LeadershipLeadership

Learning Outcomes:Learning Outcomes:

At the end of this lecture you should be At the end of this lecture you should be able to:able to:

discuss various theories of leadershipdiscuss various theories of leadership explain the nature of research in sport explain the nature of research in sport

leadershipleadership apply this knowledge to instruct best apply this knowledge to instruct best

practice for sport leaderspractice for sport leaders

Think of a leader in sportThink of a leader in sport

What characteristics does this leader What characteristics does this leader have?have?

Good Communicator

GoodDecisionMaker

Understandsthe needs of

others

Experience Vision Ambition

Determination Motivator Highly skilled

Definition:Definition:

Leadership ..... Leadership ..... “the “the behavioural behavioural process process of of influencinginfluencing individuals and individuals and groups groups toward set goals”toward set goals”

(Barrow, 1977, (Barrow, 1977, p.232).p.232).

Theories of LeadershipTheories of Leadership

Leaders are born Leaders are born with the skills necessary to take chargewith the skills necessary to take charge

Great leaders have Great leaders have personality traits personality traits that make them that make them ideally suited for leadership in any situation.ideally suited for leadership in any situation.

Leadership traits are Leadership traits are relatively stable personality relatively stable personality dispositions dispositions such as intelligence, assertiveness, self-such as intelligence, assertiveness, self-confidence and independence.confidence and independence.

ALTHOUGH CERTAIN TRAITS MAY BE HELFPUL IN ALTHOUGH CERTAIN TRAITS MAY BE HELFPUL IN LEADERSHIP, LEADERSHIP,

THEY ARE NOT ESSENTIAL AND SO TRAIT THEORY IS NOT A THEY ARE NOT ESSENTIAL AND SO TRAIT THEORY IS NOT A GOOD PREDICTOR OF BEHAVIOUR.GOOD PREDICTOR OF BEHAVIOUR.

Trait Approach : What could this be??

Social Learning Theory Social Learning Theory What could What could

this be??this be?? Behaviours are Behaviours are LEARNEDLEARNED and the and the

learning comes through contact with learning comes through contact with strong environmental forces. Eg, strong environmental forces. Eg, when an when an aspiring captain judges a situation to have been aspiring captain judges a situation to have been handled well by an experienced leader, the method handled well by an experienced leader, the method will be remembered and copied should a similar will be remembered and copied should a similar

situation arisesituation arise..

When leadership skills are When leadership skills are imitated/copied from a role model this is imitated/copied from a role model this is called called VICARIOUS REINFORCEMENTVICARIOUS REINFORCEMENT

Interactional ApproachInteractional Approach and what could and what could

this be?this be?

Leadership competencies emerge becauseLeadership competencies emerge because

of inherited abilities of inherited abilities ANDAND learned skills. learned skills. GillGill

(2000) indicated that interactionist (2000) indicated that interactionist theoriestheories

give a more realistic explanation of humangive a more realistic explanation of human

behaviours in sportbehaviours in sport

Selection of leader:Selection of leader:

A leader can be selected in one of A leader can be selected in one of TWOTWOways:ways:

1. 1. An An EMERGENTEMERGENT leader already belongs to the leader already belongs to the group and selection to the position of authority is group and selection to the position of authority is made formally – eg. By vote, or interview made formally – eg. By vote, or interview (sociogram?)(sociogram?) Can you give a sporting example?Can you give a sporting example?

2. 2. A A PESCRIBEDPESCRIBED leader is selected from outside of leader is selected from outside of the group and is known as an external the group and is known as an external appointmentappointment Can you give a sporting example? Can you give a sporting example?

Leadership StylesLeadership Styles

Fiedler identified two types of leadership inFiedler identified two types of leadership in

his contingency model:his contingency model:

1. 1. Task-orientatedTask-orientated or or Autocratic leaders Autocratic leaders What do you know about this, when is it best used?? Did it in P.E.PWhat do you know about this, when is it best used?? Did it in P.E.P

2. 2. Social Social or or Person-orientatedPerson-orientated leaders, also leaders, also referred to as referred to as Democratic leadersDemocratic leaders

What do you know about this, when is it best used?? Did it in P.E.PWhat do you know about this, when is it best used?? Did it in P.E.P

Fiedler’s Contingency model

Autocratic LeaderAutocratic Leader::

Makes Makes ALLALL the decisions and is motivated to the decisions and is motivated to

complete the taskcomplete the task as as quickly and effectively quickly and effectively as as

possible. This leadership style possible. This leadership style does not does not take intotake into

account the account the opinions or preferences of the groupopinions or preferences of the group. .

This style would be most effective when This style would be most effective when quickquick

decisions are needed decisions are needed for for large groups of peoplelarge groups of people,,

and in and in potentially dangerous situations potentially dangerous situations that that could could

be life threatening.be life threatening.

