Leadership :

1. Leadership : Group 159 Direction, control, accountability...What constitutes a good leader? McShane, 2010, (p. 224) suggests that a good leader works well in a team, can delegate responsibilities, and has values which align with that of the organisation. In the SFINCSS-99 Russian experiment the following fundamental leadership issues were prevalent: • Structure: • An Organisation needs clear positions and roles, the volunteers of SFINCSS-99 operated in the absence formally structured authority, “Shared leadership flourishes in organisations where the formal leaders are willing to delegate power” (McShane, 2010, p. 457). • In lieu of structure,oneperson who ranks as a Russian commander informally imposed his own ideals (violence and desires) upon colleagues, much to their dismay. • Direction: • Organisers failed to clearly communicate expectations across all of the teams participating.

2. Leadership : Group 159 When behaviour of only a few of the participants began to cause others to feel unsafe, UmedaMasataka (Japan) stated his concerns and then withdrew (voiced than exit: EVLN model, McShane, 2010) when it became apparent the powers that be were unlikely to act appropriately.Umeda was then replaced by another Russian for the remainder of the experiment, Russian officials felt culture clsehes “Shared leadership also calls for a collaborative rather than an internally competitive culture” (McShane, 2010, p. 247) Integrity: Baranov (IBMP official)stated that the volunteers “health and safety will be of prime importance aboard the new space station” (Pronina, 1999) yet officials allowed and provided for un monitored alcohol consumption and then did not initiallyintervene when physical violence was observable, or when harassment was reported. “Integrity involves truthfulness and consistency of words and actions” (McShane, 2010, p. 459 Communication: For effective leadership “Good communication skills are important” (McShane, 2010, p. 224) The language barrier can cause difficulties communicating in a multicultural setting, not all participants were very fluent in English, which was to be a default language for communication, this issue should be given greater consideration for future exercises of this nature.

3. Leadership : Group 159 Participants and organizers expectations should be clear, upfront and understood by all involved, “negative evaluations may go to leaders who deviate from those expectations” (McShane, 2010, p. 476), which is how the Russian Psychologists were eventually perceived. Lack of sensitivity towards all the cultures and genders involved meant that the wider communities of these people took a dim view towards the leaders of this project. Resulting media attention meant Lapierre was forced to personally defend her own reactions as being “reasonable” and not “over emotional” Not intervening appropriately and subsequently not supporting affected personnel are leadership flaws which subjected this experiment to global criticism and unnecessarily discredited several of those associated with it. Improvements in communication, structure, integrity and accountability should benefit those who will actually experience space isolation, maybe even on mars. • Accountability: • “Effective leaders also provide the information, support and other resources necessary” (McShane, 2010, p. 461), when organisers were again confronted after the experiment was completed; they were offended by how they were publicly portrayed and blamed misunderstanding, Lapierre's reaction and cultural differences .