An Image of Who We Might Become: Vision Communication, Possible Selves, and Vision Pursuit

References

• Ashforth BE, Mael FA (1989) Social identity theory and the organization. Acad. Management Rev. 14:20–39.Crossref, Google Scholar
• Ashforth BE, Rogers KM, Corley KG (2011) Identity in organizations: Exploring cross-level dynamics. Organ. Sci. 22: 1144–1156.Link, Google Scholar
• Ashton-James C, van Baaren RB, Chartrand TL, Decety J, Karremans J (2007) Mimicry and me: The impact of mimicry on self-construal. Soc. Cognition 25:518–535.Crossref, Google Scholar
• Awamleh R, Gardner WL (1999) Perceptions of leader charisma and effectiveness: The effects of vision content, delivery, and organizational performance. Leadership Quart. 10:345–373.Crossref, Google Scholar
• Banaji MR, Prentice DA (1994) The self in social contexts. Annual Rev. Psych. 45:297–332.Crossref, Google Scholar
• Bandura A (1997) Self-Efficacy: The Exercise of Control (Freeman, New York).Google Scholar
• Bandura A (2000) Exercise of human agency through collective efficacy. Current Directions Psych. Sci. 9:75–78.Crossref, Google Scholar
• Bass BM (1985) Leadership and Performance Beyond Expectations (Free Press, New York).Google Scholar
• Baum JR, Kirkpatrick SA, Locke EA (1998) A longitudinal study of the relation of vision and vision communication to venture growth in entrepreneurial firms. J. Appl. Psych. 83:43–54.Crossref, Google Scholar
• Berson Y, Shamir B, Avolio BJ, Popper M (2001) The relationship between vision strength, leadership style, and context. Leadership Quart. 12:53–73.Crossref, Google Scholar
• Beyer JM, Browning LD (1999) Transforming an industry in crisis: Charisma, routinization, and supportive cultural leadership. Leadership Quart. 10:483–520.Crossref, Google Scholar
• Bligh MC, Kohles JC, Meindl JR (2004) Charisma under crisis: Presidential leadership, rhetoric, and media responses before and after the September 11th terrorist attacks. Leadership Quart. 15:211–239.Crossref, Google Scholar
• Block R (2007) Live from Macworld 2007: Steve Jobs keynote. Engadget (January 9) http://www.engadget.com/2007/01/09/live-from-macworld-2007-steve-jobs-keynote/.Google Scholar
• Bono JE, Judge TA (2003) Self-concordance at work: Towards understanding the motivational effects of transformational leaders. Acad. Management J. 46:554–571.Crossref, Google Scholar
• Boyatzis RE, Akrivou K (2006) The ideal self as the driver of intentional change. J. Management Development 25:624–642.Crossref, Google Scholar
• Brown ME, Trevino LK (2006) Socialized charismatic leadership, value congruence, and deviance in work groups. J. Appl. Psych. 91:954–962.Crossref, Google Scholar
• Bruch H, Shamir B, Eilam-Shamir G (2007) Managing meanings in times of crisis and recovery: CEO prevention-oriented leadership. Hooijberg R, Hunt J, Antonakis J, Boal K, Lane N, eds. Being There Even When You Are Not: Leading Through Strategy, Structures, and Systems (JAI Press, Oxford, UK), 131–158.Crossref, Google Scholar
• Bryman A (1992) Charisma and Leadership in Organizations (Sage, London).Google Scholar
• Burke K (1950) A Rhetoric of Motives (Prentice Hall, Englewood Cliffs, NJ).Google Scholar
• Burns J (1978) Leadership (Harper & Row, New York).Google Scholar
• Cannon-Bowers JA, Salas E, Converse S (1993) Shared mental models in expert team decision making. Castellan NJ Jr, ed. Current Issues in Individual and Group Decision Making: Current Issues (Lawrence Erlbaum Associates, Hillsdale, NJ), 221–246.Google Scholar
• Carson JB, Tesluk PE, Marrone JA (2007) Shared leadership in teams: An investigation of antecedent conditions and performance. Acad. Management J. 50:1217–1234.Crossref, Google Scholar
• Carver CS, Scheier MF (1998) On the Self-Regulation of Behavior (Cambridge University Press, New York).Crossref, Google Scholar
• Chaiken S, Trope Y (1999) Dual-Process Theories in Social Psychology (Guilford Press, New York).Google Scholar
• Chaiken S, Liberman A, Eagly AH (1989) Heuristic and systematic processing within and beyond the persuasion context. Uleman JS, Bargh JA, eds. Unintended Thought (Guilford Press, New York), 212–252.Google Scholar
