@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}
}
@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}
}