Vision refers to the remote goals shared by members of an organization. By conveying a vision, leaders urge employees to understand their role and the meaningfulness of their work in building the future of the organization; thereby relating member goals to organizational goals. This study adopts the goal viewpoint to explore the mediating process in which visionary leadership influences subordinates’ change-oriented behavior via hope. By inspiring hopeful thinking among employees, leaders’ visionary behaviors can promote subordinates’ active adaptive behavior. In addition, this study further explores the applicable context of the effects of visionary leadership by testing the moderating effect of subordinates’ job insecurity on the indirect relationship between visionary leadership and change-oriented behavior via hope. This study adopted a two-stage questionnaire method. A total of 262 valid questionnaires were collected. The results revealed that visionary leadership had a positively significant correlation with hope. In addition, hope mediated the relationship between visionary leadership and change-oriented behavior. Finally, job insecurity significantly and negatively moderated the mediating effect of hope. Specifically, job insecurity attenuated the positive indirect effect of visionary leadership on change-oriented behavior through hope.