• Chan D (1998) Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. J. Appl. Psych. 83:234–246.Crossref, Google Scholar
• Charteris-Black J (2005) Politicians and Rhetoric: The Persuasive Power of the Metaphor (Palgrave Macmillan, New York).Crossref, Google Scholar
• Chen G, Bliese PD (2002) The role of different levels of leadership in predicting self- and collective efficacy: Evidence for discontinuity. J. Appl. Psych. 87:549–556.Crossref, Google Scholar
• Chen G, Mathieu JE, Bliese PD (2004) A framework for conducting multilevel construct validation. Yammarino FJ, Dansereau F, eds. Research in Multilevel Issues: Multilevel Issues in Organizational Behavior and Processes, Vol. 3 (Elsevier, Oxford, UK), 273–303.Crossref, Google Scholar
• Conger JA, Kanungo RN (1987) Toward a behavioral theory of charismatic leadership in organizational settings. Acad. Management J. 12:637–647.Google Scholar
• Conger JA, Kanungo RN (1998) Charismatic Leadership in Organizations (Sage, Thousand Oaks, CA).Google Scholar
• Conway MA, Pleydell-Pearce CW (2000) The construction of autobiographical memories in the self-memory system. Psych. Rev. 107:261–288.Crossref, Google Scholar
• Cross SE, Markus HR (1994) Self-schemas, possible selves, and competent performance. J. Ed. Psych. 86:423–438.Crossref, Google Scholar
• De Dreu CKW, Baas M, Nijstad BA (2008) Hedonic tone and activation level in the mood-creativity link: Toward a dual pathway to creativity model. J. Personality Soc. Psych. 94:739–756.Crossref, Google Scholar
• Den Hartog DN, Verburg RM (1997) Charisma and rhetoric: Communicative techniques of international business leaders. Leadership Quart. 8:355–391.Crossref, Google Scholar
• Dulebohn JH, Bommer WH, Liden RC, Brouer RL, Ferris GR (2012) A meta-analysis of the antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. J. Management 38:1715–1759.Google Scholar
• Dunkel CS (2000) Possible selves as a mechanism for identity exploration. J. Adolescence 23:519–529.Crossref, Google Scholar
• Dutton JE, Dukerich JM, Harquail CV (1994) Organizational images and member identification. Admin. Sci. Quart. 39:239–263.Crossref, Google Scholar
• Dyer NB, Hanges PW, Hall RJ (2005) Applying multilevel confirmatory factor analysis techniques to the study of leadership. Leadership Quart. 16:149–167.Crossref, Google Scholar
• Eagly AH (1974) Comprehensibility of persuasive arguments as a determinant of opinion change. J. Personality Soc. Psych. 29: 758–773.Crossref, Google Scholar
• Eagly AH, Warren R (1976) Intelligence, comprehension, and opinion change. J. Personality 44:226–242.Crossref, Google Scholar
• Emrich CG, Brower HH, Feldman JJ, Garland H (2001) Images in words: Presidential rhetoric, charisma, and greatness. Admin. Sci. Quart. 46:527–557.Crossref, Google Scholar
• Fiol CM, Harris D, House RJ (1999) Charismatic leadership: Strategies for effecting social change. Leadership Quart. 10:449–482.Crossref, Google Scholar
• Forgas JP, Ciarrochi JV (2002) On managing moods: Evidence for the role of homeostatic cognitive strategies in affect regulation. Personality Soc. Psych. Bull. 28:336–345.Crossref, Google Scholar
• Forgas JP, Johnson R, Ciarrochi JV (1998) Affect control and affect infusion: A multi-process account of mood management and personal control. Kofta M, Weary G, Sedek G, eds. Personal Control in Action: Cognitive and Motivational Mechanisms (Plenum, New York), 155–196.Crossref, Google Scholar
• Friendly M, Franklin PE, Hoffman D, Rubin DC (1982) The Toronto Word Pool: Norms for imagery, concreteness, orthographic variables, and grammatical usage for 1,080 words. Behav. Res. Methods, Instrumentation 14:375–399.Crossref, Google Scholar
• Grossberg S (1999) The link between brain learning, attention, and consciousness. Consciousness Cognition 8:1–44.Crossref, Google Scholar
• Gusnard DA (2005) Being a self: Considerations from functional imaging. Consciousness Cognition 14:679–697.Crossref, Google Scholar
