Leadership PHED 1027 Week 8 March 4th. Last Call Standard First AidStandard First Aid March 8, 9 th (approx. 9-4PM)March 8, 9 th (approx. 9-4PM) $100.00$100.00

LeadershipLeadership

PHED 1027PHED 1027

Week 8Week 8

March 4thMarch 4th

Last CallLast Call

• Standard First AidStandard First Aid• March 8, 9March 8, 9th (approx. 9-4PM)th (approx. 9-4PM)

• $100.00$100.00• Contact Michelle in the gym officeContact Michelle in the gym office• [email protected]

NCCP OpportunityNCCP Opportunity

• Introduction to Competition - PART A Introduction to Competition - PART A

(multi)(multi)

• Wednesday evenings, 7-10 PM (H112)Wednesday evenings, 7-10 PM (H112)

• March 19March 19thth, March 26, March 26thth, April 2, April 2ndnd

• $90.00, cheques payable to North Bay Youth $90.00, cheques payable to North Bay Youth

Volleyball Club (or cash) – to BarbVolleyball Club (or cash) – to Barb

• Deadline for registration – Wednesday, March Deadline for registration – Wednesday, March

1212thth

LeadershipLeadership

• Remember our definition?Remember our definition?

• A unique combination of individual A unique combination of individual qualities which enable others to qualities which enable others to achieve collective and personal goals.achieve collective and personal goals.

• The quality of having an intentional The quality of having an intentional positive influence on the lives and positive influence on the lives and behaviours of others. (CAHPERD) behaviours of others. (CAHPERD)

Chelladurai’s elements of Chelladurai’s elements of leadership:leadership:

• Leadership is a behavioural processLeadership is a behavioural process

• Leadership is interpersonal in natureLeadership is interpersonal in nature

• Leadership is aimed at influencing Leadership is aimed at influencing

and motivating members toward and motivating members toward

group or organizational goalsgroup or organizational goals

Leader Behaviour...Leader Behaviour...

• An historical perspectiveAn historical perspective

A Classic Rivalry...A Classic Rivalry...

OHIO STATE OHIO STATE VS.VS.

1.1.Leader is Leader is concerned about concerned about members’ well-members’ well-beingbeing

2.2.Well defined roles Well defined roles within the within the organizationorganization

MICHIGANMICHIGAN

1.1.Leader is Leader is concerned with concerned with employee employee orientationorientation

2.2.Focuses on Focuses on productivityproductivity

The Problem?The Problem?

• Leader behaviours are not easily Leader behaviours are not easily categorized into one or two areascategorized into one or two areas

• More recently, research has More recently, research has identified many more dimensions of identified many more dimensions of leader behaviour (e.g. Yukl identified leader behaviour (e.g. Yukl identified 11)11)

• Chelladurai and Saleh (1980) have Chelladurai and Saleh (1980) have identified only 5 dimensions of sport identified only 5 dimensions of sport leadership behaviour:leadership behaviour:

Dimensions of Leader Dimensions of Leader Behaviour in Sport: Behaviour in Sport:

(Chelladurai & Saleh, 1980)(Chelladurai & Saleh, 1980)

• Training and instructionTraining and instruction• Social supportSocial support• Positive feedbackPositive feedback• Democratic behaviourDemocratic behaviour• Autocratic behaviourAutocratic behaviour

BUT....BUT....

• Leader behaviours are only one piece of Leader behaviours are only one piece of

the puzzle – the characteristics of the the puzzle – the characteristics of the

INDIVIDUALS with whom the leader works INDIVIDUALS with whom the leader works

and the SITUATION also define leadership.and the SITUATION also define leadership.

• Several theories have been proposed which Several theories have been proposed which

suggest that behaviour is CONTEXTUALsuggest that behaviour is CONTEXTUAL

So...So...

• Chelladurai has proposed a model that Chelladurai has proposed a model that

combines current theories of leadershipcombines current theories of leadership

• The model focuses on three states of The model focuses on three states of

leader behaviour:leader behaviour:– Required (expectations, limits)Required (expectations, limits)– Preferred (by members)Preferred (by members)– Actual (adaptive & reactive behaviours)Actual (adaptive & reactive behaviours)

Antecedent variablesAntecedent variables

• Variables that exist prior to the Variables that exist prior to the

observed leader behaviourobserved leader behaviour

Antecedents Antecedents

• Situational Characteristics – size of the Situational Characteristics – size of the

group, location , task, goals, norms, etc.group, location , task, goals, norms, etc.

• Leader Characteristics –qualities, skills, Leader Characteristics –qualities, skills,

norms, codes of conduct, organizational norms, codes of conduct, organizational

goals, etc.goals, etc.

• Member characteristics – age, ability, etc.Member characteristics – age, ability, etc.

Multidimensional Model of Multidimensional Model of Leadership:Leadership:

(Chelladurai, 1990)(Chelladurai, 1990)

Situational Characteristics

Leader Characteristics

Member Characteristics

Required

Actual

Preferred

Performance

Satisfaction

Antecedents

Leader Behaviour

Consequences

Situational Situational Characteristics & Characteristics &

Required BehaviourRequired Behaviour• How is the conduct of a paid coach How is the conduct of a paid coach

different from a volunteer coach?different from a volunteer coach?• How is the required behaviour of a How is the required behaviour of a

coach different from that of the coach different from that of the Athletic Director?Athletic Director?

• Codes of conduct and social norms in Codes of conduct and social norms in various contexts form the situational various contexts form the situational characteristics affecting leadership characteristics affecting leadership behaviourbehaviour






Required

Actual

Preferred

Performance

Satisfaction

Antecedents

Leader Behaviour

Consequences

Member Characteristics Member Characteristics & Required Behaviour& Required Behaviour

• How do the demands upon the leader differ How do the demands upon the leader differ when coming from when coming from

a)a) a volunteer or b) a professional or a volunteer or b) a professional or paid employee?paid employee?

