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Leadership

Leadership. Learning Outcomes:. At the end of this lecture you should be able to: discuss various theories of leadership explain the nature of research in sport leadership apply this knowledge to instruct best practice for sport leaders. Think of a leader in sport.

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Leadership

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  1. Leadership

  2. Learning Outcomes: At the end of this lecture you should be able to: • discuss various theories of leadership • explain the nature of research in sport leadership • apply this knowledge to instruct best practice for sport leaders

  3. Think of a leader in sport What characteristics does this leader have?

  4. Definition: Leadership ..... “the behavioural process of influencing individuals and groups toward set goals” (Barrow, 1977, p.232).

  5. Theories of Leadership Trait Approach : What could this be?? • Leaders are born with the skills necessary to take charge • Great leaders have personality traits that make them ideally suited for leadership in any situation. • Leadership traits are relatively stable personality dispositions such as intelligence, assertiveness, self-confidence and independence. ALTHOUGH CERTAIN TRAITS MAY BE HELFPUL IN LEADERSHIP, THEY ARE NOT ESSENTIAL AND SO TRAIT THEORY IS NOT A GOOD PREDICTOR OF BEHAVIOUR.

  6. Social Learning Theory What could this be?? • Behaviours are LEARNED and the learning comes through contact with strong environmental forces. Eg, when an aspiring captain judges a situation to have been handled well by an experienced leader, the method will be remembered and copied should a similar situation arise. • When leadership skills are imitated/copied from a role model this is called VICARIOUS REINFORCEMENT

  7. Interactional Approach and what could this be? Leadership competencies emerge because of inherited abilities AND learned skills. Gill (2000) indicated that interactionist theories give a more realistic explanation of human behaviours in sport

  8. Selection of leader: A leader can be selected in one of TWO ways: 1. An EMERGENT leader already belongs to the group and selection to the position of authority is made formally – eg. By vote, or interview (sociogram?)Can you give a sporting example? 2. A PESCRIBED leader is selected from outside of the group and is known as an external appointment Can you give a sporting example?

  9. Leadership Styles Fiedler’s Contingency model Fiedler identified two types of leadership in his contingency model: 1. Task-orientated or Autocratic leaders What do you know about this, when is it best used?? Did it in P.E.P 2. Social or Person-orientated leaders, also referred to as Democratic leaders What do you know about this, when is it best used?? Did it in P.E.P

  10. Autocratic Leader: Makes ALL the decisions and is motivated to complete the task as quickly and effectively as possible. This leadership style does not take into account the opinions or preferences of the group. This style would be most effective when quick decisions are needed for large groups of people, and in potentially dangerous situations that could be life threatening.

  11. Democratic Leader: Shares the decisions with the group and is often ready to share responsibility. This type of leader believes in consultation and is interested in developing meaningful inter-personal relationships within the team. This style would be effective in co-active games with no time constraints and where personal support may be required.

  12. According to Fiedler, the correct style of leadership to adopt depends on the “FAVOURABLENESS” of the situation. Autocratic style Autocratic style Democratic style Group Performance effectiveness Most favourable Moderately favourable Least favourable

  13. Fiedler states that autocratic task-orientatedleaders are more effective in both the mostfavourable and the least favourable situations. Democratic person-orientated leaders are more effective in moderately favourable situationsLaissez-FaireThe leader will stand aside and allow the group to make its own decisions.This style can be self-implementing if the leader is lacking confidence or motivation.

  14. Multidimensional model of sport leadership • Chellanduria (1978) stated that three factors interact to determine the behaviour adopted by the leader. These initial factors are termed antecedents.

  15. Antecedents Situational characteristics: Examples of these are environmental conditions such as whether the group is involved in interactive or co-active sports. The numbers involved in the team is another important factor, as would be the time constraints of the play or overall match. Considerations about the strengths of the opposition would also be part of the situation . Leader characteristics: This includes the skill, personality and experience of the leader. In addition, the inclination the leader has towards a person or a task-orientated style would be a significant characteristic. Group Member characteristics: The factors relating to members would involve, age, gender, motivation, competence and experience.

  16. Chellanduria also recognises three types of leader behaviours that would be guided by the antecedants Required Behaviour: This involves what ought to be done by the leader in certain situations. The leader’s behaviour may be dictated by a strategy or organisation system. Actual Behaviour: is what the leader chooses to do as the best course of action in the given situation. Actual behaviour is greatly influenced by the competence of the leader. Preferred Behaviour: concerns what the group or athlete wants the leader to do. The leadership style preferred by the group is usually determined by the member characteristics. IF ALL THESE ARE MET- HIGH PERFORMANCE SHOULD OCCUR

  17. Chelladurai’s multidimensional model of leadership

  18. Consider the following examples using the above model • The captain of a senior international team • The coach introducing youngsters to gymnastics • For each example, fill in the boxes relating to the • characteristics affecting leader behaviour and the type of • leader behaviour. Discuss in pairs how both leaders would • attain high performance while ensuring group member satisfaction

  19. In summary: • Effective leadership results when the behaviour of the leader takes into account the required and preferred behaviours in any situation. • Success probably depends on the qualities of the leader, the leadership style, situational factors and the characteristics of the group.

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