Implicit Motives and Visionary Leadership

An unresolved question in visionary leadership research is, why must visions be high in imagery to cause affective reactions and be motivationally effective? Research in motivation psychology has shown that pictorial cues arouse implicit motives. Thus, pictorial cues from vision-induced imagery should arouse a follower’s implicit motives just like a real image. Hence, our fundamental proposition is that follower implicit motives and follower approach motivation serially mediate the relationship between leader vision and followers’ vision pursuit. We also examine the case of negative leader visions, with the central propositions that a negative leader vision arouses a follower’s implicit fear motives and that the follower’s implicit fear motives and follower avoidance motivation serially mediate the relationship between negative leader vision and the follower’s fear-related behaviors. Lastly, we assert that multiple implicit follower motives aroused by a multithematic leader vision exert additive as well as interaction effects on the follower’s vision pursuit.

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Capability Model of Manage Human Resource And Service Agreement at PT X

International Journal of New Media Technology ◽

10.31937/ijnmt.v4i1.539 ◽

2017 ◽

Vol 4 (1) ◽

pp. 54-58 ◽

Cited By ~ 1

Author(s):

Inez Gavrila Wahyudi ◽

Johan Setiawan ◽

Wella Wella

Keyword(s):

Information System ◽

Human Resources ◽

Human Resource ◽

Visionary Leadership ◽

Assessment Process ◽

Human Communication ◽

Level 3 ◽

Service Agreement ◽

And Control ◽

Work Management

This research was made with purpose to measure the capability of human resource and work management in PT. X using COBIT 5.0. In the assessment process, researcher applied 1 domain (align, plan, and organize) with 2 processed, Manage Human Resource APO 07) and Manage Service Agreement (APO 09). Data collection was obtained from the distribution of questionnaires to IT division (there were 127 items of the question and 10 respondents). The result of this research figured out that APO 07 stopped in level 2 with score 82.50 in level 3 and APO 09 ended in level 3 with score 84.10 in level 4. In conclusion, there were still few problems that made human resources in PT X unable to reach level 5. PT.X ought to do audit regularly in deep and holistically. Keywords— Align Plan and Organize, Capabilities Level, COBIT 5.0, Manage Human Resources, Manage Service Agreement REFERENCES [1] Sumarsono, Sonny. 2003. Ekonomi Manajemen Sumber Daya Manusia. Jakarta: LPFE-UI. [2] Gondodiyoto, Sanyoto. 2003. Audit Sistem Informasi (Pendekatan COBIT). Bekasi : Mitra Wacana Media. [3] ISACA. 2013. COBIT 5 A Business Framework for the Governance and Management of Enterprise IT. USA : Enterprise GRC Solution Inc. [4] ISACA 2013. COBIT 5 for Information Security. USA : Enterprise GRC Solution Inc. [5] Arbie, E. 2000. Pengantar Sistem Informasi Manajemen, Edisi ke-7. Jakarta : Bina Alumni Indonesia. [6] Arikunto, Suharsimi. 2006. Metodelogi Penelitian. Yogyakarta : Bina Aksara. [7] Arikunto, Suharsimi. 2010. Prosedur Penelitian Suatu Pendekatan Praktik. Jakarta : Rineka Cipta. [8] Davis, Chris, Mike Schiller, & Kevin Wheeler. 2011. IT Auditing Using Controls to Protect Information Assets, 2nd Edition. English : Mc Graw Hill. [9] Follet, Mary Parker. 1999. Visionary Leadership and Strategic Management. MCB University Press. Women in Management Review Volume 14. Number 7.Gondodiyoto, Sanyoto. 2003. Audit Sistem Informasi (Pendekatan COBIT). Bekasi : Mitra Wacana Media. [10] Hasibuan,M. 2003. Manajemen Sumber Daya Manusia. Jakarta: PT. Bumi Aksara. [11] Hasibuan,M. 2003. Organisasi dan Motivasi. Jakarta: PT. Bumi Aksara. [12] Herzberg, Frederick. 2006. Perilaku Organisasi Edisi 10. Yogyakarta: Andy. [13] Jogiyanto. 2005. Sistem Teknologi Informasi. Yogyakarta : Andi Offset. [14] ISACA. 2012. COBIT 5 Enabling Processes. USA : Enterprise GRC Solution Inc. [15] ISACA. 2003. Audit and Control of Information System. USA : Enterprise GRC Solution Inc. [16] Kusumah, Wijaya dan Dwitagama Dedi. 2011. Mengenal Penelitian Tindakan Kelas. Jakarta : PT Indeks. [17] Littlejohn, Stephen W. 1999. Theories of Human Communication, 6th Ed. Belmont CA : Wadsworth Publishing. [18] Muhyuzir T.D. 2001. Analisa Perancangan Sistem Pengolahan Data, Cetakan kedua. Jakarta : PT Elex Media Komputindo. [19] O’Brien, James A. 2010. Management Information System (11th Edition). New Jersey: Pearson Prentice Hall. [20] O’Brien, James A. 2005. Pengantar Sistem Informasi: Perspektif Bisnis dan Manjerial (12th Edition). Jakarta: Salemba.

