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Visioning the Pathway: A Leadership Process Model

By Nada K. Kakabadse, Andrew P. Kakabadse and Linda Lee-Davies

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

Topics: Leadership, Vision, Visioning, Leadership choice, Direction
Publisher: Elsevier
Year: 2005
DOI identifier: 10.1016/j.emj.2005.02.002
OAI identifier: oai:dspace.lib.cranfield.ac.uk:1826/1916
Provided by: Cranfield CERES
Journal:

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