James Taylor et al.
Sergio Caredda
Taylor, J. S., & Machado-Taylor, M. de L. (2010). Leading Strategic Change in Higher Education: The Need for a Paradigm Shift toward Visionary Leadership. In T. Claes & D. S. Preston (Eds.), Frontiers in Higher Education (pp. 167–194). Brill. https://doi.org/10.1163/9789042030978_011
Description:
Defined as “Inspirational” or “Visionary Leadership”, this model focuses on individual qualities of the leader. There are different points of views on how Visionary Leadership can be defined: “visionary leadership is unidimensional or bi-dimensional, focusing on individual qualities and/or institutional capabilities” (Taylor and Machado-Taylor, 2010). The focus idea of a Visionary leadership is that the Leader provides a “vision” for the future of the organisation, and through this attracts the followers into its realisation.
This model suggests that the interactions between personal, institutional and external variables must be viewed collectively and in relation to one another in order to grasp the true dimensions of visionary leadership.
One author that has stressed the importance of Visionary Leadership is Burt Nanus. He has identified four roles that a Leader can take when experimenting with an organisation Vision:
Each roles gives a different “flavour” on how a Leader can effectively involve followers and be effective in the implementation of the organisation’s vision.
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