Leadership Simulation Program - Example

VIRTUAL LEADER MODEL V leader is a leadership simulation program that seeks to impart vital leadership skills to the participant. The simulation program enhances critical thinking in an individual by presenting five different scenarios. These scenarios are based on realistic workplace situations which require logical and pragmatic solutions. The simulation program creates a risk free environment for the student to apply practical solutions to theoretical problems. The model is built on an intelligent platform that assesses by use of three core concepts of power, ideas and tension. PART 1: VLEADER PRACTICE AND REFLECTION SCENARIO 1 The first scenario involves a new managerial employee at the call center called Corey. She has been assigned a managerial position but had not been formally introduced to her new co-workers. Corey soon realizes that the picture the top management was painting and the reality were worlds apart. 1. Ideas Strategy and tactics In the quest to meet the objectives of the scenario setting, the following tactics were employed: Decreasing the amount of tension to Create a relaxed atmosphere Support strong ideas 2. Work strategy The main aim here was to create a relaxed environment as well as to assert authority. This called for a firm control but with room for ideas. Therefore the delegate form of leadership was the most viable option for attaining these objectives in one fold. The following strategies were used: Assigning Oli the call center task at hand Locking out competing ideas Actively supporting the right work to be done Motivating Oli to carry out his task Key Learning Points Motivating employees to do their level best Good communication skills The delegative and participatory forms of leaderships Adjusting to new work environments under different situations 3. Power Strategy and Tactics It was necessary to gain due respect but at the same gain acceptance in the inner circle. There was a delicate balance between being assertive and friendly or being all about results but out of touch. These were the necessary tactics: Take control of the situation at all times Be firm and assertive To control the tension in the room when necessary Delegate work Key Learning Points I. Knowing when and how to assert oneself II. Learning effective communication skills III. Keeping personal issues from business IV. Ability to judge by non verbal communication which have more honesty in them Supporting Theories/Academic Insights DAFT Textbook compares management and leadership. In chapter one it stresses on the role of the ‘Traditional’ manager with the new breed of mangers. The chapter discusses these issues in doing so in five dimensions; relationships, alignment, personal, qualities and outcomes. SCENARIO 2 Scenario 2 involved deliberating on a feud between two junior employees. Oli and Rosa were keen on advancing themselves within the company, and since their position of influence was at the same level, unhealthy competition developed. It therefore was necessary to keep this from interfering with the tasks. 1. Idea Tactics and Strategy Creating brainstorming sessions where only the ideas were allowed Actively listening to both sides Avoiding their differences from coming up Introduce ideas Conferring praise where it was due 2. Work strategies and tactics The objective here was to get the right mix of work going on while at the same time solving employee squabbles. The work environment was at times too tense to carry out meaningful tasks. This called for new ways of doing the right work got done, while decisions and ideas were not affected by office politics: Proposing the 65% customer retention rate and actively solicit their support Steering clear of office politics Reminding employees of the core objectives of the organization Focus on completing the work due Enforcing the work place employee conduct guidelines Engaging in team building exercises to facilitate cohesion Key Learning Points I. Too much tension in the workplace affects the quality and the quantity of work being output. II. Encouraging cohesion among employees III. Focusing on completing the right kind of task IV. Bearing in mind objectives, values of the organization can help people work in harmony towards a common target V. Manage an effective communication within the organization to facilitate dialogue between the factions VI. Create a numeration system that encourages employees to cooperate and achieve set targets. Supporting Theories/academic insights The Daft workbook in Chapter 2 talks about leadership and relationships within the workplace. It recognizes the difference between autocratic and democratic leadership structure and their impact. Leaders therefore should know when best to use a particular style. 3. Tension Strategy and Tactics Creating a tense free environment Holding a neutral ground Pushing the agenda and interests of the company to supersede their rivalry SCENARIO THREE The main objective issue in this scenario was to learn how to manage up without formal authority. Managing up the hierarchy can be a tough and daunting task given the fact that power is with those who you want to manage. Strategies and intense lobbying were necessary to create a faction that will articulate issues that were important to the organization. 