IBM projects that the global community will be entering into a season of a virtual reality world. (IBMC, 2007). The world that people will do business, education and function through an avatar, multi-player experience. It is in my own theory that diversity management, organizational leadership, business communications, adaptation management, and change management systems will be included in these worlds or excluded depending on the knowledge base, application, engagement, interaction, relationship building skills, and integration of each executive leader with their followers, customers, stakeholders, and clientele. In turn, this dissertation will be focusing on the virtual reality world experience through the lens of a Dark complexion hegemonic women executive leaders as a virtual reality world avatars (This includes the socialization process of: taxonomy and classification of gender, race, sexuality and class). The differences of the two worlds in comparison to the real time executive leadership role in the face to face interaction that may include: oppression, bias, heuristics, hegemony, discrimination, prejudices, and all the complications, intersections, and complexities of cultural clashing, gender clashing, and profiling that real time displays in business relationships, leadership and membership processes.
Problems and Opportunities
This week’s discussion will focus on the theme of “Efforts through socialization and intrinsic knowledge externalization produces extraordinary benefits and deficits ,” (Argosy, 2014, M6) It is with this goal that the dissertation will define the problem of socialization in real time convictions and virtual reality time convictions of socialization conflict s without resolutions, as to mediating the leadership role with the ongoing roles of social normalcy and socialization in economic hard times. The “mapping” between virtual reality worlds and leadership roles in offline worlds, may shift the conceptualization of identity and the construction of leadership as to dictatorship and transformational . ( Lu, Shen, & Williams, D. 2014, abstract). This in turn will allow some to use the Team Leadership Approach as to transformational aspects to be incorporated within the leader and the follower. “Schein contends that “unless leaders become learners themselves … acknowledging vulnerabilities and uncertainties-then transformational learning will never take that leads to transformative learning,”” (Rusch and Brunner, 2013, abstract). On the other hand, this dissertation will also involve some surveys initiated by the experts in the field that argues the use of virtual reality. The quantitative and qualitative perspective that I generate will come from a random selection of African American executive women leaders in the range of 18 to 80 years of age. This selection pool will go through a trial of one year to be a multiplayer in a game simulation in a virtual reality world and still maintain their offline activities with their businesses and operations as a leader. The Team Leadership Approach theory suggest that leaders become one with their team as to: group identity, social support, and unity. (Argosy, 2014, M6). This investigation will examine the transformation process of the leader as to the differences of online and offline stages of development. One group will not have any interaction with online activity. The second group will have online activity as to 100% online commerce. The third group will be a mixed methodology group. The final conclusions will be evaluated on the socialization process of leadership with the ideology of the Team Leadership Approach theory that identifies identity, social support and unity within the intersections of socialization and social taxonomy. Strange, (2007) did a similar investigations. This model is a popular mixed methodology and meta-analysis model to evaluate, examine and investigate behavior and constructions of leadership within multilevel dimensions of leadership and team theories.
Suggestions and Examples
I chose the process of my own dissertation for the three dissertation topics of future projections that most populations are unaware of the technological advancements in science and research. The whole idea behind virtual reality, organizational leadership and Team Leadership Approach theory correlates with the real time problems of diversity management, change management and intersections of oppression in our systematic infrastructures as to: complications of adaptation, development and advancements within our own constructions of identity, social support and unity networking systems. My suggestion is that virtual reality may increase and speed up the maturity rate and development of leaders and teams’ performances within their environments. As to the technological aspect, technology have increased production rates and industrial rates from man power performance time to extraordinary speed of Artificial Intelligence time. Now, my suggestion is this, how much will virtual reality activate the development of leaders through simulation and gaming of virtual reality worlds? My projections that virtual reality worlds will increase leadership maturity with their teams performances as to: group identity, social support and unity, and decrease problematic defects, dysfunction and decay of negative socialization, classification and heuristics. This may open up new problems and uncertainty in new areas as did technology opened up technical difficulties, technological viruses, trojans and malaware, with other deviant aspects. These comparison s may involve primary resources that argues technological benefits on brain activity and negative side effects on brain activity.
Argosy, (2014). Team Leadership Approach. Module 6. Discussion 1. Retrieved from, myclassroom.com
International Business Machine Corporation, (2007). Virtual Worlds: Real Leaders. Online Games Put the Future of Business on Display.
Lu, L., Shen, C., & Williams, D. (2014). Friending your way up the ladder. Connecting massive multiplayer online game behaviors with offline leadership. Computers in Human Behavior, 3554-60.
Kramarae, C., & Spender, D. (2003). Transforming Leadership Identity in a Virtual Environment: Learning about the Leading Self. Journal Of Transformative Education. 11(1). 45-69. doi: 10.1177/1541344613489351
Strang, K. (2007). Examining effective technology project leadership traits and behaviors. Computers in Human Behavior. 23(1). 424-462. doi: 10.1016/j.chb.2004.10.041