• Gutnick D, Walter F, Nijstad BA, De Dreu CWK (2012) Creative performance under pressure: An integrative conceptual framework. Organ. Psych. Rev. 2:189–207.Google Scholar
• Hanges PJ, Dickson MW (2006). Agitation over aggregation: Clarifying the development of and the nature of the GLOBE scales. Leadership Quart. 17:522–536.Crossref, Google Scholar
• Hannah ST, Woolfolk RL, Lord RG (2009) Leader self-structure: A framework for positive leadership. J. Organ. Behav. 30:269–290.Crossref, Google Scholar
• Higgins ET (1987) Self-discrepancy: A theory relating self and affect. Psych. Rev. 94:319–340.Crossref, Google Scholar
• Higgins ET (1996) The “self digest”: Self knowledge serving self-regulatory functions. J. Personality Soc. Psych. 71:1062–1083.Crossref, Google Scholar
• Higgins ET (1997) Beyond pleasure and pain. Amer. Psych. 52: 1280–1300.Crossref, Google Scholar
• Higgins ET, Bond RN, Klein R, Strauman T (1986) Self-discrepancies and emotional vulnerability: How magnitude, accessibility, and type of discrepancy influence affect. J. Personality Soc. Psych. 51:5–15.Crossref, Google Scholar
• House RJ (1971) A path-goal theory of leader effectiveness. Admin. Sci. Quart. 16:321–338.Crossref, Google Scholar
• House RJ, Spangler WD, Woycke J (1991) Personality and charisma in the U.S. presidency: A psychological theory of leadership effectiveness. Admin. Sci. Quart. 36:364–396.Crossref, Google Scholar
• Howell JM, Shamir B (2005) The role of followers in the charismatic leadership process: Relationships and their consequences. Acad. Management Rev. 30:96–112.Crossref, Google Scholar
• Hunt JG, Boal KB, Dodge GE (1999) The effects of visionary and crisis-responsive charisma on followers: An experimental examination of two kinds of charismatic leadership. Leadership Quart. 10:423–448.Crossref, Google Scholar
• Huston L, Sakkab N (2006) Connect and develop: Inside Proctor & Gamble’s new model for innovation. Harvard Bus. Rev. 84: 58–66.Google Scholar
• Ibarra H (1999) Provisional selves: Experimenting with image and identity in professional adaptation. Admin. Sci. Quart. 44: 764–791.Crossref, Google Scholar
• Ibarra H, Barbulescu R (2010) Identity as narrative: Prevalence, effectiveness, and consequences of narrative identity work in macro work role transitions. Acad. Management Rev. 35:135–154.Crossref, Google Scholar
• Johnson RE, Chang C, Lord RG (2006) Moving from cognition to behavior: What the research says. Psych. Bull. 132:381–415.Crossref, Google Scholar
• Jung DI, Avolio BJ (2000) Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. J. Organ. Behav. 21:949–964.Crossref, Google Scholar
• Jung DI, Sosik JJ (2002) Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective efficacy on perceived group performance. Small Group Res. 33:313–336.Crossref, Google Scholar
• Kark R, Shamir B (2008) The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers. Avolio BJ, Yammarino FJ, eds. Transformational and Charismatic Leadership: The Road Ahead, Vol. 2 (JAI Press, Amsterdam), 67–91.Google Scholar
• Kark R, Van Dijk D (2007) Motivation to lead, motivation to follow: The role of self-regulatory focus in leadership processes. Acad. Management Rev. 32:500–528.Crossref, Google Scholar
• Kelman HC (1958) Compliance, identification, and internalization: Three processes of attitude change. J. Conflict Resolution 2:51–60.Crossref, Google Scholar
• Kirkpatrick SA, Locke EA (1996) Direct and indirect effects of three core charismatic leadership components on performance and attitudes. J. Appl. Psych. 81:36–51.Crossref, Google Scholar
• Kivetz Y, Tyler TR (2007) Tomorrow I’ll be me: The effect of time perspective on the activation of idealistic versus pragmatic selves. Organ. Behav. Human Decision Processes 102:193–211.Crossref, Google Scholar
• Kraus F, Ahearne M, Lam SK, Wieseke J (2012) Organ. Behav. Human Decision Processes 118:122–178.Crossref, Google Scholar
• Lecky P (1945) Self-Consistency: A Theory of Personality (Island Press, New York).Google Scholar
