Leader self-projection and collective role performance: A consideration of visionary leadership |
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| Institution: | 1. Arizona State University, United States;2. Fairleigh Dickinson University, United States;3. University of Michigan-Dearborn, United States;1. LEM (UMR 9221), University of Lille, France;2. Sciences Po Grenoble, Université Grenoble Alpes, CESICE, France;3. EM Strasbourg Business School, University of Strasbourg, France;4. Moscow State Institute of International Relations (MGIMO University), Russia;1. Melbourne Business School, University of Melbourne, 200 Leicester Street, Carlton, Victoria 3053, Australia;2. Department of Management and Marketing, Faculty of Business Administration, University of Macau, E22, Avenida da Universidade, Taipa, Macau;3. Organisational Behaviour and Human Resources, Lee Kong Chian School of Business, Singapore Management University, 50, Stamford Road, 178899 Singapore, Singapore;4. Kravis Leadership Institute, Claremont McKenna College, Claremont, CA 91711, United States;1. UWA Business School, University of Western Australia, 35 Stirling Highway (M261), 6009 Perth, Australia;2. Department of Management, Monash Business School, Monash University, 900 Dandenong Rd (N7.32), Caulfield East, VIC 3145, Australia;3. WHU Otto Beisheim School of Management, Burgplatz 2 (D-221), D-56179 Vallendar, Germany;1. Aalto University School of Business, Finland;2. CEPR, United Kingdom;3. IFN, Sweden;4. BI Norwegian Business School, Norway;5. Hanken School of Economics, Finland;1. University of Vechta, Germany;2. Ghent University, Belgium;1. Culverhouse College of Business, University of Alabama, 361 Stadium Drive, Tuscaloosa, AL 35487, United States;2. Villanova School of Business, Villanova University, Villanova, PA 19085, United States;3. Department of Management, Culverhouse College of Business, University of Alabama, 361 Stadium Drive, Tuscaloosa, AL 35487, United States |
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| Abstract: | Leaders often need to project themselves into alternative situations, but there is a limited understanding of how, why, or when leader self-projection might influence their teams’ outcomes. Based on the notion that brain activity in the default mode network (DMN) underlies self-projection, such as future-oriented mental simulations, we argue that the effect of leaders’ DMN activity on team behavior such as collective role performance may be understood by considering both the leaders’ visionary behavior and their orientation towards socialized vision. Specifically, we posit that a leader’s trait-like brain activity in the leader’s DMN is associated with the leader’s visionary behavior. Furthermore, we argue that visionary leader behavior, when accompanied by socialized vision orientation, facilitates collective role performance of the team. As such, we examine the moderating role of a socialized orientation toward serving the interests of a wide range of stakeholders in reinforcing the positive effect of visionary leader behavior on collective role performance of team members, as well as the indirect effect of leader DMN activity on collective role performance via visionary leader behavior. We found support for our hypotheses using diverse research methodologies, including quantitative electroencephalogram (qEEG), multi-source multi-wave surveys, and interview coding. |
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| Keywords: | Default mode network Self-projection Visionary leadership Organizational neuroscience Socialized vision orientation |
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