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Instrumental or Inspirational? A Multi-Level Model of Leader Vision Communication
Abstract   Open access

Instrumental or Inspirational? A Multi-Level Model of Leader Vision Communication

Pei Liu, Yiduo Shao and Yuting Mu
Academy of Management Annual Meeting Proceedings, Vol.2025(1)
07/2025
DOI: 10.5465/AMPROC.2025.24664abstract
url
https://doi.org/10.5465/AMPROC.2025.24664abstractView
Published (Version of record) Open Access

Abstract

Abstract only The topic of leader vision communication has garnered widespread attention. However, the development of different vision contents and the complex effects associated with various visions remain poorly understood. Drawing on self-construal theory and existing literature on leader vision communication, we propose that leaders’ self-construal—whether independent or interdependent—determines the manner and content of their vision communication with followers. Specifically, independent self-construal tends to shape instrumental visions, while interdependent self-construal fosters inspirational visions. Moreover, these different types of vision communication have contrasting impacts on followers’ proactive behavior: instrumental visions tend to hinder such behavior, whereas inspirational visions encourage it. Our research also suggests that leaders’ perception of organizational uncertainty influences the extent to which they communicate instrumental and inspirational visions under varying levels of their self-construals. Data from a three-wave, multi-level, and multi-source survey supported our conceptual model. This study offers a fresh perspective on understanding the complexities of leader vision communication and effectively addresses the dual-edged effects of such communication. Theoretical and practical implications are discussed.

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