• Liberman N, Trope Y (1998) The role of feasibility and desirability considerations in near and distant future decisions: A test of temporal construal theory. J. Personality Soc. Psych. 75:5–18.Crossref, Google Scholar
• Linville PW (1987) Self-complexity as a cognitive buffer against stress related illness and depression. J. Personality Soc. Psych. 52:663–676.Crossref, Google Scholar
• Lockwood P, Kunda Z (1997) Superstars and me: Predicting the impact of role models on the self. J. Personality Soc. Psych. 73:91–103.Crossref, Google Scholar
• Lockwood P, Jordan C, Kunda Z (2002) Motivation by positive or negative role models: Regulatory focus determines who will best inspire us. J. Personality Soc. Psych. 83:854–864.Crossref, Google Scholar
• Lord RG, Brown DJ (2001) Leadership, values, and subordinate self concepts. Leadership Quart. 12:133–153.Crossref, Google Scholar
• Lord RG, Brown DJ (2004) Leadership Processes and Follower Self-Identity (Lawrence Erlbaum Associates, Hillsdale, NJ).Google Scholar
• Lord RG, Levy PE (1994) Moving from cognition to action: A control theory perspective. Appl. Psych. 43:335–398.Crossref, Google Scholar
• Lord RG, Brown DJ, Freiberg SJ (1999) Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organ. Behav. Human Decision Processes 78:167–203.Crossref, Google Scholar
• Lord RG, Hannah ST, Jennings PL (2010) A framework for understanding leadership and individual requisite complexity. Organ. Psych. Rev. 1:104–127.Google Scholar
• Lord RG, Hall R, Naidoo L, Selenta C, Medvedeff M, Dubois D (2005) Value structures, identity, and affectivity: Interrelationships and implications for organizations. Paper presented at Affect and Emotions in Organizational Behavior Small Group Meeting, June, Rotterdam School of Management, Erasmus University, Rotterdam.Google Scholar
• Markus HR, Kunda Z (1986) Stability and malleability of the self-concept. J. Personality Soc. Psych. 51:858–866.Crossref, Google Scholar
• Markus HR, Nurius P (1986) Possible selves. Amer. Psych. 41: 954–969.Crossref, Google Scholar
• Markus HR, Ruvolo A (1989) Possible selves: Personalized representations of goals. Pervin LA, ed. Goal Concepts in Personality and Social Psychology (Lawrence Erlbaum Associates, Hillsdale, NJ), 211–241.Google Scholar
• Markus HR, Wurf E (1987) The dynamic self concept: A social psychological perspective. Annual Rev. Psych. 38:299–337.Crossref, Google Scholar
• Markus HR, Cross SE, Wurf E (1990) The role of the self-system in competence. Sternberg RJ, Kolligian J Jr, eds. Competence Considered (Yale University Press, New Haven, CT), 205–226.Google Scholar
• Meindl JR (1995) The romance of leadership as follower-centric theory: A social constructionist approach. Leadership Quart. 6:80–109.Crossref, Google Scholar
• Mio JS, Riggio RE, Levin SS, Reese R (2005) Presidential leadership and charisma: The effects of metaphor. Leadership Quart. 16:287–294.Crossref, Google Scholar
• Mitchell TR, Beach LR (1990) “…Do I love thee? Let me count…” Toward an understanding of intuitive and automatic decision making. Organ. Behav. Human Decision Processes 47:1–20.Crossref, Google Scholar
• Mohammed S, Ferzandi L, Hamilton K (2010) Metaphor no more: A 15-year review of the team mental model construct. J. Management 36:876–910.Google Scholar
• Morgeson FP, Hofmann DA (1999) The structure and function of collective constructs: Implications for multilevel research and theory development. Acad. Management Rev. 24:249–265.Crossref, Google Scholar
• Naidoo L, Lord RG (2008) Speech imagery and perceptions of charisma: The mediating role of positive affect. Leadership Quart. 19:283–296.Crossref, Google Scholar
• Oyserman D, Markus HR (1990) Possible selves and delinquency. J. Personality Soc. Psych. 59:112–125.Crossref, Google Scholar
• Oyserman D, Bybee D, Terry K, Hart-Johnson T (2004) Possible selves as roadmaps. J. Res. Personality 38:130–149.Crossref, Google Scholar
• Pastor JC, Meindl JR, Mayo MC (2002) A network effects model of charisma attributions. Acad. Management J. 45:410–420.Crossref, Google Scholar
• Pearce CL, Conger JA (2003) Shared Leadership: Reframing the Hows and Whys of Leadership (Sage, Thousand Oaks, CA).Google Scholar
