Visionary Leadership Theories
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An Overview
Visionary leadership theory rose to prominance in 1980-90s, and can be traced back to the political sociology writings of Max Weber[1] and James MacGregor Burns[2].
Visionary leadership models have a dual focus on who a leader is as well as what a leader does, merging both the trait and behavioral theories of leadership. Yet, the models go further. Early theories of leadership focused on influencing others to achieve good results, yet the results being sought were readily achievable and the means of achieving them were known. Visionary leadership by contrast involves rallying people behind a dream or vision of something that as yet has been out of reach.
Personal Characteristics of Visionary Leaders
Visionary leaders are likely to have many of the following personal characteristics:
- A deep sense of personal purpose[3] coupled with an unshakable self-confidence[4] in the ability to realise this purpose.
- A strong desire to take charge and make things happen, without being overly bossy[5].
- A strong social presence[6] and superb oral communication skills[7], often coupled with a reputation of unconventional behaviour[8].
- A sensitivity to how people are feeling[9] and an ability to influence others at a one-on-one level through relational power[10].
- A willingness to take personal risks and make sacrifices in order to realise their vision[11].
In short, visionary leaders are confident, purpose driven people, who can connect well with others and mobilise them into action. These characteristics emerge in different ways with different people as illustrated by such notable figures as Bob Hawke, Sir Richard Branson, Mahatma Gandhi, Martin Luther King, Jr. and Aung San Suu Kyi.
Behavioural Components of Visionary Leadership
Behavioural elements of transformational leadership common across various models include:
- Being able to communicate a clear vision of the future along with the gap between that vision and current realities, in compelling and contextually relevant ways[12].
- Helping people to find purpose and meaning in their life through pursuit of this vision[13].
- Overtly modeling the values and attitudes needed in your own behaviour[14].
- Communicating clear and high standards regarding what you expect from those around you[15].
- Empowering staff with the authority to create innovative ways of realising the vision, whilst helping staff align their ideas with the broader organisational solutions[16].
- Engaging others in strategic and creative thinking around the realisation of the vision[17].
- Using a caring and coaching style of leadership in one-on-one settings, empathising with the situation of staff whilst drawing forth creative solutions from the staff themselves[18].
- Recognising staff achievements and desired behaviours in personally meaningful ways.[19]
Common Visionary Leadership Models
Charismatic Leadership
Charismatic leadership occurs when followers attribute a leaders behavior to extraordinary qualities that they believe the leader possesses. The term charismatic is an ancient Greek word that means, gifted - or more specifically gifted by the gods.
Charisma is neither a personal trait, nor a behavior - although both contribute charismatic leadership. Rather, charisma emerges from the meaning that others place on our behavior and our habitual tendencies. It is follower perception that ultimately creates charismatic leadership.
It is not surprising then that being sensitive to the needs, frustrations, hopes and dreams of others is the first behavioral tendency that is likely to lead followers to view a leader as charismatic. Vision matters, but only when it emotionally resonates with the existing mental state of those being led. This is why Martin Luther King's (Jr), I have a dream speech was able to capture the hearts and minds of so many, while many of the corporate vision statements that adorn the walls of companies do not. Leaders wanting to enhance their charismatic appeal, would do well to first see the world from the eyes of those being led, and then frame a dual message that:
- Shows you understand what life is like for them (senitivity to followers).
- Offers hope of a more appealing future (vision).
It also appears that such emotionally connected behavior is more likely to be considered charismatic if it is coupled with three other habitual actions:
- Personal risk in pursuit of the vision.
- Unconventional behavior.
- Astute reading of organizational realities and constraints, with an ability to work within these.
Transformational Leadership
Transformational leadership does not replace more day-to-day leadership practices advocated by earlier theories. In transformational leadership theory, these are referred to as transactional leadership behaviours. Rather transformational leadership adds a new, more futures-orientated and large-scale dimension to transactional behaviours. Further, it adds the coaching style of leadership, to a leader’s one-on-one leadership repertoire.
Exemplary Leadership
Research Support for Visionary Leadership
The research support for transformational leadership is overwhelmingly impressive. However, transformational leadership is not always needed and is not always beneficial, working best when:
- What you want staff to do has a values and attitudinal component.
- The organisation and its staff are experiencing times of hardship, stress or uncertainty.
The charismatic nature of visionary leaders can breed devotion and dependency. When the leader leaves, everything falls apart. This has led leadership researchers to move beyond transformational models to more self effacing and collective leadership approaches.
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References
- ↑ Weber, M. (1947). The Theory of Social and Economic Organization, Oxford University Press.
- ↑ Burns, J. (1979). Leadership, Harper Row.
- ↑ Conger, J. & Kanungo, R (1988). Charismatic leadership: The elusive factor in organizational effectiveness, Jossey-Bass
- ↑ Hoffman, B. & Frost, B. (2006). Multiple intelligences of transformational leaders, International Journal of Manpower, 27, 1, 37-51.
- ↑ Hoffman, B. & Frost, B. (2006). Multiple intelligences of transformational leaders, International Journal of Manpower, 27, 1, 37-51; House, R. Spangler, D. & Woycke, J. (1991). Personality & charisma in the US presidency, Administrative Science Quarterly, 36, 364-396.
- ↑ Hoffman, B. & Frost, B. (2006). Multiple intelligences of transformational leaders, International Journal of Manpower, 27, 1, 37-51
- ↑ Shamir, B. & House, R. (1989). The rhetoric of charismatic leadership, Leadership Quarterly, 5, 25-42.
- ↑ Conger, J. & Kanuno, R. (1998). Charismatic leadership in organizations, Sage.
- ↑ Conger, J. & Kanuno, R. (1998). Charismatic leadership in organizations, Sage.
- ↑ Achua, C. & Lussier R. (2004). Leadership: Theory, application, skill development, Thomson.
- ↑ DuBrin, A. (2002). Leadership: Research, findings, practice and skills, Houghton Mifflin.
- ↑ Sashkin, M. (2004). Transformational leadership approaches: A review and synthesis, in J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership. (pp. 171–196). Thousand Oaks, CA: Sage.
- ↑ Pierce, J. & Newstrom, J. (2003). Leaders and the leadership process. Reading, self assessments and applications, McGraw-Hill.
- ↑ Achua, C. & Lussier R. (2004). Leadership: Theory, application, skill development, Thomson.
- ↑ Kouzes, J. & Posner, B. (2007). The Leadership Challenge, Wiley; Bass, B. & Riggio, R. (2006). Transformational Leadership , Routledge.
- ↑ Conger, J. (1989). The Charismatic Leader, Jossey-Bass; Kouzes, J. & Posner, B. (2007). The Leadership Challenge, Wiley
- ↑ Bass, B. & Riggio, R. (2006). Transformational Leadership , Routledge
- ↑ Bass, B. & Riggio, R. (2006). Transformational Leadership , Routledge
- ↑ Kouzes, J. & Posner, B. (2007). The Leadership Challenge, Wiley
