**Author details**

In these set of experiments, three data mining algorithms, namely OneR, J48, and Modlem, were used to analyse the data. The experiments demonstrated that these algorithms can be used to better understand the data and how segments of the input data are associated with the output variable. The information extracted from these algorithms (decision tree or rules) can be used to devise better informed management strategies to improve organisational performance. The results obtained from our data mining algorithms support the claim of existing literature that transformational leadership style is most effective in organisations due to the fact that it inspires employees to perform better, increase employees' engagement and create

This paper investigated the impact of various leadership styles (transactional, transformational and laissez faire leadership styles) on leadership outcome. The leadership outcome was measured using extra effort, effectiveness and satisfaction. A number of statistical and data mining methods were used. The statistical methods included were correlation and regression analysis, whereas rule-based and decision tree algorithms were part of data mining algorithms used to extract interesting information from the data. Multiple regression analysis of independent variables (leadership styles) and dependent variables (extra effort, effectiveness and satisfaction) was carried out. The results indicated that transformation leadership style had a significant relationship with all three dependent variables. Moreover, the regression analysis of leadership outcome (aggregation of extra effort, satisfaction and effectiveness) and three leadership styles were carried out, and experimental results reiterated that transforma-

The data mining algorithms (rule-based and decision tree algorithms) were used to extract actionable information from the surveyed data. The values of dependent variables (extra effort, effectiveness and satisfaction) were transformed from numeric to nominal (low, medium and high). The single feature-based rules generated by OneR algorithm suggested that transformational leadership style is the most important variable to split dependent class variables. The final obtained models had accuracy of 66, 63 and 60% on extra effort, effectiveness and satisfaction, respectively. The rules extracted from this algorithm can be used to devise various management policies to enhance supervisors' leadership outcomes (extra effort, effectiveness and satisfaction). Another algorithm used in this thesis to analyse surveyed data was Modlem. This algorithm produced total 72 rules with 91% accuracy. These rules can be used to assist management to make rationale and more informed decisions. Lastly, J48, a decision tree-based algorithm, was used to construct decision tree. The main contribution of this research is that we have used data mining techniques to extract hidden and interesting patterns in the data in the form of understandable rules and deci-

Input, process, output and feedback are four main components of a standard business information system (**Figure 4**). In the context of this research, inputs were the data used (including independent and dependent variables) and processes were statistical and data mining

a healthy environment where future business leaders can be nurtured [2].

tional leadership style had a significant relationship with leadership outcome.

**5. Conclusion**

152 Leadership

sion trees.

Waseem Ahmad<sup>1</sup> \*, Muhammad Akhtaruzamman<sup>1</sup> , Uswa Zahra<sup>1</sup> , Chandan Ohri<sup>1</sup> and Binu Ramakrishnan<sup>2</sup>


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**Chapter 9**

**Provisional chapter**

**Mind Matters: Influencing Key Stakeholders**

**Mind Matters: Influencing Key Stakeholders**

DOI: 10.5772/intechopen.76248

Mind Matters is an interactive game-based learning method designed to enrich the set of assessment and training instruments. Mind Matters is a training solution regarding leadership. Mind Matters evaluates participants on their personal leadership style regarding several dimensions. Here we focus on the competence of "influence key stakeholders." Within Mind Matters, the player assumes the role of a junior researcher in a fictional company. The player's task is to try out a mind-steering device by temporarily "taking over" game characters and steering their behaviors. Mind Matters generates an evaluation report for integration in an overall assessment evaluation of the participant or blended

**Keywords:** game-based learning, leadership, performance assessment, formal training,

Leadership [1, 2] is crucial for business success but rather difficult to develop and maintain. It is to be argued whether, to be an effective leader, one should be able to influence others. Various influencing tactics have been studied. Here we adopt the taxonomy by [3]. These authors distinguish between hard and soft tactics. Hard influencing tactic behaviors are perceived as more forceful and push the person to comply. Soft tactics are influence behaviors

*exchange* (behavior makes explicit or implicit a promise that others will receive rewards or tangible benefits if they comply with a request or reminds others of a favor that should be

which are considered thoughtful and constructive. Hard tactics include:

© 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution,

© 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use,

distribution, and reproduction in any medium, provided the original work is properly cited.

and reproduction in any medium, provided the original work is properly cited.

