Stanford University, Graduate School of Business, 518 Memorial Way, Stanford, CA 94305-5015, USA.
Pers Soc Psychol Bull. 2011 Jul;37(7):893-904. doi: 10.1177/0146167211402836. Epub 2011 Apr 5.
Theories of visionary leadership propose that groups bestow leadership on exceptional group members. In contrast, social identity perspectives claim that leadership arises, in part, from a person's ability to be seen as representative of the group. Integrating these perspectives, the authors propose that effective leaders often share group members' perspectives concerning the present, yet offer a unique and compelling vision for the group's future. In addition, although intergroup contexts may increase the value of representativeness, the authors predict that vision dominates representativeness in single-group situations characterized by high levels of collective stress (e.g., a natural disaster). Five studies demonstrated that visionary leaders (those who offer novel solutions to their group's predicament) attract more followers, promote group identification and intrinsic motivation, mobilize collective action, and effectively regulate group members' emotions and reactions to crises compared to representative leaders. The authors discuss when, why, and how vision triumphs over representativeness in leader emergence and effectiveness.
愿景型领导理论提出，群体将领导权赋予杰出的群体成员。相比之下，社会认同理论则声称，领导权部分源于一个人被视为代表群体的能力。为了整合这些观点，作者提出，有效的领导者通常会与群体成员共享对现状的看法，但会为群体的未来提供独特而引人注目的愿景。此外，尽管群体间情境可能会增加代表性的价值，但作者预测，在以高度集体压力为特征的单一群体情境中（例如自然灾害），愿景会主导代表性。五项研究表明，与代表性领导者相比，有远见的领导者（那些为他们所在群体的困境提供新颖解决方案的领导者）会吸引更多的追随者，促进群体认同和内在动机，调动集体行动，并有效地调节群体成员对危机的情绪和反应。作者讨论了在领导出现和有效性方面，愿景何时、为何以及如何战胜代表性。
