Nanus（1992）在其“愿景领导”（Visionary Leadership）一书中正式提出“愿景领导”一词并强调在所有领导功能中，领导者对愿景的影响最深远，同时许多有关领导研究的亦发现有效能的领导者往往是具有愿景的领导者（Bennis &Nanus,1985；Blunberg & Greenfield, 1980；Deal & Kennedy, 1982）。
共同愿景领导有着巨大的感召力，激发人们对美好愿景的不懈追求，凝聚合力，提供动力，激发创造力。
Shared vision has great charisma led to inspire people for a better vision of relentless pursuit, gather together, to provide impetus to stimulate creativity.
只有清晰理解愿景、使命和符合公司目标的战略，以及被他们的领导同事鼓励和促进的被激励的人才能把工作做好。
Only motivated people with a clear understanding of vision, mission and strategy towards company goals, encouraged and facilitated by their leaders and colleagues, will get the job done.
领导、高级技术人员、项目经理、还有项目中所有有形的人都必须积极地努力，不断地去推进愿景和未来状态的实现。
The leadership, lead technicians, project managers, and all of the visible people in these projects must be positive forces and constantly promote the vision and the future state.
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