International Journal of Marketing and Business Communication

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Impact of Communicating 'Vision' on Organizational Communication Effectiveness


Affiliations
1 Management Development Institute, Sukhrali, Gurgaon., India
2 Amity University, Haryana., India
     

   Subscribe/Renew Journal


The purpose of this study is to examine the interrelationship between vision communication and organizational communication effectiveness. This research assumes importance as it explores the possibility of positing vision as a potent driver in the process of organizational communication. Further, it attempts to gauge the impact of vision communication on organizational communication effectiveness. Thus it demonstrates the importance of vision communication in organizations and its contribution towards overall organizational functioning.

The study seeks answers to four research questions. Data is collected from 249 respondents through a questionnaire. Results indicate that vision communication is significantly related to communication effectiveness. Further, an above average degree of positive correlation is found between vision clarity and quality of written communication. While a moderate degree of positive correlation is found between vision clarity and level of motivation. Furthermore, the study also found a high degree of positive correlation between vision clarity and overall communication in the organization. Clarity of vision emerged as an important contributor towards communication effectiveness. This research assumes importance because of lack of similar research and an increasing interest in the communication of vision in the Indian diaspora.


Keywords

Leadership Communication, Shared Context, Vision Communication, Communication Effectiveness
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abu-Tineh, A. M., Khasawneh, S. A. & Al-Omari, A. A. (2008). Kouzes and Posner's Transformational Leadership Model in Practice: The Case of Jordanian Schools. Leadership and Organization Development Journal, 29, pp. 648 - 60.

  • Bass, B. M. (1985). Leadership and Performance Beyond Expectations, New York, NY: Free Press.

  • Baum, J. R., Locke, E. & Kirkpatrick, S. (1998). A Longitudinal Study of the Relation of Vision and Vision Communication to Venture Growth in Entrepreneurial Firms. Journal of Applied Psychology, 83(1), pp. 43 - 54.

  • Bavelas, A. & Barrett, D. (1951). An Experimental Approach to Organizational Communication. Personnel, 27, pp. 366 - 371.

  • Beach, L. R., (2006). Leadership and the Art of Change: A Practical Guide to Organizational Transformation. Sage, Thousand Oaks.

  • Bennis, W. (2010). Life Motivations. Leadership Excellence, 27(8), pp. 3 - 3.

  • Bennis, W. G. & Nanus, B. (1985). Leaders: The Strategies for Taking Charge, New York, NY: Harper and Row.

  • Boyatzis, R. E. & Soler, C. (2012). Vision, Leadership and Emotional Intelligence in Transforming Family Business. Journal of Family Business Management, 2(1), pp. 23 - 30.

  • Clawson, J. G. (2006). The Inspirational Nature of Level Three Leadership. In Burke, R.J. and Cooper, C.L. (Eds.), Inspiring Leaders, (pp. 105 - 116). New York, NY: Routledge.

  • Collins, J. C. & Porras. (1991). Organizational Vision and Visionary Organization. California Management Review, 34, pp. 30 - 52.

  • Conger, J. A. & Kanungo, R. N. (1998). Charismatic Leadership in Organizations, CA: Sage, Thousand Oaks.

  • Conger, J. A. (1989). The Charismatic Leader: Beyond the Mystique of Exceptional Leadership. San Francisco, CA: Jossey-Bass.

  • Densten, I. L. (2005). The Relationship Between Visioning Behaviors of Leaders and Follower Burnout. British Journal of Management, 16, pp. 105 - 18.

  • Garcıa, M. V. J., Matıas, R. F. & Hurtado, T. N. (2008). Infl uence of Transformational Leadership on Organizational Innovation and Performance Depending on the Level of Organizational Learning in the Pharmaceutical Sector. Journal of Organizational Change Management, 21, pp. 188 - 212.

  • Hastings, G., Sugden, R. & Grindle, M. (2011). Critical Vision in a Challenged World. Marketing Intelligence and Planning, 29, pp. 30 - 38.

  • House, R. J. & Shamir, B. (1993). Toward the Integration of Transformational, Charismatic and Visionary Theories of Leadership. In Chemers, M. M. & Ayman, R. (Eds.), Leadership Theory and Research: Perspectives and Directions (pp. 81-107). San Diego, CA: Academic Press.

  • Iedema R. & Wodak , R. (1999). Introduction: Organizational Discourses and Practices. Discourse and Society, 10, pp. 5 - 19.

  • Kakabadse, N., Kakabadse, A. & Lee, D. L. (2005). Visioning the Pathway: A Leadership Process Model. European Management Journal, 23, pp. 237 - 246.

  • Kantabutra, S. & Saratun, M. (2011). Identifying Vision Realization Factors at A Thai State Enterprise. Management Research Review, 34(9), pp. 996 - 1017.

  • Kantabutra, S. (2003). An Empirical Examination of Relationships between Customer and Staff Satisfaction in Retail Apparel Stores in Sydney, Australia, Unpublished doctoral Dissertation. Sydney: Macquarie Graduate School of Management, Macquarie University.

  • Kantabutra, S. (2009). Towards A Behavioral Theory of Vision in Organizational Settings. Leadership and Organization Development Journal, 30(4), pp. 319 - 337.

  • Kantabutra, S. (2010). Vision Effects: A Critical Gap in Educational Leadership Research, International Journal of Educational Management, 24(5), pp. 376 - 390.

