 Vision Creation and EmergenceThomas E. Anderson, II
Chapter 7 in Visionary Leadership, 2024, pp 187-214 from Springer Abstract: Abstract This chapter delves into the dynamic nature of vision development within organizations, particularly in the context of startup ventures. It contrasts the conventional process of vision creation with the emergent nature of vision in startup companies, emphasizing the dynamic and iterative process through which vision takes shape. The chapter also discusses the critical role of visionary leadership and examines the contrast between traditional vision creation and shared vision within the organization. Additionally, it highlights the transformative impact of emergent and shared visioning practices on traditional paradigms of vision creation, shedding light on the evolving role of leaders and emphasizing the collaborative nature of vision development. The chapter concludes with a thoughtful reflection on the ongoing nature of vision emergence and the potential challenges and uncertainties faced by both startup founders and leaders of established businesses in navigating the evolution of their organizational vision. Keywords: Vision emergence; Vision iteration; Creative tension; Organizational antibodies; Organizational visioning; Vision creation (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:fuobcp:978-3-031-67725-0_7 Ordering information: This item can be ordered from DOI: 10.1007/978-3-031-67725-0_7 Access Statistics for this chapter More chapters in Future of Business and Finance from Springer |
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