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Leadership

Leadership. Leadership. What Is Leadership?. “The behavioral process of influencing individuals and groups toward set goals.” or “influencing others through credibility, capability, and commitment”. Leaders Versus Managers.

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Leadership

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  1. Leadership Leadership

  2. What Is Leadership? “The behavioral process of influencing individuals and groups toward set goals.” or “influencing others through credibility, capability, and commitment”

  3. Leaders Versus Managers A manager takes care of such things as scheduling, budgeting, and organizing, whereas a leader is more concerned with the direction of an organization, including its goals and objectives. VISION

  4. How Leaders Are Chosen1. Appointed Leaders Individuals appointed by some authority to a leadership position (e.g., health club manager, coach, head athletic trainer).

  5. 2. Emergent Leaders Individuals who emerge from a group and take charge (e.g., captain of an intramural team, exercise class’s student leader).

  6. Approaches to Studying Leadership Trait approach Behavioral approach Interactional approach

  7. The Trait Approach: The Great Person Theory of Leadership Key question: What personality characteristics are common to great leaders? Results: Leaders have a variety of personality characteristics. There is no particular set of personality traits that make a leader successful. But intelligence is one of the more important factors…

  8. The Behavioral Approach Key question: What are the universal behaviors (not traits) of effective leaders? Leaders in non-sport settings Successful leaders use both “consideration” (focus on friendship, mutual trust, respect) and “initiating” (focus on rules, goals, and objectives) structures.

  9. The Behavioral Approach Leaders in sport Instruction anddemonstration Effective coaches focus on the positive while providing clear feedback and technical instruction.

  10. The Behavioral Approach Coaching Behavior Assessment System Reactive vs. Spont. CBAS Facilitating positive coaching behaviors (frequent use of reinforcement and mistake-contingent encouragement) assures greater enjoyment, higher self-esteem, and lower dropout rates in young athletes.

  11. Coaching Behavior Assessment System (CBAS) Categories Reactive Behaviors Reinforcement Mistake-contingent encouragement Mistake-contingent technical instruction Punishment Punitive technical instruction Ignoring mistakes Keeping control

  12. Coaching Behavior Assessment System (CBAS) Categories Spontaneous Behaviors General technical instruction General encouragement Organization General communication

  13. The InteractionalApproach Key: Both person and situation factors must be jointly considered to understand effective leadership. Implications: 1. No one set of characteristics ensures successful leaders (but characteristics are important) 2. Effective leaders fit the specific situation. 3. Leadership styles can be changed.

  14. The InteractionalApproach A relationship-oriented leader focuses on developing and maintaining good interpersonal relationships; a task-oriented leader focuses on setting goals and getting the job done. Relationship– and task–oriented leaders compared The effectiveness of an individual’s leadership style stems from its “matching” the situation.

  15. The Multidimensional Model of Sport Leadership

  16. The Multidimensional Model of Sport Leadership Key: Optimal performance and satisfaction are achieved when a leader’s required, preferred, and actual behaviors are consistent.

  17. Antecedents of Leadership Age and Maturing Older, more athletically mature athletes prefer coaches who are more autocratic and socially supportive.

  18. Antecedents of Leadership Gender Males prefer training and instructive behaviors and an autocratic coaching style. Females prefer democratic and participatory coaching that allows them to make decisions.

  19. Antecedents of Leadership Type of Sport Highly interactive sport participants (e.g., volleyball players) prefer an autocratic style more than coacting sport (e.g., bowling) athletes do.

  20. Consequences of Leadership Satisfaction Coach-athlete compatibility in decision style, generous coach social support, rewarding, and democratic decisions are generally associated with higher athlete satisfaction.

  21. Consequences of Leadership Cohesion Coaches high in training and instruction, democratic behavior, social support, and positive feedback, along with being low in autocratic behaviors have teams with greater cohesion.

  22. Consequences of Leadership Performance Losing teams need more social support from their leaders to sustain motivation.

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