Visionary leadership, identity & motivation: Become a meaning maker

Start Date: 07/05/2020

Course Type: Common Course

Course Link: https://www.coursera.org/learn/visionary-leadership-meaning-maker

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About Course

When faced with a complex and ambiguous work environment, how do you, as a potential leader, envision the future? How can you deliver on your vision in a way that conveys meaning and drives positive change within your organisation? In this course you will explore how leaders can create a compelling vision and communicate it, and how they create meaning and make work more meaningful. You will look at the role the brain and the body play in processing meaning, and how this can inspire your employees to follow you and your vision. This course will also teach you how to develop meaningful brand identity and the role it can play in clarifying and reinforcing your leadership vision within your organisation, for your partners and for your customers. You will discover that meaning crosses into almost every aspect of management. Finally, you will better understand how social and cultural factors can influence what you can achieve and your limitations when seeking to create meaning.

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Course Introduction

Visionary leadership, identity & motivation: Become a meaning maker Your job in leadership is to help create meaning in this world. In this course, you’ll learn how to use your lens to help create meaning for people, and how to use your lens to create meaning for yourself. You’ll learn how to use your visual system to create meaning for yourself, and how to use your emotional system to create meaning for yourself and your team. You’ll learn how to use your cognitive system to create meaning for others, and how to use your cognitive system to create meaning for yourself and your team. You’ll learn the skills you need to bring meaning to the people in your organization, and how to bring meaning to yourself and your organization.WELCOME, ONLINE STUDENTS! My Visionary Job Description What I See & Feel Why I See & Feel Value Chain Management Capstone In the Value Chain Management capstone, you will apply the concepts you learned about value chain management to a real business challenge. You’ll focus on how value chain management is implemented in a real business. You’ll also apply the concepts you learned about value chain management to a real business challenge. You’ll focus on how value chain management is implemented in a real business, and also on how your focus on value chain management can be applied to other areas of your business. Note: This is a new cap

