Visioning the pathway: a leadership process model

Kakabadse, Nada K.; Kakabadse, Andrew P.; Lee-Davies, Linda

dc.contributor.author	Kakabadse, Nada K.
dc.contributor.author	Kakabadse, Andrew P.
dc.contributor.author	Lee-Davies, Linda
dc.date.accessioned	2007-10-17T11:58:49Z
dc.date.available	2007-10-17T11:58:49Z
dc.date.issued	2005-04
dc.identifier.citation	Kakabadse N, Kakabadse A, Lee-Davies L. (2005) Visioning the pathway: a leadership process model. European Management Journal, Volume 23, Issue 2, April 2005, pp. 237-246	en
dc.identifier.issn	0263-2373
dc.identifier.uri	http://hdl.handle.net/1826/1916
dc.identifier.uri	http://dx.doi.org/10.1016/j.emj.2005.02.002
dc.description.abstract	This paper sets out to develop a visioning process management model and clarify the visionary/visioning leadership portfolio of skills. By defining and examining visioning from a wide range of current and classic texts a series of key themes emerge. These are incorporated in, and indeed help make up, the Visioning Process Model, which not only outlines the make up of the positive Visioning Process, but also clearly shows the effect and pathway of its opposite - the Divisioning effect. The two vertical pathways meet at the point of the leader's choice and it is demonstrated how this choice has a number of knock-on effects and creates residual causal loops of either a virtuous or vicious nature depending on the direction taken.	en
dc.format.extent	129389 bytes
dc.format.mimetype	application/pdf
dc.language.iso	en	en
dc.publisher	Elsevier	en
dc.subject	Leadership	en
dc.subject	Vision	en
dc.subject	Visioning	en
dc.subject	Leadership choice	en
dc.subject	Direction	en
dc.title	Visioning the pathway: a leadership process model	en
dc.type	Article	en