Democratic Leader:Democratic Leader:

SharesShares the decisions with the group and is often the decisions with the group and is often

ready to ready to share responsibilityshare responsibility. This type of leader. This type of leader

believes in believes in consultationconsultation and is interested in and is interested in

developing meaningful inter-personal relationshipsdeveloping meaningful inter-personal relationships

within the team.within the team.

This style would be effective in This style would be effective in co-active gamesco-active games

with with no time constraints no time constraints and where and where personal personal

support support may be required.may be required.

According to Fiedler, the correct style of According to Fiedler, the correct style of leadership to adopt depends on the leadership to adopt depends on the “FAVOURABLENESS” of the situation. “FAVOURABLENESS” of the situation.

A highly favourable situation A highly Unfavourable situation

Leader’s position is strong Leader’s position is weak

Task is simple with clear structure Task is complex with vague structure

Warm group and leader relations Hostile group and leader relationsAutocratic style Autocratic style

Democratic style

Most favourable Least favourableModeratelyfavourable

GroupPerformance effectiveness

Fiedler states that autocratic task-orientatedFiedler states that autocratic task-orientatedleaders are more effective in both the mostleaders are more effective in both the mostfavourable and the least favourable situations. favourable and the least favourable situations.

Democratic person-orientated leaders are Democratic person-orientated leaders are more effective in moderately favourable more effective in moderately favourable situationssituations

Laissez-FaireLaissez-Faire

The leader will The leader will stand aside stand aside and allow the and allow the group to make its own decisions.group to make its own decisions.

This style can be self-implementing if the This style can be self-implementing if the leader is leader is lacking confidence or motivationlacking confidence or motivation..

Multidimensional model of Multidimensional model of sport leadershipsport leadership

Chellanduria (1978) stated that Chellanduria (1978) stated that threethree factors interact to determine the factors interact to determine the behaviour adopted by the leader. behaviour adopted by the leader. These initial factors are termed These initial factors are termed antecedents.antecedents.

AntecedentsAntecedentsSituational characteristicsSituational characteristics: : Examples of these are Examples of these are

environmental conditions such as whether the group is environmental conditions such as whether the group is involved in involved in interactive or co-active sportsinteractive or co-active sports. The . The numbers numbers involved in the teaminvolved in the team is another important factor, as would is another important factor, as would be the be the time constraints time constraints of the play or overall match. of the play or overall match. Considerations about the Considerations about the strengths of the oppositionstrengths of the opposition would would also be part of the situation .also be part of the situation .

Leader characteristicsLeader characteristics: : This includes the skill, This includes the skill, personality and experience of the leader. In addition, the personality and experience of the leader. In addition, the inclination the leader has towards a person or a task-inclination the leader has towards a person or a task-orientated style would be a significant characteristic.orientated style would be a significant characteristic.

Group Member characteristicsGroup Member characteristics: : The factors relating The factors relating to members would involve, age, gender, motivation, to members would involve, age, gender, motivation, competence and experience.competence and experience.

Chellanduria also recognises three Chellanduria also recognises three types of leader behaviours that types of leader behaviours that would be guided by the antecedantswould be guided by the antecedants

Required BehaviourRequired Behaviour: : This involves what ought to This involves what ought to be done by the leader in certain situations. The leader’s be done by the leader in certain situations. The leader’s behaviour may be dictated by a strategy or organisation behaviour may be dictated by a strategy or organisation system.system.

Actual BehaviourActual Behaviour: : is what the leader chooses to do is what the leader chooses to do as the best course of action in the given situation. as the best course of action in the given situation. Actual behaviour is greatly influenced by the Actual behaviour is greatly influenced by the competence of the leader.competence of the leader.

Preferred BehaviourPreferred Behaviour: : concerns what the group or concerns what the group or athlete wants the leader to do. The leadership style athlete wants the leader to do. The leadership style preferred by the group is usually determined by the preferred by the group is usually determined by the member characteristics.member characteristics.

IF ALL THESE ARE MET- HIGH PERFORMANCE SHOULD IF ALL THESE ARE MET- HIGH PERFORMANCE SHOULD OCCUROCCUR

Chelladurai’s Chelladurai’s multidimensional model of multidimensional model of

leadershipleadership

Consider the following examples using the above model

1.The captain of a senior international team2.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 wouldattain high performance while ensuring group member satisfaction

In summary:In summary: Effective leadership results when the Effective leadership results when the

behaviour of the leader takes into behaviour of the leader takes into account the required and preferred account the required and preferred behaviours in any situation. behaviours in any situation.

Success probably depends on the Success probably depends on the qualities of the leader, the leadership qualities of the leader, the leadership style, situational factors and the style, situational factors and the characteristics of the group.characteristics of the group.