"leadership & flow" research - the approach v2.2

“Leadership & Flow” Research

Attachment 2Research Foci and Approaches

The planned research focuses on identifying and grouping the kinds of managerial/leadership challenges that organizations typically face today and in the foreseeable future.

The expected outcome of the research is to provide prediction and guidance to individuals and organizations on how to match skillsets with challenge clusters.

Date: 8 September 2014Version: v2.0

The Research Approach

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“Leadership & Flow” is a special analysis and evaluation of practicing managers’ (for example, executive MBA students) gameplay data gained from the award-winning leadership simulation game, FLIGBY.

Mixed approach – We are using Quantitative and Qualitative research methods at the same time:

1. Quantitative part of the research – The program is based on data gained from FLIGBY online simulation used as secondary data source;

2. Qualitative part of the research – Open questions integrated into the simulation as a part of the gameplay and answered by the participants.

The data generation to support this research is unique, innovative and much more reliable than the data obtained by an individual filling out a questionnaire. The participant is playing an absorbing game (doesn’t want stop playing), where his/her answers to the decision the game requires to make is not amenable to manipulation. Thus the individual and/or the organization will obtain Metrix about the player that would be much more reliable and thus more useful than information obtained through standard questionnaires.

Attachment 2 – Research Approach “Leadership & Flow” Research

The research sketched on the next 10 slides is preliminary, to indicate the thinking of the initial research group, intended to show general directions and to invite critical comments

and suggestions.

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Ideas and Suggestions are Welcome


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Research Focus

“Approach A”Job enrichment (A1) , followed by learning and development (A2). Typical, organization-driven approach to learning skills

“Approach B”The individual develops personal skills (B1), then searches for matching work challenges (B2). In the Internet age, this is likely to become the dominant route to skill acquisition.

The expected outcome of the research is to provide prediction and guidance to organizations (the traditional “Approach A”) as well as to individuals (an emerging “Approach B”) on how to match skillsets with challenge clusters.

Approach “A”

A1

A2

Flow = Organization and individual driven approaches have achieved balance.

B1

B2

Approach “B”

Attachment 2 – Research Approach

(Leadership Skills)


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Leadership Skills measured and categorized based on the gameplay data (of the ready to use FLIGBY Metrix)

Emerging Challenge Clusterto be identified by

Respondents (players) personal responses

Research Focus (cont’d)

The Research is based on the integration and analysis of two data sets: the Challenge Cluster and the Leadership Skill Cluster.

The latter has been identified from the literature and has already been built into the current version of FLIGBY’s Game-play data. However, the identification of the most frequently faced business/organizational challenges do need original research. Our planned initial approach is to build in an online questionnaire to be filled out by FLIGBY’S players.

Approach “A”

A1

A2

Flow = Organization and individual driven approaches are in balance.

B1

B2

Approach “B”


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These 29 skills are named the “Flow Leadership Skillset”. The FLIGBY simulation game has been designed to test and measure these leadership skills of each player.

1.Active

listening 2.

Analytical skills

3.Assertive-

ness4.

Balancing skill

5. Engage-ment and

trust

6. Business-oriented thinking

7. Commu-nication

8. Conflict-mana-

gement

9. Delegating

10. Diplomacy

11. Emotional

intelli-gence

12. Empower-

ment

13.Enterpre-nuership

14. Execution

15. Feedback

16. Futureorien-tation

17. Information

gathering

18. Intuitive thinking

19.Involvement

20. Motivation

21. Organi-

zing

22. Prioritizing

23. Timely

decision-making

24. Applying personal strengths

25. Social system

thinking

26. Social responsi-

bility

27. Strategic thinking

28. Teamwork

29. Time manage-

ment

Leadership Skills Identified and Already Built Into FLIGBY

Check out the full list with definitions: http://www.slideshare.net/zadvecsey/fligby-leadership-skillsetlist20120801v21


This are the skills the FLIGBY development team has identified as factors that influence generation of Flow state.

http://www.slideshare.net/zadvecsey/fligby-leadership-skillsetlist20120801v21

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Clustering the 29 Leadership Skills

Our research team recommends the following categorization.

These groups are in line with the widely used Executive Core Qualifications (ECQs). The ECQs define the competencies needed to build a corporate culture that drives for results, serves customers, and builds successful teams and coalitions within and outside the organization.


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Clustering the 29 Leadership Skills (cont’d)

Attachment 2 – Research Approach

(7) Information & Decisions

Leadership & Management: Decision Making & Problem Solving.

