Mr Beaumont

Leadership

Mr Beaumont

Objectives

•Be able to describe ‘what makes an effective leader’

•Understand the four components of effective leadership

•Articulate what Fielder’s contingency model is

•Be able to use and describe the three different types of leadership style

Mr Beaumont

What Makes an Effective Leader

In groups of 3 or 4 create a spider diagram of your thoughts about what makes an effective leader

You have 2 minutes to come up with at least 6 characteristics of what you think makes an effective leader

Mr Beaumont

Leadership

What makes a goodLeader?

Good communication

skills

Good organisational

skills

Effective decision making

Empathy with team members

Understand the needs of others

Experience – Knowledge of

activity

Clear Vision – Clear Goal

Confidence/ Charisma

Determination/ Enthusiasm

Think of Woody from Toy Story!

Ability to motivate / Inspire

Mr Beaumont

Martens (1987) Four Factors to Effective Leadership

Effective Leadership

Situational Factors

Leadership Styles

Follower’s Qualities

Leader’s Qualities

Mr Beaumont

Theories of LeadershipAre leaders born or are leaders made?

o TRAIT APPROACH: Leaders are born with the skills necessary to take charge……however, although certain traits may be helpful in leadership, they are not essential, so this theory is NOT A GOOD PREDICTOR OF BEHAVIOUR.

o SOCIAL LEARNING THEORY: The skills of leadership can be acquired by copying others and then developed through experiences. Copying successful role models is called ‘vicarious reinforcement.’ This DOES NOT TAKE INTO ACCOUNT THE TRAIT PERSPECTIVE.

o INTERACTIONIST THEORY: Leaders emerge because of inherited abilities (traits) and learned skills. Interactionist theory gives a MORE REALISTIC EXPLANATION OF HUMAN BEHAVIOURS IN SPORT.

Mr Beaumont

Selection of a Leader

PRECRIBED LEADER:

Selected by someone of authority, can be within or outside of the group e.g head teacher appoints teachers

Bring fresh new idea’s to the group

Can be disruptive to group harmony

Mr Beaumont

EMERGENT LEADER:

Already belongs to the group and often just takes charge of the group (emerges) e.g Sunday league pub team captain

Selection of a Leader

May not bring fresh new idea’s to the group

Can be good for group harmony

Emergent leaders can be more effective because they have the respect and support of the team

Mr Beaumont

Interactive Process Most psychologists now propose that effective leadership is a mixture of interacting characteristics (interactionist theory) rather than one single trait or one thing being learned

LeadershipStyle

Member Characteristics

Situational Characteristics

(Task)

Mr Beaumont

Styles of LeadershipAutocratic Leaders

(task orientated):

• ‘Command Approach’ - tends to make all decisions

• Motivated to complete a task as quickly and effectively as possible (task orientated)

• Authoritarian style – they do not take into account the groups opinions

• Rarely gets involved with group on a personal level

• Effective when quick decisions need to be made

•Effective with sports teams with large number

Mr Beaumont

Democratic Leaders

(social/personal orientated):

Cooperative approach (person orientated)

• Shares decisions and responsibilities with group

•Strive to keep open lines of communication

• Interested in developing inter-personal relationships within the team

• Effective in co-active or individual sports and coaching

Styles of Leadership

Mr Beaumont

Laisser-faire Leaders:

•Leader plays more of a passive role

• Leader stands aside and allows the group to make their own decisions

• Members of this type of group tend to be aggressive towards one another when mistakes occurred and they gave up easily.

•Not recommended for sport

Styles of Leadership

Mr Beaumont

Fiedler’s Contingency Model

This model suggests that leaders should decide weather to be task or person orientated leader

The type of leader you choose to be depends on the ‘Favourableness’ of the situation

Person Orientated Leader

Focused on the personal relationships and social interactions

This approach is best when:

Group have moderate abilityPhysical resources are poorPoor external support

Task Orientated Leader

Focused on the performance of the team

This approach is best when:

Situation requires/lacks disciplineGroup is of high/low abilityGroup is Highly motivatedGood resources/facilities

As a leader you must adapt your style depending on the situation

You won’t always stay task orientated or person orientated

Mr Beaumont

Fiedler’s Contingency Model

According to Fiedler, the correct style of leadership to adopt depends on the ‘favourableness’ of the situation.

Highly favourable situation Highly unfavourable situation

Leaders position is strong Leaders position is weak

Task is simple with clear structure

Task is complex with vague structure

Warm group and leader relations

Hostile group and leader relations

AUTOCRATIC LEADERS are more effective in both the MOST FAVOURABLE and the LEAST FAVOURABLE situations.

DEMOCRATIC LEADERS are more effective in MODERATELY FAVOURABLE situations.

Mr Beaumont

Leadership in Sport

• Name 5 characteristics of good leader

• Name 4 components of effective leadership

• Name the three different types of leadership style

• What are the two ways a leaders is selected?

Mr Beaumont

Leadership Behaviour

Chelladuria (1980) – Sports leaders must be more dynamic and changeable in relation to the characteristics of the situation

Suggested that leaders must exhibit different leader behaviour

Developed the Leadership Scale for Sport - This measures leadership behaviour

Mr Beaumont

Leadership Scale for Sport

Leadership Scale has 5 dimensions:

Training and Instruction Behaviour - Structured approach to training improves performance with the emphasis of hard work

Democratic Behaviour – Group involvement regarding goals, practice methods and tactics

Autocratic Behaviour – Leader emphasising their own authority, makes all the decisions

Social Support Behaviour - Leader show concerns for well being of the groups regardless of performance

Rewarding Behaviour – Leader reinforces good performance through positive feedback

Mr Beaumont

Leadership Scale for SportTake a look at the graph on page 205? What does the graph suggest?

Chelladurai concluded that:

Novices prefer Extrinsic feedback and rewardsExperts prefer democratic behaviour with social support

Individual sports – Democratic behaviour with social supportTeam sport – Training and instruction, autocratic behaviours

Females – Democratic behaviourMales – Autocratic behaviour

Older performers prefer democratic behaviour with social support with training and instruction behaviours

All performers value reward behaviour

Mr Beaumont

Chelladurai’s Multi-Dimensional Model of Leadership

SI TUATI ONCHARACTERI STI CS

MEMBER 'sCHARACTERI STI CS

LEADERCHARACTERI STI CS

REQUI REDBEHAVI OUR

w hat is expected by teamm anagem ent of the coach

perform ance /satisfaction

PR EFER R ED LEADERBEHAVI OUR

the w ay in w h ich m em bers prefertheir coach to relate to them

ACTUAL LEADERBEHAVI OUR

the w ay in w hich the coachnorm ally goes about his job

Mr Beaumont

Chelladurai’s Multi-Dimensional Model of Leadership

Preferred Behaviour – Behaviour demanded (or preferred) by the groupEffected by age, gender, skill and experience of the group

Required Behaviour - Behaviour of the leader that is required by the situatione.g how a coach is expected to behave towards players, the media, spectators

Actual Behaviour – The Behaviour that is shown by the leaderEffected by leaders personality, ability and experience

How well all 3 of theses types of behaviour match up effect the group / Individual performance and satisfaction

Mr Beaumont

In Conclusion

To get a positive outcome where performance is at it’s optimum and the group are satisfied the leader must:

Show appropriate behaviour for the particular situation and these behaviours match the preferences of the group members

This will lead to the best performance and members feeling most satisfied