1. Idea Strategies and Tactics Create a faction with Herman by supporting his idea in exchange with him raising my idea of the call center. Touching on issues important to Herman to excite him enough to raise the call center idea. 2. Power Strategy and Tactics Back up Herman and his ideas Get Herman to raise the call center idea from his position of influence Support Oli and Rosa in order to build a stronger faction Actively oppose the Will’s idea 3. Work strategy Pass ideas that satisfy the three core objectives of financial performance, customer satisfaction and employee morale. Prevent Will from passing his ‘sales retreat’ idea. Create a faction Key learning points I. Ability to collaborate with authority to keep maintain the interests of the organization II. Basing key decisions on their impact on customer satisfaction, financial performance and employee motivation III. Managing up without alienating the bosses Academic insights/supporting theories Daft chapter 3 talks about working relations in the office. The participative form of leadership enables Corey to uncover hidden ideas on the call center, identify tasks and disagree with leadership without alienating them. Chapter 6 of the same book talks of courage and moral leadership. This encourages courageous stand on issues which are in the best interest of the organization. SCENARIO 4 Scenario 4 was still an extension of managing against the hierarchy and required doing it so without formal authority. 1. Power Strategy and tactics The main power strategy was to build a strong alliance and work together with authority. The following tactics achieved this goal: Reassure Will and Herman by supporting them when tensions rise Identify the right ideas and support them Support ‘Consolidate IT’ and ‘More Client contact’ Support Allan and his ideas 2. Work strategy The main objective was to get the right kind of work being done while opposing achievement of ideas that would lead to the contrary. These tactics met were in line with the objectives Pass ‘More client contact’, ‘consolidates IT’, ‘Combine sales’, ‘keep HR policies’ and ‘Keep the vendors’ ideas. Do not let ‘senior either meeting ’or ‘fire nortic vendors’ pass. 3. Tension Strategy Actively moderate on the tension by increasing and decreasing it to achieve desired goals. Key Learning Points I. The importance of vertical and horizontal management systems II. Create purpose driven factions for more bargaining power III. Soliciting support by supporting the ideas of others IV. Use of effective communication to persuade others Academic insights/supporting theories The Daft workbook in Chapter 7 that talks of fellowship support the theory. Knowing the best followership style enables one to articulate himself to authority even contradict without being seen as overstepping one’s mandate. DAFT chapter 9 stresses on the importance of informal and formal communication skills to shape and influence ideas in others. This can be done in four steps; a) Establish credibility b) Find common ground to build goals on c) Connect emotionally d) Make one’s position compelling to others SCENARIO 5 Scenario 5 presented a real workplace scenario in times of crisis. The crisis required well thought out solutions which were going to affect the organization in the long-term. 1. Idea Strategy In this scenario, it was of great importance for calm to be maintained so that sound and objective decisions could be reached at. This called for creative strategies to be put in place. Key strategies included; Decide whether Will or Allan was to talk to the Media Put the impact of the crisis into perspective and its impact on overall performance Look into the welfare of former employees of the affected branch 2. Work Strategy Identify tasks which everyone agrees to and complete Come up with a timetable on reopening the affected branch of the call center Key Learning Points I. Effective crisis management skills II. Communication skills III. Use of politics simultaneously with management to influence ideas Academic insights/supporting theories Effective communication and more so listening is emphasized as an effective tool of management. They even list ten key listening skills as: a) Active listening b) Be responsive c) Avoid distraction d) Listen for ideas e) Judge content, not delivery f) Find areas of interest g) Capitalize on the speed of thought h) Hold one’s fire i) Work on listening j) Maintain eye contact PART 2: AWARENESS AND ASSESMENT In assessing and validating the vLeader scorecard, a number the model, style and effectiveness of the style in use can be used to assess its effectiveness. The three-to -one model of leadership is a result oriented and focuses on completion of the right kind of work .The three pronged approach also ensures effective leadership qualities are applied in managing tasks, since the simulations are based on real workplace situational scenarios. In the first scenario, the objective was to get the right kind of work done while at the same time get off on the right footing with Oli. Therefore it was necessary for an inclusive leadership model that gives room for exchange of ideas without any party being too condescending to the other. The participatory form of leadership therefore was chosen as the best model for this scenario. The core organizational objectives of financial performance, employee morale and customer satisfaction were attained in relative proportion to the strategy employed: Financial performance and Customer satisfaction scored a score of 105 while employee morale was at 50 points. Tension may have stimulated others while others may have needed more relaxed environment to articulate their ideas. Opposing ideas were weighted and those found deserving got endorsed and supported by the majority. Business result of 86.6 was reached in due to the increased leadership presence and creating healthy tension amongst employees to stimulate their mental capacity in thinking. Opposing bad ideas instead of the individuals who raised was also a clever strategy on creating professionalism and a cohesive working environment. In the second scenario, the best combination of ideas, tension and power interplay yielded a tool score of 84%. This was reached by employing