The Visionary Leader

Marshall Sashkin

Top-level managers take on many roles. This has been documented through various observational and diary studies of executive behavior. One of the best-known of these is Mintzberg's (1973) intensive observational report of the activities of several chief executive officers, whose behaviors were sorted into ten emergent categories. One role, “leadership,” if defined only a bit more broadly than did Mintzberg, seems to account for a large proportion of executive behavior and to include what many scholars see as its most important characteristics. Katz and Kahn (1978), for example, consider “origination”—the creation and development of organizational structures and policies—as the unique and identifying aspect ...

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