- Question: Rewrite these paragraphs, spin the sentences, using your own words, not online rewrite tools.

By inspiring employees and establishing trust in new ideas, visionary leaders can spur progress and herald in times of change (Sashkin, 1998). As well as establishing strong ties within an organization, visionary leaders are much more likely to achieve success (Bennis and Nanus, 1997). Both direct reports and colleagues should feel confident about the leader. A vision keeps organizations going in spite of adversity by motivating people to work together toward common goals (Sashkin, 1998). As stated by Zhu, Chew, and Spangler (2005), visionary leadership is likely to lead to increased motivation, cooperation, trust, and cohesion. To be a visionary leader, one must possess an agenda and skills closely related to excellence. It is crucial to articulate and communicate a clear vision, Employees within an organization are expected to be inspired by that vision, establish effective relationships with other organizations, provide the organization with direction, and provide the tools needed for continued success (Wallace, 1996).

Leaders need to help organizations develop a greater sense of purpose by linking efforts to successful outcomes. According to Bass (1996), visionary leadership, offers opportunities to foster the capacity of an organization to meet the needs of its constituents. This occurs in creative ways, despite complex and uncertain times, by providing a framework that can become a touchstone for setting goals; determining priorities; aligning structures, policies, and beliefs with principles; and assessing progress.

Visionary leaders, utilize vision on the basis of their work. Visionary leadership has been defined as the ability to create and articulate clear visions providing meaning and purpose to the work of an organization (Nanus, 1992; Sashkin, 1992). Visionary leaders develop their own personal vision then merge it into a shared vision with their colleagues. Communication of the vision is what empowers people to act. When people do not act, it tends to be because the vision has not been clearly communicated; people spend their time trying to figure out what direction to go, which makes them tired and unresponsive (Heath and Heath, 2010).

According to Sashkin and Sashkin (2002), visionary leaders also display behaviors (i.e. confidence, pro-social power behaviors, and organizational capabilities) that are necessary for employees themselves to have the knowledge, skills, productivity, and abilities to achieve organizational goals. In addition, visionary leadership theory offers an understanding of an individual's leadership style as it relates to the organizational context and effectiveness and employee productivity (Sashkin, 1988; Sashkin and Fulmer, 1988).

Researchers have examined exceptional or visionary leaders who have been accountable for notable growth in the success of their organizations (Luhrmann and Eberl, 2007; Martin and Epitropaki, 2001). These studies reported that well-respected leaders were perceived to have the ability to articulate visions or missions to their employees, then inspire and empower those followers to engage in and derive rewards from a change in organizational function and growth. Visionary leadership (Zhu et al., 2005) creates high levels of cohesion, commitment, trust, motivation, and enhanced performance in the new organizations. The impact of a leader's effectiveness can be used to measure organizational effectiveness (Hogan and Kaiser, 2005). Therefore, the following hypothesis is developed.