Serious Gaming: Servant Leadership game

1Challenge the future

Servant Leadership Game© Dr. Igor Mayer [email protected]

Faculty Technology, Policy and Management (TPM) & Signature Games

Delft University of technology, The Netherlands

mailto:[email protected]



SG Research tool (2012 -) Patentometer (2012) Marine Spatial Planning,

(E&I 2011-)CharliePappa(BvB 2011 -)

Achmea Nieuw Zorgbedrijf (2010)

Electricity Market Simulation Game (TU-

Delft )

ProRail games (2010 – 14)

National Intelligence – (Politieac. 2009)

Hugo de Groot (NHM 2008)

Aristoteles, (GHOR, Berenschot, )

SprintCity (Ver. Deltametr. 2009 -) Team-Up (TU-Delft) Hazard Recognition

(Shell)

Construct.IT (3TU) Simulatie APM Terminals CSI the Hague (NFI) Road Roles (TU-Delft) Watergame (Tygron) OM Interfaces (2005) SimPort-MV2 (2004 – 2010)

Patentopolis (2008) Levee Patroller (Deltares, 2006 -) Centrumlijn (Tramtunnel) Sieberdam: railway area

reconstruction (2006)Court Management Game (OM, 2005) Ventum Online (2004 -) Global Supply Chain

Game (GSCG, 2002 - )

Urban Network Game (RPB, 2002) DUBES Containers Adrift Infrastratego IncoDelta game

Servant Leadership

(Rijkswaterstaat, 2012 -)


References• Kortmann, R., Bekebrede, G., van Daalen, C. E., Harteveld, C., Mayer, I. S., & van Dierendonck, D. (2012).

Veerkracht - a game for servant-leadership development. In Proceedings of the 43rd annual conference of the

International Simulation and Gaming Association (pp. 1–16).

• Rens Kortmann, van Daalen, C. E., Mayer, I. S., & Bekebrede, G. (2013). Veerkracht 2.0 - Embodied

interactions in a servant-leadership game. In Proceedings of Isaga 2013. Stockholm, Sweden: Springer.

• Mayer, I. S., Bekebrede, G., Harteveld, C., Warmelink, H. J. G., Zhou, Q., van Ruijven, T., … Wenzler, I. (2013).

The research and evaluation of serious games: Toward a comprehensive methodology. British Journal of

Educational Technology, n/a–n/a. doi:10.1111/bjet.12067

• Mayer, I. S., Bekebrede, G., Warmelink, H. J. G., & Zhou, Q. (2013). A Brief Methodology for Researching and

Evaluating Serious Games and Game-Based Learning. In T. M. Connolly, L. Boyle, T. Hainey, G. Baxter, & P.

Moreno-Ger (Eds.), Psychology, Pedagogy and Assessment in Serious Games (in press) (pp. 357–393). IGI

Global. doi:10.4018/978-1-4666-4773-2.ch017


Veerkracht

Servant Leadership in SMALL WATER STATE

Delivering performance

Triangulation, analytics


Rijkswaterstaat (RWS)

Executive branch of the Netherlands’ Ministry of Infrastructure and the Environment

•Ec. growth•Resilience, safety

Growing importance of Infra management

• Cut Backs, efficiency operations• Stakeholder pressures: contractors, citizens, (railway, cargo, car owners, environment)• Changing labour market, work force• Restructuring: decentralization > centralization > etc.

Stressors

• Operational performance• Political sensibilities• Strategic course• Organizational transformations

Leadership?

6


Objective of the game

The game ‘Veerkracht’ (Resilience) aims to let you see and feel how

changes in the organization of Rijkswaterstaat affect (the role of) a

leader and leadership

and vice versa ...

how (servant) leaders / leadership determine the changes in the

organization of Rijkswaterstaat.


Assignment in the game

• Lead the implementation of the management contract, the

infrastructure agenda and the changes in the Organization of

Small Rijkswaterstaat, as well as possible, in a servant way

and in good interplay with your colleagues.


At the end of the game…

• …the management contract and infrastructure agenda have been

implemented.

• …the organizational changes have been implemented and the whole

organization is ready to deliver its performance.


Game contents

• 21 players = management of Klein Waterstaat (Small Water State)

• 1 General manager, 4 Section managers, 16 Operational managers

• Virtual workforce to execute processes and projects

• Facilitators

• Trainers

• Technical support

• Actors


Game mechanics[1]: Operational performance

Actoren/rollen


Game mechanics [3]: workload and tasks

Actoren/rollen


Game mechanics [4]: Coaching virtual employees


Game mechanics [5]: Virtual employees

Actoren/rollen


Game mechanics [6]: Recruitment Virtual employees


Game mechanics[7]: Performance

Actoren/rollen


Game mechanics [8]:Giving feedback

Actoren/rollen


Servant leadership

A leadership style in which employees get the space and confidence to systematically improve themselves and work.

Serving leaders are stimulating, ask open questions, give support and responsibility for achieving results.


General Manager

Servant leadership

Empower-ment

Accounta-bility

Humility

Standing back

Authen-ticity

Courage

Forgive-ness

Steward-ship

Orig

inal ca

rtoon

by R

ob

Portlo

ck

Servant-leader(ship)

Source

: Van D

iere

ndonck a

nd N

uijte

n (2

01

1)


AnalyticsP

re g

am

e

- Socio demographics

- Leadership experience

- Involvement in change

- Situational motivation

- Commitment to change

- Empowerment

- Perspective taking

- Identification with org.

- Servant leadership

- Attitude to change

- Skill to lead change

In g

am

e - Performance

- Dilemma’s

- Feedback trainers

- Feedback peers

Pos

t gam

e (1

wk)

- Game satisfaction

- Attitude to change

- Skill to lead change

Po

st G

am

e (6

ms)

- Servant leadership

1. Leader about himself2. Three followers about leader

1. Leader about himself2. Leader about the game

(Servant) leadership profiles at: 1. Individual level2. Game, group, team level3. Organizational level

1. Follower about leader


Servant leadership profile

• In the diagram you will find your score on the eight dimensions of

servant leadership as described by Van Dierendonck and Nuijten in

the Journal of Business and Psychology in 2011. The scores range

from between 1 and 6. Shown are the results of your own self-test,

the results of the questionnaires that your employees have

completed and the average scores of all self-tests of other players in

the game session.

• Van Dierendonck, D., & Nuijten, I. (2011). The Servant Leadership Survey:

Development and Validation of a Multidimensional Measure. Journal of business and

psychology, 26(3), 249–267. doi:10.1007/s10869-010-9194-1