LEADER 04324nam 2200469z- 450 001 9910137087803321 005 20210211 035 $a(CKB)3710000000824757 035 $a(oapen)https://directory.doabooks.org/handle/20.500.12854/50012 035 $a(oapen)doab50012 035 $a(EXLCZ)993710000000824757 100 $a20202102d2015 |y 0 101 0 $aeng 135 $aurmn|---annan 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aThe Impact of Shared Vision on Leadership, Engagement, Organizational Citizenship and Coaching 210 $cFrontiers Media SA$d2015 215 $a1 online resource (199 p.) 225 1 $aFrontiers Research Topics 311 08$a2-88919-671-2 330 $aAccording 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. 606 $aPsychology$2bicssc 610 $acitizenship 610 $acoaching 610 $aEmotional Intelligence 610 $aengagement 610 $aFamily Business 610 $aLeadership 610 $aprospection 610 $arelationships 610 $aShared Vision 610 $aVision 615 7$aPsychology 700 $aScott N. Taylor$4auth$01322999 702 $aRichard Eleftherios Boyatzis$4auth 702 $aKylie Rochford$4auth 906 $aBOOK 912 $a9910137087803321 996 $aThe Impact of Shared Vision on Leadership, Engagement, Organizational Citizenship and Coaching$93035302 997 $aUNINA