Heer Johan de, Rafal Hrynkiewicz, Groot Thomas de,

Thomas de Groot, Edward Faber and Tije Oortwijn

Additional information is available at the end of the chapter

Additional information is available at the end of the chapter

Edward Faber and Tije Oortwijn

Johan de Heer, Rafal Hrynkiewicz,

http://dx.doi.org/10.5772/intechopen.76248

**Abstract**

training program.

learning by doing

**1. Introduction**

reciprocated)

#### **Chapter 9 Provisional chapter**

#### **Mind Matters: Influencing Key Stakeholders Mind Matters: Influencing Key Stakeholders**

DOI: 10.5772/intechopen.76248

Heer Johan de, Rafal Hrynkiewicz, Groot Thomas de, Edward Faber and Tije Oortwijn Johan de Heer, Rafal Hrynkiewicz, Thomas de Groot, Edward Faber and Tije Oortwijn

Additional information is available at the end of the chapter Additional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.76248

#### **Abstract**

Mind Matters is an interactive game-based learning method designed to enrich the set of assessment and training instruments. Mind Matters is a training solution regarding leadership. Mind Matters evaluates participants on their personal leadership style regarding several dimensions. Here we focus on the competence of "influence key stakeholders." Within Mind Matters, the player assumes the role of a junior researcher in a fictional company. The player's task is to try out a mind-steering device by temporarily "taking over" game characters and steering their behaviors. Mind Matters generates an evaluation report for integration in an overall assessment evaluation of the participant or blended training program.

**Keywords:** game-based learning, leadership, performance assessment, formal training, learning by doing

#### **1. Introduction**

Leadership [1, 2] is crucial for business success but rather difficult to develop and maintain. It is to be argued whether, to be an effective leader, one should be able to influence others. Various influencing tactics have been studied. Here we adopt the taxonomy by [3]. These authors distinguish between hard and soft tactics. Hard influencing tactic behaviors are perceived as more forceful and push the person to comply. Soft tactics are influence behaviors which are considered thoughtful and constructive. Hard tactics include:

*exchange* (behavior makes explicit or implicit a promise that others will receive rewards or tangible benefits if they comply with a request or reminds others of a favor that should be reciprocated)

© 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. © 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

*legitimating* (behavior seeks to persuade others that the request is something they should comply with given their situation or position)

• improve customer relationship, which entails using effective tactics in game situations

Mind Matters: Influencing Key Stakeholders http://dx.doi.org/10.5772/intechopen.76248 159

We have chosen a number of relevant business situations and written personnel files for each in-game character. These files describe the personal background of the game characters as

The story of Mind Matters unfolds going through these situations, in which the game characters act out conflict situations. Players can interfere in each situation from which it is immediately clear that leadership behavior in terms of "influencing key stakeholders" is required (**Figure 3**). The player uses the mind-steering device to take control of one of the game characters in a scene and decide which influencing tactic that character will adapt. This determines the dialog, the reaction of the other characters, and the resulting story. Game characters are influenceable in various degrees, depending on their profile, their conversation partner, and the situation they are in. In the meantime, players get an overview depicting the key characters and their current state. This also provides an opportunity to reflect on the actions and their consequences, to read updated personnel files, as well as to study their score sheet, pertaining to their three game goals. Apart from being able to control or steer the game characters in their conversations, the mindsteering device also enables players to read the minds of all characters involved in the scene, including those who are beyond their control. Reading minds shows situational and generic character-related information and, writing minds, steers the game character in taking one of

where relationships with external parties are at stake.

well as their competence profiles (**Figure 2**).

four allowed actions (**Figure 4**).

**Figure 1.** Mind-steering device.

**Figure 2.** Personnel files of one of the game characters.

*pressure* (behavior includes demands, threats, or intimidation to convince others to comply with a request or to support a proposal)

*assertiveness* (behavior includes repeatedly making requests, setting timelines for project completion, or expressing anger toward individuals who do not meet expectations)

*upward appeal* (behavior seeks the approval/acceptance of those in higher positions within the organization prior to making a request of someone) and

*coalitions* (behavior seeks the aid of others to persuade them to do something or uses the support of others as an argument for them to agree).

Soft tactics are:

*personal appeal* (behavior seeks others' compliance to their request by asking a "special favor for them" or relying on interpersonal relationships to influence their behavior)

*consultation* (behavior seeks others' participation in making a decision or planning how to implement a proposed policy, strategy, or change)

*inspirational appeal* (behavior makes an emotional request or proposal that arouses enthusiasm by appealing to others' values and ideals or by increasing their confidence that they can succeed)

*ingratiation* (behavior seeks to get others in a good mood or to think favorably of them before asking them to do something) and

*rational persuasion* (behavior uses logical arguments and factual evidence to persuade others that a proposal or request is viable and likely to result in task objectives).

The Mind Matters game [4] allows the players to experiment with these influencing tactics, tell stories with them, and experience the consequences of their actions, to learn about the leadership competence of influencing others.