• Petty RE, Cacioppo JT (1979) Issue-involvement can increase or decrease persuasion by enhancing message-relevant cognitive responses. J. Personality Soc. Psych. 37:1915–1926.Crossref, Google Scholar
• Petty RE, Cacioppo JT (1984) The effects of involvement on response to argument quantity and quality: Central and peripheral routes to persuasion. J. Personality Soc. Psych. 46:69–81.Crossref, Google Scholar
• Petty RE, Cacioppo JT (1986) The elaboration likelihood model of persuasion. Adv. Experiment. Soc. Psych. 19:123–205.Crossref, Google Scholar
• Petty RE, Cacioppo JT, Goldman R (1981) Personal involvement as a determinant of argument-based persuasion. J. Personality Soc. Psych. 41:847–855.Crossref, Google Scholar
• Ratneshwar S, Chaiken S (1991) Comprehension’s role in persuasion: The case of its moderating effect on the persuasion impact of source cues. J. Consumer Psych. 18:52–62.Crossref, Google Scholar
• Roberts NC (1985) Transforming leadership: A process of collective action. Human Relations 38:1023–1046.Crossref, Google Scholar
• Roese NJ, Hur T, Pennington GL (1999) Counterfactual thinking and regulatory focus: Implications for action versus inaction and sufficiency versus necessity. J. Personality Soc. Psych. 77: 1109–1120.Crossref, Google Scholar
• Ryan RM, Deci EL (2000) Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. Amer. Psych. 55:68–78.Crossref, Google Scholar
• Salas E, Fiore SM, eds. (2004) Team Cognition: Understanding the Factors That Drive Process and Performance (American Psychological Association, Washington, DC).Crossref, Google Scholar
• Sashkin M (1988) The visionary leader. Conger J, Kanungo R, eds. Charismatic Leadership: The Elusive Factor in Organizational Effectiveness (Jossey-Bass, San Francisco), 122–160.Google Scholar
• Sassenberg K, Woltin K (2008) Group-based self-regulation: The effects of regulatory focus. Eur. Rev. Soc. Psych. 19:126–164.Crossref, Google Scholar
• Schwartz SH (1999) A theory of cultural values and some implications for work. Appl. Psych.: Internat. Rev. 48:23–47.Crossref, Google Scholar
• Shah JY, Friedman R, Kruglanski AW (2002) Forgetting all else: On the antecedents and consequences of goal shielding. J. Personality Soc. Psych. 83:1261–1280.Crossref, Google Scholar
• Shamir B, Howell JM (1999) Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. Leadership Quart. 10:257–283.Crossref, Google Scholar
• Shamir B, Arthur MB, House RJ (1994) The rhetoric of charismatic leadership: A theoretical extension, a case study, and implications for research. Leadership Quart. 5:25–42.Crossref, Google Scholar
• Shamir B, House RJ, Arthur MB (1993) The motivational effects of charismatic leadership: A self-concept based theory. Organ. Sci. 4:577–594.Link, Google Scholar
• Shamir B, Zakay E, Breinin E, Popper M (1998) Correlates of charismatic leader behavior in military units: Subordinates’ attitudes, unit characteristics, and superiors’ appraisals of leader performance. Acad. Management J. 41:387–409.Crossref, Google Scholar
• Shell Global (2013) Sparking innovation: Turning ideas into reality. Accessed April 2013, http://www.shell.com/global/future-energy/innovation/game-changer/sparking-innovation.html.Google Scholar
• Stajkovic AD, Luthans F (1998) Self-efficacy and work-related performance: A meta-analysis. Psych Bull. 124:240–261.Crossref, Google Scholar
• Stam D, van Knippenberg D, Wisse B (2010a) Focusing on followers: The role of possible selves and regulatory focus in visionary leadership. Leadership Quart. 21:457–468.Crossref, Google Scholar
• Stam D, van Knippenberg D, Wisse B (2010b) The role of regulatory fit in visionary leadership. J. Organ. Behav. 31:499–518.Crossref, Google Scholar
• Tanghe J, Wisse B, van der Flier H (2010) The formation of group affect and team effectiveness: The moderating role of identification. British J. Management 21:340–358.Google Scholar
• Tichy NM, Devanna MA (1986) The Transformational Leader (John Wiley & Sons, Toronto).Google Scholar