Course Tag

Motivation Communication Leadership Brand Management

Related Wiki Topic

Article Example
Identity based motivation Identity-based motivation theory (IBM) is a social psychological theory of human motivation and goal pursuit, which explains when and in which situations people’s identities or self-concepts will motivate them to take action towards their goals.
Identity based motivation This experience led Oyserman to pursue decades of research that manifested into the current theory of identity-based motivation.
Identity based motivation The IBM model was developed by University of Southern California Professor Daphna Oyserman, and has been used as a foundation for a variety of aspiration-achievement gap interventions in schools, health, planning, and savings. Identity-based motivation theory is also used in understanding motivations behind giving both gifts and charity, consumer behavior, and the interface between culture and identity.
Identity based motivation Identity-based motivation has been used as a foundation for school interventions (and tests of those interventions) in public schools in Detroit, Chicago, and other locations in the U.S. as well as internationally in Singapore1 and England.
Leadership Many personality characteristics were found to be reliably associated with leadership emergence. The list include, but is not limited to following (list organized in alphabetical order): assertiveness, authenticity, Big Five personality factors, birth order, character strengths, dominance, emotional intelligence, gender identity, intelligence, narcissism, self-efficacy for leadership, self-monitoring and social motivation.
Identity based motivation “I wondered what the youths who were setting fires were imagining about their futures,” Oyserman wrote in the author’s note of her book Pathways to Success Through Identity-Based Motivation. “Surely they were not thinking something along the lines of ‘I will set a fire and this may ruin my life if I get caught in a felony and am jailed’ or ‘I will set a fire and someone might die in this fire; it will be on my conscience and forever change the person I become.’”
Collective leadership Collective leadership is now being used as a term to describe organisational approaches and power balance within corporate organisations. For example, the King's Fund think tank in the UK has described collective leadership as meaning 'everyone taking responsibility for the success of the organisation as a whole – not just for their own jobs. It requires organisations to distribute leadership power to wherever expertise, capability and motivation sit within organisations.'
Visionary A vision can be political, religious, environmental, social, or technological in nature. By extension, a visionary can also be a person with a clear, distinctive, and specific (in some details) vision of the future, usually connected with advances in technology or social/political arrangements. For example, Ted Nelson is referred to as a visionary in connection with the Internet.
Visionary Defined broadly, a visionary is one who can envision the future. For some groups this can involve the supernatural.
Visionary architecture Visionary architecture is the name given to architecture which exists only on paper or which has visionary qualities. While the term 'visionary' suggests the idea of an idealistic, impractical or Utopian notion, it also depicts a mental picture produced by the imagination. These architectural drawings on paper allow insight of the unusual perception of the worlds that are impossible to visit everyday, except through the visual dramatization of the designed, imaginative environment. There are also two meanings that are derived from both terms 'imagination' and 'imaginary,' meaning unrealistic and impossible, and the other the ability to deal creatively with an unseen reality. A significant precedent that adheres to the concept of visionary architecture is the 18th century architect Giovanni Piranesi, who also had to think twice about the difference in meaning of the two terms. The titles of his well-known prison etching works had two versions. The first was 'imaginary prisons,' and the final as 'prisons of the imagination.'
Identity management When organizations deploy an identity management process or system, their motivation is normally not primarily to manage a set of identities, but rather to grant appropriate access rights to those entities via their identities. In other words, access management is normally the motivation for identity management and the two sets of processes are consequently closely related.
Strategic leadership There are various strategic leadership styles. With strategic leadership being such a broad topic Rowe differentiates between strategic, visionary and managerial leaders. (Rowe, 2001). Strategic leadership presumes a shared vision of what an organization is to be, so that the day-to-day decision making or emergent strategy process is consistent with this vision. Managerial leaders influence only the actions and decisions of those with whom they work. They are involved in situations and contexts characteristic of day-to-day activities and are concerned with and more comfortable in functional areas of responsibilities. In contrast visionary leadership is future oriented and concerned with risk taking and visionary leaders are not dependent on their organizations for their sense of who they are. Visionary leaders work from high risk positions, and seek out risky ventures, especially when the rewards are high (Rowe, 2001).
Motivational Leadership Motivation leadership begins with motivating yourself. Leaders should have motivation and confidence that they can successfully lead a group and also that they are able to approach the group they are leading with good manners
Motivation Motivation can be divided into two different theories known as "intrinsic" (internal or inherent) motivation and "extrinsic" (external) motivation.
Transformational leadership In regards to transformational leadership, the first 5 components - Idealized Attributes, Idealized Behaviors, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration - are considered to be transformational leadership behaviors.
Motivation Incentive theory is a specific theory of motivation, derived partly from behaviorist principles of reinforcement, which concerns an incentive or motive to do something. The most common incentive would be a reward. Rewards can be tangible or intangible, and is presented generally after the occurrence of the action or behavior that one is trying to correct or cause to happen again. This is done by associating positive meaning to the behavior and or action. Studies show that if the person receives the reward immediately, the effect is greater, and decreases as delay lengthens. Repetitive action-reward combination can cause the action to become a habit.
Motivation As children transition from early childhood to middle childhood, their motivation to participate changes. In both the Indigenous communities of Quechua people and Rioja in Peru, children often experience a transition in which they become more included into their family's and community's endeavors. This changes their position and role in their families to more responsible ones and leads to an increase in their eagerness to participate and belong. As children go through this transition, they often develop a sense of identity within their family and community.
Motivation The control of motivation is only understood to a limited extent. There are many different approaches of "motivation training", but many of these are considered pseudoscientific by critics. To understand how to control motivation it is first necessary to understand why many people lack motivation.
Motivation At lower levels of Maslow's hierarchy of needs, such as physiological needs, money is a motivator, however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's theory X and theory Y (pertaining to the theory of leadership) demonstrate.
Visionary Visionary art can be incorrectly defined as a category of primitive art (art of those not formally trained) rather than describing people who have used their visions (or dreams) to create their paintings. Salvador Dalí is one artist who would exemplify visionary art that is neither religious nor primitive.