power and Restraint finds that China and the United States can exist side by side and establish mutual understanding to better cope with the common challenges they face.