the following strategy: The use of the authoritarian form of leadership was necessary to prevent the wrangles between the two employees from negatively affecting the organization. Constantly asserting oneself when conducting managerial duties to keep order and civility. Use of directive form of leadership to maintain control over the situation. Tension was also kept high to motivate employees to gear towards performance related objectives and recognize authority in their midst. Financial performance, customer satisfaction and employee morale goal were achieved at 90 ,80 and 70 points respectively. Divisive ideas were put on hold while those easily agreeable were passed. Scenario 3 presented the first unique opportunity of managing up. This required a lot of strategizing and lobbying to have crucial ideas to be brought up for discussion: The best possible performance yielded a total 73.93 point. Here leadership and power were in other people control but participatory leadership was facilitated. Keeping tensions high was necessary to enable some ideas to be brought up for discussion. Power moved up with the hierarchy and therefore soliciting and intense lobbying was necessary for one’s ideas to be brought up and subsequently pass. Business were at 61 points while the financial performance, customer satisfaction and employee morale weighed in at 60, 60 and 65 points respectively. Scenario 4 was an extension of managing up and the metrics achieved was due to the following strategy: Increased tensions led to more crucial ideas being passed. An impressive total score of 91.27 was reached with financial performance, customer satisfaction and employee morale all scoring a high of 93,104,94 points respectively. Formation of factions and working together meant that only the right kind of work was done and thus time got saved. Scenario 5 was a crisis solution process and the metrics were as follows: Focusing on making the right decision considering other factors such as employees affected by the fire. A total score of 72.92 was reached with financial performance, customer satisfaction and employee morale were all at 58, 70 and 70 points respectively. Conclusion Leadership assumes the four different leadership styles of delegative, participatory and directive depending on the context and scenario. In this regard it is necessary to consider. Daft’s three principles of ideas, power and tension, together with their perceived roles in effecting leadership. A delicate balance has to be done when applying each of these principles depending on the context and expected outcome. The simulation assessment metrics give valuable insights into different results when different combinations of these principles are applied depending on the context. The best combination under any given scenario is the one that gives results on three main objectives of financial performance, customer satisfaction and increased employee morale PART 3: INTERGRATION AND EXTENSION My chosen model of leadership is the transformational method. Transformational leadership entails managing an organization like an ecosystem rather than a business. The model is more relational than transactional and it focuses on four key components: 1. Charisma Transformational leaders employ charisma to persuade those being led to play their roles and carry out his ideas on his behalf. Charisma has an emotional connotation and this serves to appeal to the subordinates and junior employees. This in essence implies that transformational leaders should be morally upright and have a clear set of values that must be demonstrated at all time and in every situation. 2. Inspirational This refers to the extent to which a transformational leader should articulate visions that are appealing and motivating to his followers. These leaders are able to bring out the best in their followers by challenging them with high standards, enthusiastic and optimistic on future goals and giving a sense of meaning to the task. In this regard, good communication skills are paramount for the leader to articulate his ideas with precision and power for followers to be persuaded beyond conviction. 3. Intellectual stimulation This refers to the extent to which leaders take risks, seek ideas and challenge assumptions by making a rational and pragmatic approach. These valuable leadership qualities stimulate creativity and innovation in their followers. The trait also helps necessitates team-work with followers finding strength in numbers encouraging their own interdependence. This then enhances cohesion amongst the members of an organization resulting in better work output. 4. Individualized Attention This refers to the extent to which the leader will consider and attend to the needs special need of his followers .This creates an image of mentorship in the follower and a new form of respect and admiration tends to develop. Likability makes the leadership act more manageable. This also celebrates the contribution of each individual member recognizing the value of diversity in capacity building. Individualized attention also acts as training for the next generational caliber of leaders who discover the value of self-actualization and self worth. The discovery of these qualities leads to greater achievements through increased self-determination. Effects of Transformational Leadership A study on transformational leadership conducted by Howell and Frost (1989) indicated that individuals working under a charismatic leader had greater achievements in task performance, task satisfaction and decreased role conflict and ambiguity in comparison with individuals under other structured leadership models. Avolio et. Al (1999) postulated that transformational leadership automatically translated into improved follower performance. Charismatic