Whereas vision is central to understanding leadership influence in organisations, it has mostly been explored either in predominantly hierarchical or predominantly pluralistic contexts. We know relatively little about how the processual dynamics, content and sources of vision evolve when senior teams are undergoing a transition from hierarchical to collective leadership. Drawing upon a qualitative longitudinal study undertaken within a UK-based academic–practitioner partnership in the healthcare sector, we examine the transitions and transformations in leader vision triggered by deliberate attempts to pluralise leadership arrangements in its senior team. We develop a process model that highlights three stages in the evolution of vision (‘problematising’, ‘debating’ and ‘accepting’) and accounts for variation in how different components of vision develop over time. Our contribution lies in underscoring the heterogeneous, temporally fluid and contested nature of vision; its continuous shaping as a result of the dynamic interplay between individualistic and collectivistic forces; and the multifocal and multidirectional agentic influences involved in its evolution. We argue that managed pluralisation, viewed as an interplay between hierarchical and collective forms of control, leads to accommodation and incorporation of divergent views within the evolving shared vision, facilitating acceptance but diluting the potential of the resulting vision to stimulate change.

中文翻译：

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传达您的信息？领导者愿景的演变和领导的管理多元化


虽然愿景是理解组织中领导影响力的核心，但它主要是在以等级制度为主或以多元化为主的背景下探索的。我们对高级团队从等级领导过渡到集体领导的过程动态、内容和愿景来源如何演变知之甚少。借鉴在英国医疗保健领域的学术-从业者合作伙伴关系中进行的一项定性纵向研究，我们研究了由其高级团队中有意尝试多元化领导安排而引发的领导者愿景的转变和转变。我们开发了一个过程模型，突出了视觉演变的三个阶段（“问题”、“辩论”和“接受”），并解释了视觉的不同组成部分如何随着时间的推移而发展的变化。我们的贡献在于强调视觉的异质性、时间流动性和争议性;由于个人主义和集体主义力量之间的动态相互作用而不断塑造;以及其演变中涉及的多焦点和多方向因素影响。我们认为，有管理的多元化，被视为等级和集体控制形式之间的相互作用，导致在不断发展的共同愿景中容纳和纳入不同的观点，促进接受，但稀释了由此产生的愿景激发变革的潜力。