  • Kark, R., Shamir, B. & Chen, G. (2003). The Two Faces of Transformational Leadership: Empowerment and Dependency. Journal of Applied Psychology, 88, pp. 246 - 55.

  • Kelly, D. (2000). Using Vision to Improve Organizational Communication. Leadership and Organization Development Journal, 21(2), pp. 92 - 102.

  • Kirkpatrick, S. A. & Locke, E. A. (1996). Direct and Indirect Effects of Three Core Charismatic Leadership Components on Performance and Attitudes. Journal of Applied Psychology, 81(1), pp. 36 - 51.

  • Kotter, J. P. (1990). A Force for Change: How Leadership Differs from Management, New York, NY: Free Press.

  • Kouzes, J. M. & Posner, B. Z. (1987). The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, San Francisco, CA: Jossey-Bass.

  • Kouzes, J. M. & Posner, B. Z. (1995). The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations, (4th ed.). San Francisco, CA: Jossey-Bass.

  • Larwood, L., Falbe, C. M., Kriger, M. P. & Miesing, P. (1995). Structure and Meaning of Organizational Vision. Academy of Management Journal, 38(3), pp. 740 - 69.

  • McCann, J. A. J., Langford, P. H. & Rawlings, R. M. (2006). Testing Behling and McFillen's Syncretical Model of Charismatic Transformational Leadership. Group and Organization Management, 31(2), pp. 237 - 63.

  • Moss, S. A. & Ritossa, D. A. (2007). The Impact of Goal Orientation on the Association between Leadership Style and Follower Performance, Creativity and Work Attitudes, Leadership, 3, pp. 433 - 56.

  • Nanus, B. (1992). Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization. San Francisco, CA: Jossey-Bass.

  • Quirke, B. (1995). Communicating Change. London: McGraw-Hill.

  • Schraeder, M. & Self, D. R. (2010). Potential Benefits of Engaging Primary Stakeholders in Developing a Vision, Strategic Direction, 26, pp. 3 - 5.

  • Searle, G. D. & Hanrahan, S. J. (2011). Leading to Inspire Others: Charismatic Infl uence or Hardwork? Leadership and Organization Development Journal, 32(7), pp. 736 - 754.

  • Sethi, A. & Chaturvedi, M. (2006). Researching Organizational Communication: A Qualitative Approach Framework, In Kaul, A. & Sanjay, K. Gupta (Eds.). Management Communication: Trends and Strategies, Delhi: Tata McGraw Hill.

  • Sheard, G., Kakabadse, A. P. & Kakabadse, N. K. (2011). Organizational Politics: Reconciling Leadership’s Rational-Emotional Paradox. Leadership and Organization Development Journal, 32(1), pp.78 - 97.

  • Simon, H. A. (1976). Administrative Behavior: Study of Decision-Making Processes in Administrative Organization, New York, NY: Free Press.

  • Simon, M. & Violani, M. (2011). Seven Basic Strategic Missteps and How to Avoid Them. Strategy and Leadership, 39(6), pp. 19 - 26.

  • Sosik, J. J. & Dinger, S. L. (2007). Relationships between Leadership Style and Vision Content: The Moderating Role of Need for Social Approval, Self-Monitoring, and Need for Social Power. The Leadership Quarterly, 18, pp. 34 - 153.

  • Tichy, N. M. & DeVanna, M. A. (1986). The Transformational Leader. New York, NY: John Wiley.

  • Weick, K. E. (1979). The Social Psychology of Organizing, (2nd ed.). Reading, MA: Addison – Wesley.

  • Yoeli, R. & Berkovich, I. (2010). From Personal Ethos to Organizational Vision: Narratives of Visionary Educational Leaders. Journal of Educational Administration, 48(4), pp. 451 - 467.

  • Yukl, G. A. (2005). Leadership in Organizations. NJ: Prentice Hall, Englewood Cliffs.

  • Zaccaro, S. J. (2001). The Nature of Executive Leadership: A Conceptual and Empirical Analysis of Success. Washington, DC: American Psychological Association.


Abstract Views: 460

PDF Views: 0




  • Impact of Communicating 'Vision' on Organizational Communication Effectiveness

Abstract Views: 460  |  PDF Views: 0

Authors

Anjanee Sethi
Management Development Institute, Sukhrali, Gurgaon., India
Bhavana Adhikari
Amity University, Haryana., India

Abstract


The purpose of this study is to examine the interrelationship between vision communication and organizational communication effectiveness. This research assumes importance as it explores the possibility of positing vision as a potent driver in the process of organizational communication. Further, it attempts to gauge the impact of vision communication on organizational communication effectiveness. Thus it demonstrates the importance of vision communication in organizations and its contribution towards overall organizational functioning.

The study seeks answers to four research questions. Data is collected from 249 respondents through a questionnaire. Results indicate that vision communication is significantly related to communication effectiveness. Further, an above average degree of positive correlation is found between vision clarity and quality of written communication. While a moderate degree of positive correlation is found between vision clarity and level of motivation. Furthermore, the study also found a high degree of positive correlation between vision clarity and overall communication in the organization. Clarity of vision emerged as an important contributor towards communication effectiveness. This research assumes importance because of lack of similar research and an increasing interest in the communication of vision in the Indian diaspora.


Keywords


Leadership Communication, Shared Context, Vision Communication, Communication Effectiveness

References