A1 Refereed original research article in a scientific journal
The effects of computer-simulation game training on participants' opinions on leadership styles
Authors: Siewiorek A, Gegenfurtner A, Lainema T, Saarinen E, Lehtinen E
Publisher: WILEY-BLACKWELL
Publication year: 2013
Journal: British Journal of Educational Technology
Journal name in source: BRITISH JOURNAL OF EDUCATIONAL TECHNOLOGY
Journal acronym: BRIT J EDUC TECHNOL
Volume: 44
Issue: 6
First page : 1012
Last page: 1035
Number of pages: 24
ISSN: 0007-1013
DOI: https://doi.org/10.1111/bjet.12084(external)
Abstract
The objective of this study is to elucidate new information on the possibility of leadership training through business computer-simulation gaming in a virtual working context. In the study, a business-simulation gaming session was organised for graduate students (n=26). The participants played the simulation game in virtual teams that were geographically dispersed and that were brought together by the use of technology. Before the gaming session, the team leaders were preselected and trained in how to operate the simulation game. Data consist of pre- and posttest questionnaires (the Multifactor Leadership Questionnaire measuring transformational, transactional and passive/avoidance leadership styles) and answers to open-ended questions. The results showed the difference in participants' opinions on leadership styles before and after the training. After the gaming sessions, team members scored lower in transformational and transactional scales than team leaders. Only team leaders' leadership styles correlated with game performance. However, shared leadership among team members was typical for most successful teams. Implications for leadership training are discussed.
The objective of this study is to elucidate new information on the possibility of leadership training through business computer-simulation gaming in a virtual working context. In the study, a business-simulation gaming session was organised for graduate students (n=26). The participants played the simulation game in virtual teams that were geographically dispersed and that were brought together by the use of technology. Before the gaming session, the team leaders were preselected and trained in how to operate the simulation game. Data consist of pre- and posttest questionnaires (the Multifactor Leadership Questionnaire measuring transformational, transactional and passive/avoidance leadership styles) and answers to open-ended questions. The results showed the difference in participants' opinions on leadership styles before and after the training. After the gaming sessions, team members scored lower in transformational and transactional scales than team leaders. Only team leaders' leadership styles correlated with game performance. However, shared leadership among team members was typical for most successful teams. Implications for leadership training are discussed.
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