Andrew Kakabadse is International Professor of International Management Development at Cranfield University School of Management. Frederic Nortier is an academic at ARJ France. Nello-Bernard Abramovici is an academic at ARJ France

Introduction 1. Vision, Visionary Leadership and the Visioning Process: An Overview 2. History of Leadership 3. Visioning: Promoting a Shared Perspective Towards Organizational Success 4. The Cassandra Complex: How to Avoid Generating a Corporate Vision that No One Buys Into 5. Bridging the S-Curve Gap 6. Leadership and the NHS: Working Towards Best Practice 7. Vision and Renewal 8. The Practical Side to Visioning: The Case of Toray Industries Inc. 9. A Vision of Learning 10. Limits to Visioning

• Introduction 1. Vision, Visionary Leadership and the Visioning Process: An Overview 2. History of Leadership 3. Visioning: Promoting a Shared Perspective Towards Organizational Success 4. The Cassandra Complex: How to Avoid Generating a Corporate Vision that No One Buys Into 5. Bridging the S-Curve Gap 6. Leadership and the NHS: Working Towards Best Practice 7. Vision and Renewal 8. The Practical Side to Visioning: The Case of Toray Industries Inc. 9. A Vision of Learning 10. Limits to Visioning

Andrew Kakabadse is International Professor of International Management Development at Cranfield University School of Management. Frederic Nortier is an academic at ARJ France. Nello-Bernard Abramovici is an academic at ARJ France

Introduction 1. Vision, Visionary Leadership and the Visioning Process: An Overview 2. History of Leadership 3. Visioning: Promoting a Shared Perspective Towards Organizational Success 4. The Cassandra Complex: How to Avoid Generating a Corporate Vision that No One Buys Into 5. Bridging the S-Curve Gap 6. Leadership and the NHS: Working Towards Best Practice 7. Vision and Renewal 8. The Practical Side to Visioning: The Case of Toray Industries Inc. 9. A Vision of Learning 10. Limits to Visioning

• Introduction 1. Vision, Visionary Leadership and the Visioning Process: An Overview 2. History of Leadership 3. Visioning: Promoting a Shared Perspective Towards Organizational Success 4. The Cassandra Complex: How to Avoid Generating a Corporate Vision that No One Buys Into 5. Bridging the S-Curve Gap 6. Leadership and the NHS: Working Towards Best Practice 7. Vision and Renewal 8. The Practical Side to Visioning: The Case of Toray Industries Inc. 9. A Vision of Learning 10. Limits to Visioning