The topic of leader vision communication has garnered widespread attention. However, the development of different vision contents and the complex effects associated with various visions remain poorly understood. Drawing on self-construal theory and existing literature on leader vision communication, we propose that leaders’ self-construal—whether independent or interdependent—determines the manner and content of their vision communication with followers. Specifically, independent self-construal tends to shape instrumental visions, while interdependent self-construal fosters inspirational visions. Moreover, these different types of vision communication have contrasting impacts on followers’ proactive behavior: instrumental visions tend to hinder such behavior, whereas inspirational visions encourage it. Our research also suggests that leaders’ perception of organizational uncertainty influences the extent to which they communicate instrumental and inspirational visions under varying levels of their self-construals. Data from a three-wave, multi-level, and multi-source survey supported our conceptual model. This study offers a fresh perspective on understanding the complexities of leader vision communication and effectively addresses the dual-edged effects of such communication. Theoretical and practical implications are discussed.