1. Information Gathering;2. Analyzing Skill;3. Intuitive Thinking;4. Quick Decision-making;5. Entrepreneurship (Risk

taking).


Available and Extended Research Data on Leadership Skills

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Login Data – Profile obtained upon the player’s login (leadership position, industry, time spent in the simulation (net gaming time), frequency of replays, etc.

The Structure of Data Generation

Game-Play Data – Scores and trophies achieved during game-time (immediate feedback), linked to the story.

Analytical Reports – On each of the 29 skills, generated (via a complex algorithm) from each player’s decisions during the game.

*Data that were collected for some purpose other than the actual study.

So far 5000 individuals played the game grouped by managers in business units and MBA programs leading universities.


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Defining Management/Leadership Challenges

The “FLIGBY Challenge Cluster” definition-process consists of four steps:

The research team defines a list of Leadership Challenges (20+), based on a comprehensive literature review and on the management consultancy experiences of the researchers involved in the Program.

FLIGBY players rate the 20+ challenges based on (1) their level of confidence to deal with this type of challenges (2) their relevance in their current workplace. They can add challenge categories if, in their view, some are missing.

CHALLENGES IS OFF CONCERN

NOW OR EARLIER

(“PAST”)

HANDLING IT HAS

BECOME ROUTINE

(“PRESENT”)

PERHAPS IN THE

FUTURE

(“FUTURE”)

CHALLENGE 1 ✔

CHALLENGE 2 ✔

CHALLENGE 3 ✔

CHALLENGE “N” ✔

OTHER TEXT TEXT TEXT

Step 1

Step 2


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Defining Management/Leadership Challenges (cont’d)

Respondents give quick answers on their personal preferences in three challenge dimensions:

Current Process Challenges

Primarily Administrator

Primarily Professional Expert

Primarily Entrepreneur

Primarily Manager

Primarily Leader

Task: Choose a FLIGBY Simulation Character most similar to your current challenge situation.

Task: Choose your dominant Role.

1.

2.

3.

4.

Individual Contributor

First Line Manager

Senior Manager

Business/Function Head

Task: Choose your current Leadership Level.

“Perspective II.”

“Perspective III.”

“Perspective I.”

AMOL Model*

*AMOL Model =Absorption Model of

Leadership

Leadership Pipeline

Professional Roles

Step 3


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Establishing the FLIGBY® Challenge Cluster

The “FLIGBY Challenge Cluster” is created by matching the Leadership Challenge list with the three Challenge Dimensions.

Descriptive analysis between Leadership Challenge List items and the four AMOL model phases; the six basic professional roles (manager, leader, entrepreneur and their combinations)and the Leadership Pipeline levels.

Step 4


Matching Skillset with the Challenge Cluster

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As result of the research data gathering process(using simulation’s gameplay and survey data) all respondents will have their relevant challenge

list and preferred leadership skills list (without any personal identifiers of course).

Cumulative correlation analysis in order to predict which challenge cluster would result in maximum Flow opportunities for a Person with a given Skillset. Simultaneously, which skillsets

need to be further enhanced in order to achieve Flow in a given challenge environment.

FLIGBY Challenge

Cluster

FLIGBY Leadership

Skills

Conclusions in form of prediction and guidance to individuals and organizations how to match skillsets with challenge clusters


Research Extension Opportunities

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The research outlined on the previous slides is illustrative of the kinds of projects for which FLIGBY provides an ideal dataset.

FLIGBY’s continuously expanding data base is available to support other types of research projects, too, such as descriptive analyses of following combinations:

• How FLIGBY’s predefined skillsets correlate with respondents’ characteristics (by age, time spent in managerial position, industry, organization’s size, current work location, country of origin);

• How the Challenge Clusters, as defined by the Research, correlate with respondents’ characteristics (by age, time spent in managerial position, industry, organization’s size, current work location, country of origin)

.

.

• To be proposed by individual academic partner “A”…

• To be proposed by academic partner “B”…


Research’ Privacy Policy

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“Leadership and Flow” Research uses aggregate data only.

At the start of the FLIGBY online simulation, the player’s e-mail address is used as a login name.

ALEAS Simulations, Inc. (operator of FLIGBY) provides only aggregate data for research purposes. The Research Database will not contain information from which to identify the participants (such as name, email or IP address).

The collection, storage, disclosure and use of personal data by researchers will comply with all legislation relating to data protection and meets the highest ethical standards. Arrangements will put in place by associated researchers to carefully protect the confidentiality of participants and their data.

Details that would allow individuals to be identified will not be published or made available by ALEAS to anybody, including those involved in the research.
