TY - JOUR A1 - Buss, Martin A1 - Kearney, Eric A1 - Noureen, Riffat A1 - Gandhi, Nilima T1 - Antecedents and effects of visionary leadership BT - when and how leader work centrality is linked to visionary leadership and follower turnover intentions JF - Journal of leadership & organizational studies N2 - 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. KW - visionary leadership KW - leader work centrality KW - leader organizational tenure KW - follower meaningfulness KW - follower turnover intentions Y1 - 2023 U6 - https://doi.org/10.1177/15480518231203637 SN - 1548-0518 SN - 1939-7089 VL - 30 IS - 4 SP - 413 EP - 427 PB - Sage CY - Thousand Oaks, Calif. ER - TY - JOUR A1 - Buss, Martin A1 - Kearney, Eric T1 - Navigating the unknown BT - uncertainty moderates the link between visionary leadership, perceived meaningfulness, and turnover intentions JF - Journal of occupational and organizational psychology N2 - 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. KW - follower turnover intentions KW - perceived meaningfulness KW - uncertainty KW - visionary leadership Y1 - 2024 U6 - https://doi.org/10.1111/joop.12500 SN - 0963-1798 SN - 2044-8325 PB - Wiley CY - Hoboken, NJ ER - TY - THES A1 - Gandhi, Nilima T1 - Visionary leadership and job satisfaction T1 - Visionäre Führung und Arbeitszufriedenheit BT - an empirical investigation BT - eine empirische Untersuchung N2 - 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. N2 - Heutige Unternehmen wollen effizienter sein und sich ständig weiterentwickeln, um Talente zu binden. Es ist bekannt, dass visionäre Führung eine wichtige Rolle für den Erfolg eines Unternehmens spielt und zu einem besseren Arbeitsumfeld beiträgt. Ziel dieser Studie ist es, die Auswirkungen visionärer Führung auf die wahrgenommene Arbeitszufriedenheit der Mitarbeiter zu ermitteln. Insbesondere wird untersucht, ob die Mediatoren Sinnhaftigkeit der Arbeit und Bindung an die Führungskraft einen Einfluss auf diese Beziehung haben. Ich stütze mich auf die Job Demand Resource theory, um das in dieser Studie verwendete übergreifende Modell zu erklären, und auf die Broaden-and-Build theory, um die Verwendung von Mediatoren zu nutzen. Um die Hypothesen zu testen, wurden in einer Feldstudie mit mehreren Quellen und zeitlich versetztem Design Daten von 95 aus Führungskraft und Geführten bestehenden Dyaden gesammelt. In einer Drei-Wellen-Studie wurden die Daten zur Wahrnehmung visionärer Führung durch die Mitarbeiter in T1, Daten zu den beiden Mediatoren in T2 und schließlich die Wahrnehmung der Arbeitszufriedenheit durch die Mitarbeiter in T3 erhoben. Die Ergebnisse zeigen, dass Sinnhaftigkeit bei der Arbeit und Bindung an die Führungskraft positive intervenierende Rollen (in Form einer Kette) beim indirekten Einfluss von visionärer Führung auf die Wahrnehmung der Arbeitszufriedenheit der Mitarbeiter spielen. Diese Studie leistet einen Beitrag zur Literatur und Theorie, indem sie erstens das vorhandene Wissen über die Auswirkungen visionärer Führung auf die Mitarbeiter erweitert. Zweitens trägt sie zur Literatur über die Konstrukte Sinnhaftigkeit bei der Arbeit, Bindung an die Führungskraft und Arbeitszufriedenheit bei. Drittens beleuchtet sie den Mediationsmechanismus, der mit den Untersuchungsvariablen im Einklang mit dem vorgeschlagenen Modell steht. Viertens integriert sie zwei Theorien, die Job Demand Resource theory und die Broaden-and-Build theory, und liefert damit weitere Belege. Darüber hinaus liefert die Studie praktische Implikationen für Unternehmensleiter und HR-Praktiker. Insgesamt erörtert meine Studie das Potenzial von visionärem Führungsverhalten zur Verbesserung der Mitarbeiterergebnisse. Die Studie steht im Einklang mit früheren Forschungsarbeiten und beantwortet mehrere Forderungen nach weiterer Forschung zu visionärer Führung, Arbeitszufriedenheit und Vermittlungsmechanismen mit Sinnhaftigkeit bei der Arbeit und Bindung an die Führungskraft. KW - visionary leadership KW - meaningfulness at work KW - commitment to the leader KW - job satisfaction KW - visionäre Führung KW - Engagement für die Führungskraft KW - Arbeitszufriedenheit KW - Sinnhaftigkeit der Arbeit Y1 - 2022 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-572691 ER -