The dark side of visionary leadership in strategy implementation: Strategic alignment, strategic consensus, and commitment

Nufer Ates, Murat Tarakci, J.P. Porck, D. van Knippenberg, P.J.F. Groenen

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Drawing from visionary leadership and strategy process research, we theorize and test the mechanism through which middle and lower-level managers’ visionary leadership affects their teams’ strategic commitment. The management literature extols the virtues of visionary leadership. In contrast to this positive stance, we reveal a dark side to visionary leadership. Our theoretical framework suggests that team manager visionary leadership harms team strategic consensus when the manager is not strategically aligned with the CEO, which in turn diminishes team commitment to the strategy. In contrast, when a team manager is strategically aligned with the CEO, team manager visionary leadership is positively related to team strategic consensus and subsequently to team strategic commitment. Data from 136 teams from two organizations support our moderated mediation model. A supplemental analysis of the content of strategic consensus and additional qualitative interviews with managers and employees in one of these organizations provide additional insights concerning the meaning of the theorized relations in practice.
Original languageEnglish
JournalJournal of Management
DOIs
Publication statusE-pub ahead of print - 12 Nov 2018

Fingerprint

Strategy implementation
Strategic alignment
Strategic commitment
Strategic consensus
Managers
Chief executive officer
Theoretical framework
Strategy process
Employees
Mediation
Process research

Keywords

  • visionary leadership
  • strategic consensus
  • strategic commitment
  • strategic alignment
  • behavioral strategy
  • strategy process

Cite this

@article{06cdf60bdfae40928e6417950be036a1,
title = "The dark side of visionary leadership in strategy implementation: Strategic alignment, strategic consensus, and commitment",
abstract = "Drawing from visionary leadership and strategy process research, we theorize and test the mechanism through which middle and lower-level managers’ visionary leadership affects their teams’ strategic commitment. The management literature extols the virtues of visionary leadership. In contrast to this positive stance, we reveal a dark side to visionary leadership. Our theoretical framework suggests that team manager visionary leadership harms team strategic consensus when the manager is not strategically aligned with the CEO, which in turn diminishes team commitment to the strategy. In contrast, when a team manager is strategically aligned with the CEO, team manager visionary leadership is positively related to team strategic consensus and subsequently to team strategic commitment. Data from 136 teams from two organizations support our moderated mediation model. A supplemental analysis of the content of strategic consensus and additional qualitative interviews with managers and employees in one of these organizations provide additional insights concerning the meaning of the theorized relations in practice.",
keywords = "visionary leadership, strategic consensus, strategic commitment, strategic alignment, behavioral strategy, strategy process",
author = "Nufer Ates and Murat Tarakci and J.P. Porck and {van Knippenberg}, D. and P.J.F. Groenen",
year = "2018",
month = "11",
day = "12",
doi = "10.1177/0149206318811567",
language = "English",
journal = "Journal of Management",
issn = "0149-2063",
publisher = "Sage Publications, Inc.",

}

The dark side of visionary leadership in strategy implementation : Strategic alignment, strategic consensus, and commitment. / Ates, Nufer; Tarakci, Murat; Porck, J.P.; van Knippenberg, D.; Groenen, P.J.F.

In: Journal of Management, 12.11.2018.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - The dark side of visionary leadership in strategy implementation

T2 - Strategic alignment, strategic consensus, and commitment

AU - Ates, Nufer

AU - Tarakci, Murat

AU - Porck, J.P.

AU - van Knippenberg, D.

AU - Groenen, P.J.F.

PY - 2018/11/12

Y1 - 2018/11/12

N2 - Drawing from visionary leadership and strategy process research, we theorize and test the mechanism through which middle and lower-level managers’ visionary leadership affects their teams’ strategic commitment. The management literature extols the virtues of visionary leadership. In contrast to this positive stance, we reveal a dark side to visionary leadership. Our theoretical framework suggests that team manager visionary leadership harms team strategic consensus when the manager is not strategically aligned with the CEO, which in turn diminishes team commitment to the strategy. In contrast, when a team manager is strategically aligned with the CEO, team manager visionary leadership is positively related to team strategic consensus and subsequently to team strategic commitment. Data from 136 teams from two organizations support our moderated mediation model. A supplemental analysis of the content of strategic consensus and additional qualitative interviews with managers and employees in one of these organizations provide additional insights concerning the meaning of the theorized relations in practice.

AB - Drawing from visionary leadership and strategy process research, we theorize and test the mechanism through which middle and lower-level managers’ visionary leadership affects their teams’ strategic commitment. The management literature extols the virtues of visionary leadership. In contrast to this positive stance, we reveal a dark side to visionary leadership. Our theoretical framework suggests that team manager visionary leadership harms team strategic consensus when the manager is not strategically aligned with the CEO, which in turn diminishes team commitment to the strategy. In contrast, when a team manager is strategically aligned with the CEO, team manager visionary leadership is positively related to team strategic consensus and subsequently to team strategic commitment. Data from 136 teams from two organizations support our moderated mediation model. A supplemental analysis of the content of strategic consensus and additional qualitative interviews with managers and employees in one of these organizations provide additional insights concerning the meaning of the theorized relations in practice.

KW - visionary leadership

KW - strategic consensus

KW - strategic commitment

KW - strategic alignment

KW - behavioral strategy

KW - strategy process

U2 - 10.1177/0149206318811567

DO - 10.1177/0149206318811567

M3 - Article

JO - Journal of Management

JF - Journal of Management

SN - 0149-2063

ER -