Who sees visions as plausible? The joint effect of leader vision communication and employee work passion on job performance

Vollständiger Abstract

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Purpose This study aims to examine how leader vision communication shapes follower job performance by shifting the focus from leaders to followers. Specifically, it highlights the roles of perceived vision plausibility and follower work passion in explaining when and why leader vision communication becomes effective. Design/methodology/approach Using the dualistic model of passion and motivated information processing theory, the study proposes that harmonious work passion (but not obsessive work passion) enhances the positive effects of leader vision communication on followers' perceptions of vision plausibility. A multisource, time-lagged survey of 229 leader–follower dyads tested these hypothesized relationships. Findings The results demonstrate that follower harmonious work passion amplifies the impact of leader vision communication on perceived vision plausibility, which mediates the relationship between leader vision communication and follower job performance. Originality/value This study integrates leadership and passion research to clarify when and how leader vision communication becomes effective, highlighting harmonious work passion and perceived vision plausibility as key follower-driven mechanisms. It offers actionable guidance for improving vision effectiveness and performance.