Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/268531 
Year of Publication: 
2006
Citation: 
[Journal:] MIT Sloan Management Review [ISSN:] 1532-8937 [Volume:] 47 [Issue:] 3 [Publisher:] Massachusetts Institute of Technology [Place:] Cambridge, MA [Year:] 2006 [Pages:] 64-68
Publisher: 
Massachusetts Institute of Technology, Cambridge, MA
Abstract: 
It is axiomatic that people who have a say in the vision underlying any endeavor will be more committed to carrying out that vision than those who are simply given the vision. Indeed, if the vision is handed down, no matter how empowered an employee may be in carrying it out, it may be legitimately resisted because it may not have incorporated local concerns. There is an alternative to top-down vision creation. Visions are preferably co-created in the organization and should arise out of the group as it accomplishes its work. The leader doesn't walk away to create the vision; the vision is often already present. It just needs articulation. This is where the meaning-maker surfaces. Meaning-making is the expression of what group or organizational members are endeavoring to accomplish in their work together. It articulates a collective sense of what the group stands for.
Subjects: 
Meaning making
Visioning
Community of practice
Leadership
Collaborative leadership
Spirituality
JEL: 
M10
M12
M14
M50
M51
M53
Document Type: 
Article
Document Version: 
Accepted Manuscript (Postprint)
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