Access the full text.
Sign up today, get DeepDyve free for 14 days.
Roar Espevik, B. Johnsen, J. Eid, J. Thayer (2006)
Shared Mental Models and Operational Effectiveness: Effects on Performance and Team Processes in Submarine Attack TeamsMilitary Psychology, 18
S. Streufert, M. Clardy, M. Driver, M. Karlins, H. Schroder, P. Suedfeld (1965)
A Tactical Game for the Analysis of Complex Decision Making in Individuals and GroupsPsychological Reports, 17
James Hirai, Kim Summers (2005)
Leader Development and Education: Growing Leaders Now for the FutureMilitary review, 85
(1974)
Managerial decision diagnostics”, unpublished manuscript, Department of Management and Organization
He has also written eleven textbooks on management, leadership and teams. He has consulted and provided training for a variety of business and government organizations throughout the world
P. Raynolds (1971)
Developing Managerial Capabilities for Coping with Turbulent Environments., 1971
(1974)
A preliminary model for developing managerial capabilities for coping with environmental turbulence
(1967)
The major determinants of perceived risk
M. Lauriola, I. Levin (2001)
Relating individual differences in attitude toward ambiguity to risky choicesJournal of Behavioral Decision Making, 14
P. Hunsaker (1975)
Incongruity adaptation capability and risk preference in turbulent decision-making environmentsOrganizational Behavior and Human Performance, 14
(1974)
Social decision behavior in turbulent environments
S. Streufert, Glenda Nogami (1989)
Cognitive style and complexity: Implications for I/O psychology.
(1993)
The Dynamic Decision Maker
S. Vranes, M. Lučin, M. Stanojevic, V. Stevanović, Pero Subasic (1992)
Blackboard metaphor in tactical decision makingEuropean Journal of Operational Research, 61
(1971)
Creativity in relation to training and group composition
S. Cabana
Leadership for turbulent times
Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/casp.774 Processes of Social Learning in Integrated Resources Management
(1977)
The leadership effectiveness development simulation: applications to ROTC evaluation and training”, paper presented at the 85th Annual Convention of the American Psychological Association
Gwenda Fong (2006)
Adapting COTS games for military experimentationSimulation & Gaming, 37
M. Driver, P. Hunsaker (1972)
The Luna I Moon Colony: A Programmed Simulation for the Analysis of Individual and Group Decision MakingPsychological Reports, 31
P. Hunsaker (1971)
Some cognitive and environmental determinants of risk-taking behavior in individual and group decision making
L. Hoffman (1965)
Group Problem Solving1Advances in Experimental Social Psychology, 2
(1999)
Leadership and decision processing in twenty-first century technical organizations
S. Streufert, S. Streufert (1968)
Information load, time spent, and risk taking in complex decision makingPsychonomic Science, 13
E. Fleishman, J. Hunt (1973)
Current developments in the study of leadership : a centennial event symposium held at Southern Illinois University at Carbondale
P. Hunsaker, William Mudgett, B. Wynne (1975)
Assessing and Developing Administrators for Turbulent EnvironmentsAdministration & Society, 7
K. Brousseau, M. Driver, G. Hourihan, R. Larsson (2006)
The seasoned executive's decision-making style.Harvard business review, 84 2
(1963)
Use of the international simulation in undergraduate teaching
P. Hunsaker (1978)
Current Developments in Leadership Training SimulationsPsychological Reports, 43
B. Bakken, Martin Gilljam (2003)
Dynamic intuition in military command and control: why it is important, and how it should be developedCognition, Technology & Work, 5
(1969)
Perceived control and riskiness
B. Wynne, P. Hunsaker (1975)
A Human Information-Processing Approach to the Process of Leadership.
