Leadership
Leadership is thought as a significant part of the simulation process. According to Rauch and Behling (as cited in Pearce, Waldman and Csikszentmihaly, 2006), leadership refers to the process that shows the influence on the activities of an organized group towards goal achievement. In the Everest simulation, both formal and informal leadership skills were applied, which means both legitimate power and referent power were used in the leadership of this simulation. To better measure leadership effectiveness, Fiedler (1971) has made a contingency model based on the condition of leader-member relations, task structure and position power (p.256).Moreover, Hersey, Blanchard and Natemeyer (1979) have also made a situational leadership model …show more content…
In this simulation, I was distributed by computer to play the physician role in Team 15 and responsible for the management of medical supplies. During the simulation 1, due to my misunderstanding for the rules of using medical supplies, I wrongly use Gamow bag and blood pressure monitor on myself and led the team to a shortage of supplies. Fortunately, since an effective team climate for trust should be created at the beginning of the team life (Webber, 2002, p.212), leader and other teammates forgave my careless behavior after apologizing for my mistake to teammates and fully trusted me in the later climbing. To solve the problem of medical supplies shortage and reach my personal goal, I designed a strategy for the simulation left including distributing inhalers to teammates who are easily to get attitude sickness and climbing to camp 4 to avoid frostbite. This behavior was supported by Snow and Snell (as cited in Youndt, Snell, Dean and Lepak, 1996) who speculated that higher organizational performance would be exhibited if a strategy that matched their current competencies was sought out. Finally not only I reached the summit but also I helped environmentalist avoid being rescued and as a result, I got 70% of my personal goals …show more content…
Everest simulation refers to a virtual game that allocates five to six participants to form a random team and sets a computer-based Mount Everest climbing task challenge for teams. In this report, team’s main experience in the Everest climbing is firstly shown. Secondly, based on the experience written, models are introduced to analyze simulation’s behavior in three different dimensions: group and team, leadership and communication. Lastly, individual simulation experience and learning from this simulation are presented. Generally, the Everest simulation is a meaningful and exciting activity and clearly shows how the complex management concepts are applied in various task
Leadership is thought as a significant part of the simulation process. According to Rauch and Behling (as cited in Pearce, Waldman and Csikszentmihaly, 2006), leadership refers to the process that shows the influence on the activities of an organized group towards goal achievement. In the Everest simulation, both formal and informal leadership skills were applied, which means both legitimate power and referent power were used in the leadership of this simulation. To better measure leadership effectiveness, Fiedler (1971) has made a contingency model based on the condition of leader-member relations, task structure and position power (p.256).Moreover, Hersey, Blanchard and Natemeyer (1979) have also made a situational leadership model …show more content…
In this simulation, I was distributed by computer to play the physician role in Team 15 and responsible for the management of medical supplies. During the simulation 1, due to my misunderstanding for the rules of using medical supplies, I wrongly use Gamow bag and blood pressure monitor on myself and led the team to a shortage of supplies. Fortunately, since an effective team climate for trust should be created at the beginning of the team life (Webber, 2002, p.212), leader and other teammates forgave my careless behavior after apologizing for my mistake to teammates and fully trusted me in the later climbing. To solve the problem of medical supplies shortage and reach my personal goal, I designed a strategy for the simulation left including distributing inhalers to teammates who are easily to get attitude sickness and climbing to camp 4 to avoid frostbite. This behavior was supported by Snow and Snell (as cited in Youndt, Snell, Dean and Lepak, 1996) who speculated that higher organizational performance would be exhibited if a strategy that matched their current competencies was sought out. Finally not only I reached the summit but also I helped environmentalist avoid being rescued and as a result, I got 70% of my personal goals …show more content…
Everest simulation refers to a virtual game that allocates five to six participants to form a random team and sets a computer-based Mount Everest climbing task challenge for teams. In this report, team’s main experience in the Everest climbing is firstly shown. Secondly, based on the experience written, models are introduced to analyze simulation’s behavior in three different dimensions: group and team, leadership and communication. Lastly, individual simulation experience and learning from this simulation are presented. Generally, the Everest simulation is a meaningful and exciting activity and clearly shows how the complex management concepts are applied in various task