• Tyler TR (1999) Social Justice in a Diverse Society (Westview Press, Boulder, CO).Google Scholar
• Tushman ML, Anderson P (1986) Technological discontinuities and organizational environments. Admin. Sci. Quart. 31:439–465.Crossref, Google Scholar
• van Ginkel WP, van Knippenberg D (2008) Group information elaboration and group decision making: The role of shared task representations. Organ. Behav. Human Decision Processes 105: 82–97.Crossref, Google Scholar
• van Ginkel WP, van Knippenberg D (2009) Knowledge about the distribution of information and group decision making: When and why does it work? Organ. Behav. Human Decision Processes 108:218–229.Crossref, Google Scholar
• van Knippenberg D (2000) Work motivation and performance: A social identity perspective. Appl. Psych. 49:357–371.Crossref, Google Scholar
• van Knippenberg D, Hogg MA (2003) A social identity model of leadership effectiveness in organizations. Res. Organ. Behav. 25: 243–295.Crossref, Google Scholar
• van Knippenberg D, Sleebos E (2006) Organizational identification versus organizational commitment: Self-definition, social exchange, and job attitudes. J. Organ. Behav. 27:571–584.Crossref, Google Scholar
• van Knippenberg D, Wilke H (1992) Prototypicality of arguments and conformity to ingroup norms. Eur. J. Soc. Psych. 22:141–155.Crossref, Google Scholar
• van Knippenberg D, De Dreu CWK, Homan AC (2004a) Work group diversity and group performance: An integrative model and research agenda. J. Appl. Psych. 89:1008–1022.Crossref, Google Scholar
• van Knippenberg D, van Knippenberg B, Bobbio A (2008a) Leaders as agents of continuity: Self continuity and resistance to collective change. Sani F, ed. Self-Continuity: Individual and Collective Perspectives (Psychology Press, New York), 175–186.Google Scholar
• van Knippenberg D, van Knippenberg B, De Cremer D, Hogg MA (2004b) Leadership, self, and identity: A review and research agenda. Leadership Quart. 15:825–856.Crossref, Google Scholar
• van Knippenberg D, van Knippenberg B, van Kleef GA, Damen F (2008b) Leadership, affect, and emotions. Ashkanasy NM, Cooper CL, eds. Research Companion to Emotions in Organizations (Edward Elgar, Cheltenham, UK), 465–475.Crossref, Google Scholar
• Venus M, Stam D, van Knippenberg D (2013) Leader emotion as a catalyst of effective leader communication of visions, value-laden messages, and goals. Organ. Behav. Human Decision Processes 122:53–68.Crossref, Google Scholar
• Verplanken B, Holland RW (2002) Motivated decision making: Effects of activation and self-centrality of values on choices and behavior. J. Personality Soc. Psych. 82:434–447.Crossref, Google Scholar
• Vignoles VL, Manzi C, Regalia C, Jemmolo S, Scabini E (2008) Identity motives underlying desired and feared possible future selves. J. Personality 76:1165–1200.Crossref, Google Scholar
• Vroom VH (1964) Work and Motivation (John Wiley & Sons, Oxford, UK).Google Scholar
• Wang XHF, Howell JM (2010) Exploring the dual-level effects of transformational leadership on followers. J. Appl. Psych. 95: 1134–1144.Crossref, Google Scholar
• Wang XHF, Howell JM (2012) A multilevel study of transformational leadership, identification, and follower outcomes. Leadership Quart. 23:775–790.Crossref, Google Scholar
• Wieseke J, Ahearne M, Lam SK, van Dick R (2009) The role of leaders in internal marketing. J. Marketing 73:123–145.Crossref, Google Scholar
• Willner AR (1984) The Spellbinders: Charismatic Political Leadership (Yale University Press, New Haven, CT).Crossref, Google Scholar
• Wood BD, Owens CT, Durham BM (2005) Presidential rhetoric and the economy. J. Politics 67:627–645.Crossref, Google Scholar
• Wood W, Rhodes N, Biek M (1995) Working knowledge and attitude strength: An information processing analysis. Petty RE, Krosnick JA, eds. Attitude Strength: Antecedents and Consequences (Lawrence Erlbaum Associates, Mahwah, NJ), 283–313.Google Scholar
• Zemack-Rugar Y, Bettman JR, Fitzsimons GJ (2007) The effects of nonconsciously priming emotion concepts on behavior. J. Personality Soc. Psych. 93:927–939.Crossref, Google Scholar