Chapter 10: Here Today, Gone Tomorrow: Follower Perceptions of a Departing Leader and a Lingering Vision

The dominant leader-centric theories suggest that implementing a vision requires an existing leader who not only develops a vision, but also actively supports followers as they modify their work roles to align with it (e.g., Bass, 1985; Conger & Kanungo, 1987, 1998; Kirkpatrick, Locke, & Latham, 1996). However, fewer studies have investigated follower perceptions of vision and the processes followers use to “buy in” to the vision. Using Meindl’s (1995; Meindl, Ehrlich, & Dukerich, 1985) romance of leadership theory as a guide, this study examines follower perceptions of vision and the ramifications of a leader’s departure during the height of vision implementation. Through qualitative analysis of 19 interviews, we explore followers’ identification, internalization, and commitment to a vision before and after a leader’s exit. Findings from this study suggest that internalization of the vision may lead to perceptions of misalignment between followers’ socially constructed understanding of the vision and the leader’s strategy for implementation. Results further indicate that post-departure followers are likely to perceive the vision as strongly intertwined with the departed leader and less directly relevant to their work.