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Institutional Context & Mass Market Innovation: Perspectives from Visionary Leadership & Institutional Entrepreneurship

SSRN Electronic Journal ◽

10.2139/ssrn.3656576 ◽

2014 ◽

Author(s):

Rifat Sharmelly

Keyword(s):

Institutional Context ◽

Visionary Leadership ◽

Institutional Entrepreneurship ◽

Mass Market

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Arousing Motives or Eliciting Stories? On the Role of Pictures in a Picture–Story Exercise

Assessment ◽

10.1177/10731911211036191 ◽

2021 ◽

pp. 107319112110361

Author(s):

Philipp Schäpers ◽

Stefan Krumm ◽

Filip Lievens ◽

Nikola Stenzel

Keyword(s):

Experimental Design ◽

Experimental Manipulation ◽

Implicit Motives ◽

Achievement Motive ◽

Picture Story Exercise ◽

Power Motive ◽

Picture Story ◽

Measurement Approach

Picture–story exercises (PSE) form a popular measurement approach that has been widely used for the assessment of implicit motives. However, current theorizing offers two diverging perspectives on the role of pictures in PSEs: either to elicit stories or to arouse motives. In the current study, we tested these perspectives in an experimental design. We administered a PSE either with or without pictures. Results from N = 281 participants revealed that the experimental manipulation had a medium to large effect for the affiliation and power motive domains, but no effect for the achievement motive domain. We conclude that the herein chosen pictures cues function differentially across motives, as they aroused the affiliation and power motives, but not the achievement motive.

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Making the Future Visible: Psychology, Scenarios, and Strategy

World Futures Review ◽

10.1177/19467567211014557 ◽

2021 ◽

Vol 13 (1) ◽

pp. 8-13

Author(s):

Hardin Tibbs

Keyword(s):

Strategic Thinking ◽

Visionary Leadership ◽

The Future

Seeing the future as a psychological landscape clarifies the elements of strategy, provides insights into key areas of strategic thinking, and helps develop the strategic conviction essential for visionary leadership.

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Black Lives Matter and the revitalization of collective visionary leadership

Leadership ◽

10.1177/1742715020975920 ◽

2020 ◽

pp. 174271502097592

Author(s):

Sarah J Jackson

Keyword(s):

Black Women ◽

Civil Rights ◽

The United States ◽

Visionary Leadership ◽

Global Network ◽

Ordinary People ◽

Community Based ◽

Civil Rights Era ◽

Black Lives Matter ◽

Black Queer

Herein, I share a conversation with Alicia Garza, co-founder of the Black Lives Matter Global Network, as context to detail the collective visionary leadership of the Black Lives Matter movement in the United States. After highlighting how Garza enacts this tradition in the contemporary era, I revisit Ella Baker’s foundational model of collective visionary leadership from the civil rights era. Collective visionary leadership, embodied across these generations, is local and community-based, centers the power and knowledge of ordinary people, and prioritizes transformative accountability and liberatory visions of the future. Such leadership has been central to a range of transformational movements, and especially those anchored by Black women and Black queer folk. I also consider what critiques of traditional models of leadership collective visionary leadership levies both past and present. I call on all those concerned with the act of leading justly to take up this model.

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