[Show abstract][Hide abstract] ABSTRACT: This article reviews and synthesizes fourteen distinct approaches that have appeared to date in which computer simulation is used in leadership research. The research has touched several levels of analysis, including individuals, dyads, groups, and the organization itself. After a brief overview of the four main techniques used, each model is described and its findings are discussed. All of the findings are then synthesized in a discussion of the implications for research, and a series of 14 propositions is offered. The potential of this method and its contribution to a new paradigm in leadership research are discussed.
The Leadership Quarterly 01/2007; · 2.70 Impact Factor
[Show abstract][Hide abstract] ABSTRACT: We describe research intended to build an agent-based model that is "organizationally realistic". By this we mean that the attributes of the artificial organization of agents conform to empirical results for human organizational systems. We build upon the definitional structure of computational organization theory (Carley and Prietula, 1994) and represent an organization as a network of agents, tasks, resources, and knowledge (Krackhardt and Carley, 1998). We do not assume an a priori design requirement. Rather, organizational structures are posited to emerge endogenously, the particulars being a key area of study. Agent interactions are governed by local network dynamics, agent-specific rules, and explicit universal constraints (Hazy and Tivnan, 2003).
Simulation Conference, 2004. Proceedings of the 2004 Winter; 01/2004
[Show abstract][Hide abstract] ABSTRACT: Unlike other disciplines in the humanities and social sciences, economics has neglected leadership. This paper proposes that a distinctive leadership role is to facilitate the development of hope so that organizational members can sustain their commitments. The conceptual grounding for this approach can be found in the work of Amaryta Sen, Albert Hirschman and Jon Elster, who have tried to explain the effect of commitment and emotions on behavior. It is also proposed here that the authority organizational leaders have to call meetings gives them the capacity both to influence social interactions to carry out this role, and to gauge the organization's cultural strength and its members' receptiveness to inspirational information that can shape the choice of leadership styles.
Review of Political Economy 01/2009; 21(1):123-143.
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