@phdthesis{Gandhi2022,
  author    = {Gandhi, Nilima},
  title     = {Visionary leadership and job satisfaction},
  doi       = {10.25932/publishup-57269},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-572691},
  school      = {Universit{\"a}t Potsdam},
  pages     = {154},
  year      = {2022},
  abstract  = {Current business organizations want to be more efficient and constantly evolving to find ways to retain talent. It is well established that visionary leadership plays a vital role in organizational success and contributes to a better working environment. This study aims to determine the effect of visionary leadership on employees' perceived job satisfaction. Specifically, it investigates whether the mediators meaningfulness at work and commitment to the leader impact the relationship. I take support from job demand resource theory to explain the overarching model used in this study and broaden-and-build theory to leverage the use of mediators. To test the hypotheses, evidence was collected in a multi-source, time-lagged design field study of 95 leader-follower dyads. The data was collected in a three-wave study, each survey appearing after one month. Data on employee perception of visionary leadership was collected in T1, data for both mediators were collected in T2, and employee perception of job satisfaction was collected in T3. The findings display that meaningfulness at work and commitment to the leader play positive intervening roles (in the form of a chain) in the indirect influence of visionary leadership on employee perceptions regarding job satisfaction. This research offers contributions to literature and theory by first broadening the existing knowledge on the effects of visionary leadership on employees. Second, it contributes to the literature on constructs meaningfulness at work, commitment to the leader, and job satisfaction. Third, it sheds light on the mediation mechanism dealing with study variables in line with the proposed model. Fourth, it integrates two theories, job demand resource theory and broaden-and-build theory providing further evidence. Additionally, the study provides practical implications for business leaders and HR practitioners. Overall, my study discusses the potential of visionary leadership behavior to elevate employee outcomes. The study aligns with previous research and answers several calls for further research on visionary leadership, job satisfaction, and mediation mechanism with meaningfulness at work and commitment to the leader.},
  language  = {en}
}
@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}
}
@article{BussKearney2024,
  author    = {Buss, Martin and Kearney, Eric},
  title     = {Navigating the unknown},
  series = {Journal of occupational and organizational psychology},
  journal   = {Journal of occupational and organizational psychology},
  publisher = {Wiley},
  address   = {Hoboken, NJ},
  issn      = {0963-1798},
  doi       = {10.1111/joop.12500},
  pages     = {7},
  year      = {2024},
  abstract  = {Visionary leadership is considered to be one of the most important elements of effective leadership. Among other things, it is related to followers' perceived meaningfulness of their work. However, little is known about whether uncertainty in the workplace affects visionary leadership's effects. Given that uncertainty is rising in many, if not most, workplaces, it is vital to understand whether this development influences the extent to which visionary leadership is associated with followers' perceived meaningfulness. In a two-source, lagged design field study of 258 leader-follower dyads from different settings, we show that uncertainty moderates the relation between visionary leadership and followers' perceived meaningfulness such that this relation is more strongly positive when uncertainty is high, rather than low. Moreover, we show that with increasing uncertainty, visionary leadership is more negatively related to followers' turnover intentions via perceived meaningfulness. This research broadens our understanding of how visionary leadership may be a particularly potent tool in times of increasing uncertainty.},
  language  = {en}
}