Handbook of Principles of Organizational Behavior - Soltanieh ...

372 SHELLEY A. KIRKPATRICK
mechanisms, such as focusing attention, as traditional work- related goals (Locke and
Latham, 1990 ). When individual and group goals are aligned, or consistent, performance
is higher than when individual and group goals are not aligned (Crown
and Rosse, 1995 ). Followers are likely to be committed to their goals when a vision
statement is present (Piccolo and Colquitt, 2006 ; Arnold, Turner, Barling, Kelloway,
and McKee, 2007 ).
◆ Follower self - confidence. The vision statement raises followers’ self - confidence by clarifying
the purpose of the organization and inspires them to help achieve the vision.
Some vision statements make reference to followers’ capabilities – such as talent,
intelligence, or ingenuity – which, in turn, tells followers that they are qualifi ed to
achieve the vision. The vision statement can boost followers’ self - confi dence by
emphasizing to them that they are capable of reaching a meaningful goal that will
result in a better future (Shamir, House, and Arthur, 1993 ).
◆ Shared meaning. The vision statement provides a common language that followers can
use to explain how their actions are effective and desirable (Shamir et al., 1994 ).
Followers’ efforts are further aligned with the vision when followers possess the same
understanding as the leader regarding what it is they are to achieve. Having a shared
vision that results in the same common meaning among followers can be especially
important in situations when followers must make their own decisions, such as a crisis
or a non - routine situation.
◆ Perceived job characteristics. The vision statement can reframe how followers view their
jobs. Research supports the notion that followers who report working for a supervisor
who displays transformational behaviors – that is, acting in an inspiring and
motivational manner by communicating a vision statement, providing idealized
influence, and intellectually stimulating followers – are more likely to see their jobs
as more challenging and meaningful, than followers who do not report working
for a supervisor who displays those behaviors (Piccolo and Colquitt, 2006 ; Arnold
et al., 2007 ).
An effective vision statement impacts desired outcomes primarily due to its ability to
motivate and inspire followers. However, additional mediating factors have not been identifi
ed or widely studied.
MODERATORS OF VISION STATEMENT EFFECTIVENESS
It is accepted that the situation affects leadership emergence and effectiveness ( Vroom and
Jago, 2007 ), yet little research has focused on specific contingencies that impact the effectiveness
of a leader ’s vision statement. It is important to be aware of these contingencies
because they may provide exceptions to the research findings discussed above. Two contingency
factors – organizational environment and national culture – have been identified and are
described below.
A vision statement has the unique ability to focus attention, coordinate actions, and
provide guidance in novel situations. Traditional management devices, such as plans,
procedure manuals, or job descriptions, may not exist in new or rapidly growing organizations,
for example. Also, in today ’s fast - paced, global marketplace, employees may not