• How does the leader behaviour differ when How does the leader behaviour differ when dealing with dealing with

a)a)Youth volunteers or b) Senior volunteers?Youth volunteers or b) Senior volunteers?• The nature of the group will influence the The nature of the group will influence the

required leader behaviour in a specific required leader behaviour in a specific situationsituation






Required

Actual

Preferred

Performance

Satisfaction

Antecedents

Leader Behaviour

Consequences

Situational Situational Characteristics & Characteristics &

Preferred BehaviourPreferred Behaviour• How much guidance does a maintenance How much guidance does a maintenance

worker (e.g. routine tasks) require versus an worker (e.g. routine tasks) require versus an

athlete?athlete?

• How does preferred behaviour differ between How does preferred behaviour differ between

an individual sport versus a team sport?an individual sport versus a team sport?

• Leader behaviour should reflect the nature of Leader behaviour should reflect the nature of

the tasksthe tasks






Required

Actual

Preferred

Performance

Satisfaction

Antecedents

Leader Behaviour

Consequences

Member Characteristics Member Characteristics & Preferred Behaviour& Preferred Behaviour

• How will a coach’s behaviour differ How will a coach’s behaviour differ

between a rookie and a veteran player?between a rookie and a veteran player?

• How will a coach’s behaviour differ How will a coach’s behaviour differ

between a highly motivated athlete and a between a highly motivated athlete and a

less motivated athlete?less motivated athlete?

• Individual differences influence members’ Individual differences influence members’

preferences for particular leader preferences for particular leader

behavioursbehaviours






Required

Actual

Preferred

Performance

Satisfaction

Antecedents

Leader Behaviour

Consequences

Actual Leader BehaviourActual Leader Behaviour

• Adaptive behaviour (situation)Adaptive behaviour (situation)

• Reactive behaviour (members)Reactive behaviour (members)

• These two forms of behaviour are a These two forms of behaviour are a

function of the leader’s function of the leader’s

PERSONALITY & ABILITYPERSONALITY & ABILITY

• What type of leader are you?What type of leader are you?

Leadership Style & Leadership Style & Personality TypePersonality Type

• Complete the questionnaire to Complete the questionnaire to determine your personality profile as determine your personality profile as it relates to leadershipit relates to leadership

• Tear off the score sheet at the backTear off the score sheet at the back• What are your dominant traits?What are your dominant traits?

How can you use this How can you use this information?information?

• Recognize that we each approach Recognize that we each approach challenges in different wayschallenges in different ways

• Dealing with those differences is a Dealing with those differences is a key leadership skill – particularly if key leadership skill – particularly if you are in a position to build a teamyou are in a position to build a team

• There is no CORRECT personality – There is no CORRECT personality – all styles have an important role to all styles have an important role to play in your organizationplay in your organization

• The key is to recognize which styles The key is to recognize which styles work best togetherwork best together

Where do you place Where do you place yourself?yourself?

Member Member SelfSelf

Juggler Juggler PlannerPlanner

Thinker Thinker EmpathizerEmpathizer

Closer Closer ResearcherResearcher






Required

Actual

Preferred

Performance

Satisfaction

Antecedents

Leader Behaviour

Consequences

Performance & Performance & SatisfactionSatisfaction

• The degree to which the three state The degree to which the three state

of leader behaviour are congruent of leader behaviour are congruent

in other words, how closely does the in other words, how closely does the

actual behaviour come to the actual behaviour come to the

preferred and required behaviours?preferred and required behaviours?






Required

Actual

Preferred

Performance

Satisfaction

Antecedents

Leader Behaviour

Consequences

FEEDBACKFEEDBACK

• Good leaders alter their behaviour to Good leaders alter their behaviour to

better suit the situation and the better suit the situation and the

needs of membersneeds of members

• In other words, they are In other words, they are

TRANSFORMATIONAL leadersTRANSFORMATIONAL leaders

Transformational Transformational LeadersLeaders

• VisionaryVisionary

• Affect the emotions, values, goals, self-Affect the emotions, values, goals, self-

esteem and needs of membersesteem and needs of members

• Influence the aspirations of members Influence the aspirations of members

so that they put forth greater effort and so that they put forth greater effort and

thus, exceed performance expectationsthus, exceed performance expectations

Dimensions of the Dimensions of the Transformational LeaderTransformational Leader

(Rafferty & Griffin, 2004)(Rafferty & Griffin, 2004)

• VisionVision• Inspirational CommunicationInspirational Communication• Supportive LeadershipSupportive Leadership• Intellectual StimulationIntellectual Stimulation• Personal RecognitionPersonal Recognition

– Can you think of a transformational Can you think of a transformational leader in sport?leader in sport?

What about CHARISMA?What about CHARISMA?

• A personal “gift” or resource that A personal “gift” or resource that leaders exploit successfully in leaders exploit successfully in transforming their organization and transforming their organization and their memberstheir members

• Charismatic leaders make you want to Charismatic leaders make you want to follow!follow!

• Followers hold the leader in high regard Followers hold the leader in high regard – as a superhuman or a hero– as a superhuman or a hero

• Who do you feel is a charismatic leader?Who do you feel is a charismatic leader?

Documents

Leadership PHED 1027 Week 8 March 4th. Last Call Standard First AidStandard First Aid March 8, 9 th (approx. 9-4PM)March 8, 9 th (approx. 9-4PM) $100.00$100.00