One of the most often cited leadership competencies is the ability to inspire an
organizational vision. However, numerous authorities on the topic caution that the
vision cannot be the personal construct of the leader. They contend that major
stakeholders should be involved in the development of a shared vision that will
inspire commitment to organizational goals.
This study examines the results of an effort to use a participative model in the
visioning process at a publicly supported comprehensive university.
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