Chapter 31: Simulations for Leader Development

“Knowledge is power” is a half-truth. When correctly applied, knowledge can certainly be powerful. Too often in leader development, though, “knowing” is inadequately matched with “doing.” An abundance of courses and seminars exist to develop leaders, but “most leadership courses are focused on teaching theoretical concepts of leadership more than on how to lead people (Malone, 1995, p. 199). Furthermore, it is a commonly held misconception that “leadership skills can be developed only in the workplace” when, “the unfortunate result of this philosophy is trial-an[d] error at work where the consequences of error can be disastrous (Malone, 1995, p. 198). James Kouzes, a respected leadership scholar and practitioner, emphasized the importance of “doing” leadership as an effective way to train and develop leaders: “Our research has shown that leadership skills are developed and replicated . . . based on experience-trial and error, doing it, getting the feedback, making mistakes and doing it again . . . (McFarland et al., 1993, p. 289). Therefore, simulations, where learners are placed in scenarios requiring their action, can be one of the most effective ways to develop leaders. In this chapter, I define simulations, present evidence supporting their effectiveness, and provide resources for learning more about how to apply simulations for leader development.