Leader self-projection and collective role performance: A consideration of visionary leadership

Abstract

Leaders often need to project themselves into alternative situations, but there is a limited understanding of how, why, or when leader self-projection might influence their teams’ outcomes. Based on the notion that brain activity in the default mode network (DMN) underlies self-projection, such as future-oriented mental simulations, we argue that the effect of leaders’ DMN activity on team behavior such as collective role performance may be understood by considering both the leaders’ visionary behavior and their orientation towards socialized vision. Specifically, we posit that a leader’s trait-like brain activity in the leader’s DMN is associated with the leader’s visionary behavior. Furthermore, we argue that visionary leader behavior, when accompanied by socialized vision orientation, facilitates collective role performance of the team. As such, we examine the moderating role of a socialized orientation toward serving the interests of a wide range of stakeholders in reinforcing the positive effect of visionary leader behavior on collective role performance of team members, as well as the indirect effect of leader DMN activity on collective role performance via visionary leader behavior. We found support for our hypotheses using diverse research methodologies, including quantitative electroencephalogram (qEEG), multi-source multi-wave surveys, and interview coding.