@article{BussKearneyNoureenetal.2023,
  author    = {Buss, Martin and Kearney, Eric and Noureen, Riffat and Gandhi, Nilima},
  title     = {Antecedents and effects of visionary leadership},
  series = {Journal of leadership \& organizational studies},
  volume    = {30},
  journal   = {Journal of leadership \& organizational studies},
  number    = {4},
  publisher = {Sage},
  address   = {Thousand Oaks, Calif.},
  issn      = {1548-0518},
  doi       = {10.1177/15480518231203637},
  pages     = {413 -- 427},
  year      = {2023},
  abstract  = {Scholars have argued that visionary leadership is an effective tool to motivate followers because it provides them with meaning and purpose. However, previous research tells us little about which leaders and under which circumstances leaders engage in visionary leadership. We draw on theories of human and social capital to argue that leader work centrality is an important antecedent of visionary leadership, and especially so for leaders with low organizational tenure. Moreover, we propose that visionary leadership then provides followers with meaningfulness and thereby decreases their turnover intentions. Our predictions were confirmed by data from a two-wave, lagged-design field study with 101 leader-follower dyads. Overall, our research identifies an important antecedent of visionary leadership, a specific situation in which this antecedent is particularly important, and provides empirical evidence for why visionary leadership can bind followers to an organization.},
  language  = {en}
}