leaders are responsible for creating a sense of self worth and purpose to both the followers and the organization. This leads to increased stimulation and highly motivated followers. Such followers are able to give their maximum output translating to better performance of the organization Seltzer and Bass (1980) quip that the transformational variables of individualized attention, charismatic leadership and intellectual stimulation add to the effectiveness of the followers leading to an overall increased output and performance. Another positive effect of transformational leadership is the effect of leadership vision. Bass (1985) states that visionary leadership is effective in motivating followers to perform better. It raises higher targets for followers and inspires them to stay on course and work purposely in the realization of goals in the best interest of the organization. Kirkpatrick and Locke (1996) found that charismatic communication style of using task and cues led to a great achievement and satisfaction in terms of performance quality and quantity. This stipulates that the ability of leaders to make followers understand the task and its contribution to the greater objectives of the organization are vital. Ethics is another great quality of transformational leadership that creates trust and inspires loyalty from followers. Attaining the trust and support of followers is paramount to running an organization effectively and maintaining a cohesive and conducive working environment. Transformational leadership put the interest of the followers first thereby helping nurture them to maturity. The followers reciprocate this by increased output and overall performance of the organization. Increased critical and logical thinking is yet another outcome of a well-applied transformational leadership model. Followers tend to be more aware of the decisions reached at top management levels and their effects on the organization objectives and future goals. According to Schein (2004) the constant questioning of the status quo creates a new mindset with better ideas on the best ways of attaining their objectives in an effective manner. This increases the self-belief of the organization leading to a cultural change in ways of doing things. Transformational Leader’s Character Traits Freidman and Langbert (2000) listed a number of behavioral and general characters that would help transformational leaders to cope with organizational challenges. These traits include vision, wisdom, courage, charisma, honesty and integrity. Wisdom Rowley (2006) defines wisdom as an adaptive human trait that uses practical solutions to solve problems. There are in-depth studies that show that both wisdom and knowledge go together. Bierly et al (2000) postulated that there is an exceedingly great difference between a wise person and a knowledgeable person. A knowledgeable is that person who is able to his core belief by facts. A wise person on the other hand is one who is able to support belief and at the same time use the intellect in providing practical solutions. Bierly et al (2000) reached a conclusion that the transformational model of leadership than by any other model best achieves organizational wisdom. On the same breath Schrage (cited in Rowley 2000) stated that wise CEOs are better leaders and managers than knowledgeable ones. The key contingency here being the ability to adapt and change effectively with the current environment. Vision An organization’s vision is a reflection where it will envision its operations in the future. Leaders play vital roles in crafting visions that are realistic, supports achievement of core objectives and brings every member of the organization under common understanding.. Therefore one can conclude that an organization’s vision expresses the aspirations of the leader. Transformational leaders develop well-articulated visions and mobilize their resources and followers to put all their energies towards meeting common objectives. However, translating vision into practical solutions can be quite a task of mind tasking for some leaders. Transformational method provides a leeway for this to happen by incorporating revolutionary and dynamic ideas in their visions. For instance Pearce and Robinson (2005) say that Microsoft envisioned ‘a computer on every desk and every home running on Microsoft Software’. Bernarji and Krishnan (2000) wrote that transformational leaders should have dynamic vision that is able to charter a way forward for the organization even when it becomes necessary do review and redesign the entire organization. Courage Merriam Webster defines courage as the mental ability to resist opposition, hardship, fear and danger. Courage is a trait that is necessary for transformational leadership change an organizational culture. Calculated risk takers make good leaders with the knowledge that major achievements necessitate some sort of risk taking. Implementing new and untested decisions can be a scary thought to some leaders but transformational leaders know that it is necessary in most cases to avert future unforeseen shortcoming. Friedman and Langbert (2000) lists Abraham, Bill Gates, Michael Dell, Jack Welch and Jeff Bezos as transformational and insightful who possessed the courage to do what was needed to be done. Integrity Transformational leadership requires high levels of morals and integrity is amongst those. The ability to be trustworthy and consistent at all times is a key quality in leadership. Leaders with these traits have self-awareness hence are more confident and possess high self-esteem. This confidence tends to radiate outwards and they can positively influence others to follow. Self-esteem creates an aura of possibilities and therefore this influences others. Such