Picturing yourself: a social-cognitive process model to integrate third-person imagery effects

Author(s):  
Zachary Adolph Niese ◽  
Richard P. Eibach ◽  
Lisa K. Libby
Author(s):  
Jana B Jarecki ◽  
Jolene H Tan ◽  
Mirjam A Jenny

Author(s):  
Binbing Song ◽  
Hiroko Itoh ◽  
Yasumi Kawamura

AbstractVessel traffic service (VTS) is important to protect the safety of maritime traffic. Along with the expansion of monitoring area per VTS operator in Tokyo Bay, Japan, inexperienced operators must acquire the ability to quickly and accurately detect conditions that requires attention (CRAs) from a monitoring screen. In our previous study (Song B, Itoh H, Kawamura Y, Fukuto J (2018) Analysis of Cognitive Processes of Operators of Vessel Traffic Service. In: Proceedings of the 2018 International Association of Institutes of Navigation. IAIN 2018, pp 529–534, Song et al., J Jpn Inst Navig 140:48–54, 2019), we established a task analysis method based on the assumption that the cognitive process model consists of three stages: “situational awareness”, “situation judgment”, and “decision making”. A simulation experiment was conducted for VTS operators with different levels of ability and their cognitive processes were compared based on the observation of eye movements. The results showed that the inexperienced operators’ abilities to predict situation changes were lower. And it was considered that oral transmission of the knowledge is difficult, thus new training methods are needed to help the inexperienced operators to understand the prediction methods of experienced operators. In this study, based on the cognitive process of an experienced operator, we analyzed the prediction procedures of situation changes and developed an educational tool called vessel traffic routine (VTR). The training method learning VTR aims to quickly improve inexperienced VTS operators’ abilities to predict situation changes. A simulation verification experiment of the VTR effect was conducted for four inexperienced operators, who were divided into two groups with and without prior explanation of VTR. By evaluating the cognitive processes of inexperienced operators, it was confirmed that those given prior explanations of VTR were better at detecting CRAs.


2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Edward C. Tomlinson ◽  
Christopher A. Nelson ◽  
Luke A. Langlinais

Purpose This paper aims to investigate how the reparative efforts of extensive apologies, compensation and structural change affect trust after a violation has occurred. Specifically, this paper presents a cognitive process model positing that voluntary reparative efforts will shape the victim’s stability attributions for the cause of the violation such that it will be deemed less stable (i.e. unlikely to recur); as a result, the victim is more likely to perceive the transgressor as being fair, and hence extend subsequent trust. Design/methodology/approach Two experiments were conducted to test the cognitive process model. Findings The results of both experiments supported this predicted sequence for extensive apologies. Support for the predicted sequence was also found when compensation and structural change are invoked as reparative efforts. Originality/value This research has theoretical and practical implications for a more nuanced understanding of how causal attribution theory and organizational justice theory can be integrated within the context of trust repair.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jeffrey McClellan

Purpose The application of leadership theory to training and development in international leadership contexts is burdened by the idealistic, western-centric, prescriptive nature of many leadership theories. Consequently, theories are needed that are culturally neutral, descriptive and practically applicable to the culturally diverse contexts in which leadership interaction takes place. To this end, the cognitive process model of (Denis et al., 2012) leadership was developed to facilitate leadership development study in a variety of cultural contexts. The model is based on how the human brain functions at its most basic level in leadership situations across cultures and outlines basic principles of leadership associated with these functions. These principles include awareness, decision-making, attention, relationship building, communication and action. This study aims to discuss this model and how it can be used as a framework for doing leadership training and development study in international settings. Design/methodology/approach This paper is conceptual in nature and uses psychological studies on brain function as a foundation for developing a process model of leadership. Findings In contrast the cognitive process model of leadership provides a foundation for understanding what is truly universal when it comes to leadership activities by examining what happens in the brain in any given leadership moment. It then provides a framework for promoting the development of leadership competencies that are essential to practicing the principles and competencies and applying them as one takes action in specific leadership moments at the self, interpersonal, group and team, organizational and social and political community levels. Research limitations/implications The paper has implications for the content, structure and process of leadership development study in relation to training and coaching. Practical implications This model makes it possible to identify how to provide training and education in relation to leadership competencies by identifying which aspects of the competencies are universal and which are situational or culture dependent. Originality/value This study is an original paper exploring the application of this model in the context of global leadership training and development.


2019 ◽  
Vol 46 (4) ◽  
pp. 525-546 ◽  
Author(s):  
Dritjon Gruda ◽  
Konstantinos Kafetsios

Two experiments tested the role of global and relationship-specific attachment orientations in leader transference, a social-cognitive process in which mental representations of past leaders are associated with the evaluations of new, similar leaders. Individuals scoring higher on anxious attachment were more likely to hold high just treatment expectations of new leaders who were similar to their previous leaders. Conversely, avoidant individuals evaluated new similar leaders low on just treatment expectations and perceived them as less effective. Relationship-specific attachment orientations predicted transfer of behavioral judgments of just treatment, while global attachment orientations predicted transfer of perceived leader effectiveness. These effects were moderated by culture. In two collectivistic cultures (Greece and India), avoidant individuals demonstrated low just treatment expectations of their new similar leader. In an individualistic culture (United States), avoidant participants showed high behavioral expectations of their new, similar, leader. The results inform emerging views on relational social-cognitive processes in leader–follower interactions.


2018 ◽  
Vol 23 (1) ◽  
pp. 34-42
Author(s):  
Maurizio Zorzetto

The moral disengagement present in work places is a critical factor impacting the efficient pursuit of organizational goals. This research aims at providing a new view on the criticisms moved against the inefficiencies of the Italian public administration and the national bureaucratic system, by adopting the principles described in Albert Bandura’s (1986) Social Cognitive theory and testing the mechanisms of moral disengagement empirically, by carrying out the Civic Moral Disengagement (CMD) survey among private and public-sector employees. The final goal of this research is analyzing the cognitive process that employees activate based on the environment they are in, and defining an Empowerment strategy that could be adopted within public organizations.


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