S. Streufert, S. Streufert (1970)
Effects of failure in a complex decision-making task on perceptions of cost, profit and certainty☆Organizational Behavior and Human Performance, 5
(1967)
Risk Taking and Information Handling in Consumer Behavior, Division of Research, Graduate School of Business Administration
(1977)
The leadership effectiveness development simulation: applications to ROTC evaluation and training
(1973)
The effects of differences in incongruity adaptation levels and environmental turbulence on successful completion and leadership effectiveness in officer candidate school
E.A. Fleishman, J.G. Hunt
Current Developments in the Study of Leadership
M.J. Driver, J. Lintott
Managerial decision diagnostics
(1969)
Simulation and Society, Allyn
P. Lindsay (1977)
Human Information Processing
J. Rasa
Simulation and Society
J. Gratch, S. Marsella (2003)
Fight the Way You Train:The Role and Limits of Emotions in Training for CombatBrown Journal of World Affairs
P. Stager (1967)
CONCEPTUAL LEVEL AS A COMPOSITION VARIABLE IN SMALL GROUP DECISION-MAKINGJournal of Personality and Social Psychology, 5
P. Hunsaker, M. Landkamer (1995)
Decision Style, Incongruity Preference and Leadership StylePsychological Reports, 76
P. Hunsaker, D. Hunsaker (1974)
Luna I Moon Colony: An Adapted Format for Analysis of Group Decision-Making in a Competitive SettingPsychological Reports, 35
(1974)
1974b), “A method of analyzing perception within small groups
(2002)
MAKING DIFFICULT DECISIONS IN TURBULENT TIMES
(1962)
Conceptual Structure and Group Process in an Inter-Nation Simulation: Part I. The Perception of Simulated Nations, Educational Testing
B. Tuckman (1964)
PERSONALITY STRUCTURE, GROUP COMPOSITION, AND GROUP FUNCTIONING, 27
J. Hayes, Christopher Allinson (1994)
Cognitive Style and its Relevance for Management PracticeBritish Journal of Management, 5
(2005)
Environmental considerations as part of the military decision-making process
K. Higbee, S. Streufert (1969)
Perceived control and risk Perceived control and riskinessPsychonomic Science, 17
(1972)
Decision style, decision quality and decision speed
(2002)
Technology and decision-making
William Mudgett, P. Hunsaker, B. Wynne (1975)
A Tactical Pacification Game for Leadership DevelopmentPsychological Reports, 36
J. Thilmany (2005)
Speeding to the FarmMechanical Engineering, 127
(2005)
Environmental considerations as part of the military decision-making
(1978)
A method of analyzing individual decision styles within small groups
(1974)
The leadership assessment and training simulation: training, assessment, and research applications
G. Kustova (2008)
From the authorAutomatic Documentation and Mathematical Linguistics, 42
(1962)
Conceptual Structure and Group Process in an Inter-Nation Simulation: Part I. The Perception of Simulated Nations
W. Helme, L. Willemin, R. Day (1971)
Psychological Factors Measured in the Differential Officer Battery
J. Boulgarides (1973)
Decision style, values, and biographical factors in relation to satisfaction and performance of supervisors in a governmental agency
C. Pahl‐Wostl, M. Hare
Processes of social learning in integrated resources management
(2005)
Games for quick thinking?
K.D. Benne, P. Sheats
Functional roles of group members
(1974)
A method of analyzing perception within small groups
(1962)
Simulation in Social Sciences: Readings
C. Burke, Kevin Stagl, Cameron Klein, G. Goodwin, E. Salas, S. Halpin (2006)
What type of leadership behaviors are functional in teams? A meta-analysisLeadership Quarterly, 17
Kenneth Yusko, Harold Goldstein (1997)
Selecting and Developing Crisis Leaders Using Competency‐Based SimulationsJournal of Contingencies and Crisis Management, 5
(1974)
1974a), “Social decision behavior in turbulent environments
T. Newcomb, G. Mandler, P. Mussen, N. Kogan, M. Wallach (1967)
Verbal learning . Early socialization : learning and identificatin . Risk taking as a function of the situation, the person, and the group
(1972)
The effects of environmental incongruity and general incongruity adaptation level on risk perception and risk preference
Purpose – The purpose of this paper is to describe two social simulations created to assess leadership potential and train leaders to make effective decisions in turbulent environments. One is set in the novel environment of a lunar moon colony and the other is a military combat command. The research generated from these simulations for assessing the decision effectiveness of potential leaders with different personality traits and decision styles under varying degrees of information quantity, uncertainty and complexity is summarized. Opportunities and limitations of applying current computer assisted technology to social simulations for assessing and developing leaders' decision effectiveness in turbulent environments is discussed. Design/methodology/approach – College undergraduates and officer candidates in university ROTC programs made a series of decisions while being subjected to varying degrees of environmental turbulence in social simulations. The decision effectiveness of subjects with different personality characteristics under varying degrees of environmental turbulence was assessed through researcher observations, self‐reports, and peer ratings. Findings – Social simulations are a cost effective way to assess and train leaders to make effective decisions in turbulent environments. The results of controlled experiments in social simulations have suggested that leaders with high levels of cognitive complexity and incongruity adaptation are more likely to be successful in highly turbulent environments than leaders with lower levels of incongruity adaptation ability and cognitive complexity who are more effective in more stable and structured situations. Research limitations/implications – The ease of modifying computer games renders them effective as low‐cost virtual worlds that have relevance in military leadership experimentation. However, the use of computer simulations alone fails to capture the impact that relationships and emotions have on leader decision making, highlighting the continuing need for social simulations that include these interpersonal aspects of decision making. Practical implications – By participating in realistic social simulations, leaders can experiment with new decision styles without the risk of making real world mistakes that could jeopardize their own and their organization's future. The leaders who are most successful in adapting their decision style to the more complex requirements can be identified for promotion or assignment to appropriate settings. Originality/value – Both military and civilian organizations are in need of cost effective way to assess and train leaders to make effective decisions in turbulent environments. Social simulations provide a unique approach to meeting these needs and can simultaneously provide a venue for research in associated areas.
Career Development International – Emerald Publishing
Published: Jul 10, 2007
Keywords: Simulation; Decision making; Leadership
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.