An Image of Who We Might Become: Vision Communication, Possible Selves, and Vision Pursuit

Abstract

We propose a model of vision communication that emphasizes the mediating role of follower collective possible selves—that is, self-conception in terms of what the collective (team, organization) which one is a member of may become in the future that can be held by individuals but can also be shared by multiple individuals. Our model is the first to provide an integrative account of how vision communication may stimulate the pursuit of the vision by individuals and collectives, and it complements and extends prior research in three important ways. First, in contrast to an earlier emphasis on the role of individual perceptions of the current self, our model puts perceptions of the future self at the forefront. It captures how vision communication can invite social sharedness of these perceptions, thus doing justice to visions’ nature as images of a future for the collective. Second, in contrast to earlier work on vision communication focusing on general indicators of leadership effectiveness, our model puts what is arguably the most important outcome for vision communication center stage: vision pursuit, the followers’ actions aimed at making the vision reality. We argue that the creation of collective possible selves by followers is crucial for vision communication because collective possible selves explain how vision communication relates to vision pursuit. Third, our model also addresses aspects of vision communication that may facilitate the processes through which visions become internalized as possible selves, and it captures the processes through which such possible selves become shared among members of a collective and lead to collective vision pursuit.

Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas

“…Indeed, our findings revealed a positive association between the transformational leadership component "articulating a vision" and commitment to the ideation program and a negative association between "individualized support" and organization-focused idea generation. Our findings support earlier notions that a clear vision and effective communication about it are critical to mobilize and encourage followers to commit themselves to creative endeavors (Mumford, Hunter, Eubanks, Bedell, & Murphy, 2007;Stam, Lord, Van Knippenberg, & Wisse, 2014;Stam, Van Knippenberg, & Wisse, 2010a, 2010bVenus, Stam, & Van Knippenberg, 2013). Commitment in our context was the increased engagement in the organizational ideation program.…”

Leaving Behind What We are Not: Applying a Systems Thinking Perspective to Present Unlearning as an Enabler for Finding the Best Version of the Self

“…It represents one's knowledge of oneself and it can be seen as the 'output' of a learning process. In a similar vein, Stam et al (2014) argue that the self-concept determines the perception and the knowledge of one's self (p. 1175). They differentiate between the self as we currently experience it and a possible self.…”

Enhancing our understanding of vision in organizations

“…van Knippenberg & Sitkin, 2013). In a recent conceptualization, Stam et al (2014) highlighted the role of a leader's vision communication in forming follower acceptance of the vision of the leader. Another study found individual differences among followers' regulatory focus (Stam, van Knippenberg, & Wisse, 2010).…”

“…In line with extant work (e.g., Shamir, House, & Arthur, 1993), these processes depend on identification with the collective and motivation to process the vision. Stam et al (2014) emphasized the cognitive processes associating a leader's vision with the actual sharing of the vision by followers. We build on their work by delineating the role of ethical processes in the formation of shared vision and by portraying implications for organizational outcomes.…”