leaders are principled and pragmatic and offer solutions that are morally correct but also innovative and ideal in the situation. O’Toole (1996) states that value based leadership facilitates equal opportunity for followers to pursue happiness and personal gratification without compromising the organization’s objectives and core values. The 3D Transformational Leadership Model 1. Developing the model: Step 1 Transformational leaders are best represented by three main character traits that are vision, wisdom and integrity. Wisdom is a function of time, as Dare, and Boissezon (2000) wrote that skill and experiences during working careers develop leadership ability, leading to increased wisdom. Conger and Kanugo postulated that visionary leaders have a propensity for calculating risk. This assures leaders to take action whose outcome may be unbeknown to them and which In most cases prove to be the required action. This model states that people who lack wisdom, courage and vision are unlikely to become successful leaders, let alone transformational ones. Previous job experiences go a long way in instilling these three traits. The model classifies those who have minimal levels of these three qualities as average leaders. The middle of the road scenario is the next cadre of leaders. At this point the distribution of skills is even. Those leaders who surpass this level and have a very high skill level and the three traits. These top few are in high positions in organizations working on the transformation. 2. Towards A Model This comparison grid model is used to benchmark all leaders basing it on a combination of qualities each posses. It also distinguishes characteristics and personal attributes by noting every one of these. Either the 3 Dimensional model has eight quadrants in which leaders can fall into, or out from which other leaders might arise. Each quadrant shows the qualities of a leader who will emerge from that quadrant. The eight quadrants are as follows: 1. O – the individual has no wisdom, courage, or vision. 2. C – the individual has courage only. 3. W – the individual has wisdom only. 4. WC – the individual has both wisdom and courage. 5. V – the individual has vision only. 6. VC – the individual has vision and courage. 7. WV – the individual has both wisdom and vision. 8. VCW – the individual has wisdom, courage, and vision These quadrants show that transformational leadership is a progressive process and takes time Patience therefore is paramount to the gaining of experience and even courage to articulate oneself properly In communication. Learning and experience in equal measures. The highest regarded grid is the VCW. This is because in this grid, all the three leadership qualities are present. Leaders from this grid are regarded as of higher cadre with transformational leaders being the vast majority. This model was developed based on three propositions that were as follows: Preposition 1: Individuals who lack any of the three qualities will not be deemed as being transformational leaders. Preposition 2: Leaders who possess one or more attributes are continually advised to learn and develop the qualities they may be insufficient. This will facilitate their transition into the transformational leadership structure. Preposition 3: Individuals who possess the three traits are able to translate into transformational leadership. The Final Model-Stage 3 This is a continuation of the second stage. The model attempts to gauge what kind of leader will emerge from each instant. This model can also be used to assess leadership approaches and their effectiveness. For instance someone in (octant C) may be said to be lacking wisdom and vision. However, having just courage may show that the leader may be open to new ideas and open to experimentation. This may also boarder recklessness on the other side. Most conservative leaders are thought to come from (octant WV). This means the leader has wisdom and vision but lacks the courage to effect necessary changes. Maturity to a recommended transformation leader will depend on how soon they acquire the trait(s) lacking. References Avolio, B. J., Bass, B.M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the multitrait leadership questionnaire. Journal of Occupational and Organizational Psychology, 72 (4), 441-462. Retrieved January 8, 2004. Bierly, P. E., III, Kessler, E. H., & Christensen, E. W. (2000). Organizational learning, knowledge and wisdom. Journal of Organizational Change Management, 13 (6), 595-618. R Conger, J. A., & Kanugo, R. N. (1994). Charismatic leadership in organizations: Perceived behavioral attributes and their measurement. Journal of Organizational Behavior, 15 (5), 439-452. Dare, C., & Boissezon, F. (2000). Viewpoint: Leadership: Key issues and best practices. Strategic Direction, 16 (5), 3-4. Retrieved February 2, 2004. Friedman, H. H., & Langbert, M. L. (2000). Abraham as transformational leader. Journal of Leadership Studies, 7 (2), 88-95. Krishnan, V. R. (2001). Value system of transformational leaders. Leadership and Organization Development, 22 (3), 126. O’Toole, J. (1996). Leading change: The argument for values-based leadership. San Francisco: Jossey-Bass. Rowley, J. (2006). Where is the wisdom that we have lost in knowledge? Journal of Documentation, 62 (2), 251-270. Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic Leadership components of performance and attitudes. Journal of Applied Psychology, 8 (1), 36-51. O’Toole, J. (1996). Leading change: The argument for values-based leadership. San Francisco: Jossey-Bass. Schein, E. H. (2004). Organizational culture and leadership (3rd Ed.). San Francisco: Jossey-Bass. Weiskittel, P. D. (1999). The concept of leadership. ANNA Journal, 26 (5), 467-468.Retrieved January 8, 2004, Read More