Title: Leadership
1Leadership
2By the end of the lesson you should be able to
- Identify the characteristics of leaders.
- Understand the importance of effective
leadership. - Describe emergent and prescribed leaders.
- Understand trait, social learning and
interactionist perspectives on leadership. - Explain the theories of leadership.
3- In the activity you have just done, do you
think anyone acted as a leader? Did this
influence the group in any way? How effective
were they as leaders?
Leadership is ..
- The behavioural process influencing individuals
and groups towards set goals.
4Sporting Non Sporting
Michael Vaughan Hitler
Alex Ferguson Winston Churchill
Sir Alf Ramsey Robert the Bruce
Vince Lombardi Nelson Mandela
Sir Matt Busby Pope John Paul II
Clive Woodward Gandhi
Martin Jol Margaret Thatcher
What characteristics do these people all have
which make them good leaders?
5Shows Empathy
Has respect of group
Must be the best player
Good Communication
Good at making decisions
Be a born leader
Experience
Ambition
High Motivation
Good Leader
Be friendly with their subjects
Determination
Have a clear goal
Be carefully selected
Charisma
Disciplinarian
6- An effective leader has a number of qualities,
no single quality will ensure effectiveness on
its own. Qualities of leadership include - Good communication skills
- High motivation
- Having a clear goal or vision of what needs to
be achieved - Empathy
- Ambition
- Charisma/presence
- Determination
- Good at making decisions
- Experience
7Are Leaders Born or Made?
This is a controversial issue. There are 3
theories
Trait Approach This theory suggests that leaders
are born with the skills necessary to take
charge. It suggests that leadership traits such
as intelligence, assertiveness and self
confidence are stable personality dispositions
If this is true, the trait approach suggests that
a leader should be able to take control of any
situation. How likely is this?
8Social Learning Theory This theory suggests that
all behaviours are learned. For example, when an
aspiring captain judges a situation to have been
handled well by an experienced leader, the method
will be remembered and copied should the
situation arise again.
This is called vicarious reinforcement.
9Interactionist Theory According to this theory,
leadership competencies emerge because of both
inherited abilities and learned skills. This
is generally perceived as giving a more realistic
explanation of human behaviour in sport.
10Selection of a Leader
- Individuals can become leaders in one of 2 ways
- Emergent leader come from within the group
because they are skilful or because the rest of
the team select them by vote or interview.
- Prescribed leader are appointed from an
external source to a team.
11- Think of advantages and disadvantages of an
emergent leader and a prescribed leader.
Prescribed or emergent?
12Emergent
Advantages Disadvantages
Respect gained quickly by the group who rate his/her skill Respect may well be short lived and familiarity can breed contempt
They tend to be more popular individuals and are well liked They tend to be more popular individuals and are well liked
other group members feel less threatened Other group members feel less threatened
13Prescribed
Advantages Disadvantages
They have externally recognised authority and therefore high status slow acceptance from other group members because of perceived threat
May be able to see problems more objectively and be more detached the new leader does not know group members and therefore may make incorrect decisions initially
14Leadership Styles
- Two main types
- Task oriented or autocratic concerned with
the task demands of the group. - Person oriented or democratic concerned with
the interpersonal behaviour of the group members.
Person
Task
15The Autocratic Leader .
- Makes all decisions.
- Does not take into account the opinions of the
group. - Focuses on group performance and achieving goals.
Is used ..
- When quick decisions are needed
- With large groups of people
- In potentially dangerous situations
16The Democratic Leader
- Will share decision with the rest of the group
- Is interested in developing meaningful
inter-personal relationships within the team. - Tries to give ownership of the task to each
individual.
Is Used ..
- In a game situation when there are no time
constraints and personal support may be required
17- Which style did the leaders of the group
activity use?
- Which style of leadership would you adopt in
the following situation
1. You are introducing yourself as the new coach
to a hostile group.
Task / Autocratic
2. You would like to bring together a very large
group of athletes as a team before a big meeting.
Task /Autocratic
183. You are coaching a highly skilled squash
player.
Person / Democratic
4. A friendly, successful team of lacrosse
players asks you to be their coach
Person / Democratic
5. A novice weightlifter needs coaching just
before the lift
Task Person
19According 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
20Fiedler states that autocratic, task oriented
leaders are more effective in both the most and
least favourable situations
Democratic, person oriented leaders are more
effective in moderately favourable situations
21High
Group Performance Effectiveness
Low
Least favourable
Most favourable
Situation Favourableness
22Laissez Faire Style In this style the leader will
stand aside and allow the group to make its own
decisions. Lewin (1985) found that members of
this type of group tended to be aggressive
towards each other when mistakes occurred and
they gave up easily.
23Chellandurais Multidimensional Model of Sports
Leadership
Type of Leader Behaviour
Characteristics affecting behaviour
Consequences
Situational Characteristics
Required Behaviour
Group Performance / Group Satisfaction
Leader Characteristics
Actual Behaviour
Member Characteristics
Preferred Behaviour
24- Chellandurai identified three factors that
affect leadership. These are called Antecedents
- Situational Characteristics.
- Group Member Characteristics
25Next, Chellandurai recognises 3 types of leader
behaviour that would be guided by the antecedents
- Required Behaviour
- Actual Behaviour
- Preferred Behaviour
26All 3 behaviours must coincide exactly (be
congruent) before effective leadership can take
place.
27Have you met the objectives?
Are you able to
- Identify the characteristics of leaders.
- Understand the importance of effective
leadership. - Describe emergent and prescribed leaders.
- Understand trait, social learning and
interactionist perspectives on leadership. - Explain the theories of leadership.