30 Leadership, vision, and the fallacy of corporate purpose
Introduction
It is a commonplace proposition by leadership theorists that leaders should promote a compelling vision, an ideal image of a future state, to unite members of an organization behind strategic objectives that are largely determined by senior managers. Other chapters in this book critically discuss these ideas, highlighting how they are often used to concentrate too much power in the hands of a few while disenfranchising the many. Nevertheless, the advocacy of a compelling vision has received additional impetus from those who argue that organizations should declare a corporate “purpose” that goes beyond shareholder value and ...
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