Computer models of leadership: Foundations for a new discipline or meaningless diversion?

This article reviews and synthesizes fourteen distinct approaches that have appeared to date in which computer simulation is used in leadership research. The research has touched several levels of analysis, including individuals, dyads, groups, and the organization itself. After a brief overview of the four main techniques used, each model is described and its findings are discussed. All of the findings are then synthesized in a discussion of the implications for research, and a series of 14 propositions is offered. The potential of this method and its contribution to a new paradigm in leadership research are discussed.