Chapter 5 5 Managerial Leadership in Sport Organizations Jerome Quarterman, Howard University Ming Li, Ohio University Lucie Thibault, Brock University C H A P T E R

Theoretical Approaches to Management Theoretical approaches to managing people –Scientific management approach – Fredrick Taylor and his stop watch. Greater reward for better, faster work. –Human relations management approach – The Hawthorne Studies. When people “felt” they were important, they performed better. –Process (administrative) approach to management – The widely accepted approach to management training.

Management Functions Underlying processes of management –Originally seven: POSDCRB (reporting, bugeting) –Reduced to five (Jones & George, 2009): Planning Organizing Staffing Directing Controlling and evaluating

Figure 5.1

Management Process of a GM in a Sport Organization See table 5.1 in text…page 114 This provides definitions of managerial functions Gives examples of how a sport manager practices them

Managerial Skills Conceptual Skills – must have a “big picture” vision Human Relations Skills – ability to work with and inspire people Technical Skills – must be competent in the skills needed to perform the job

Leadership The process of influencing the activities of an individual or group in an effort to achieve a goal in a given situation Leader is broader than manager See table 5.4 for differences ( page 117)

Fiedler’s Contingency Theory of Leadership (1963) 3 components: Leadership contingent on… Leaders – Those that introduce and cope with change (Their traits, power base, goals) Followers – who are they as they interact with leadership “natural born followers?” Context – organizational complexity and environment (simple or complex)

Managerial Roles A typical manager performs 10 roles, according to Mintzberg – Role: A set of expected behaviors associated with a managerial position. Role categories –Interpersonal Roles (relating to people) –Informational Roles (communicating) –Decisional Roles (choices) Let’s look at each a little closer.

Managerial Roles: Interpersonal Figurehead – important symbolic presence (Pres. Eckman) Leader – providing influence to achieve goals within organization Liaison – develop and cultivate relationships outside the organization

Managerial Roles: Informational Monitor – scanning the environment for possibilities and threats Disseminator – pass on information as needed Spokesperson – communicator on behalf of the organization or group to outside entities

Managerial Roles: Decisional Entrepreneur – developer of new ideas and pushes change Disturbance handler – responds appropriately to unexpected situations Resource allocator – determines how to best use money, equip, people, etc. Negotiator – confers with others outside organization to bargain for favorable position. Enter deals and contracts.

Video f0o Impressions of Coach Lombardi?

Contemporary Approach to Leadership Full range of leadership model (Bass & Avolio, 1994) –Transactional leadership – reward behaviors –Nontransactional: laissez-faire leadership – hands off –Transformational style of leadership – the 4 I’s Managerial leadership

Transactional Management Managers intervene when employees fall short

Classifications of Managers Top-level managers Middle-level managers Supervisory-level managers See table 5.6 for examples of titles of managers

Power and Authority Power –The ability to influence others –Control over resources Distinction between power and authority Authority – the right to do something, derived from position, legitimate Power – the ability to do something, derived from many sources, can be illegitimate

Sources of Power Legitimate or positional power – comes from the job you hold – Pres Obama, Prof Lewis Reward power – Comes from an ability to reward someone or withhold a punishment Coercive power – Comes from an ability to punish or withhold a reward

Referent power – given to you by followers based on high levels of identification, admiration or respect Expert power – comes from your expertise and respected abilities Information power – I need the data or information that you know

Human Resource (HR) Management Decisions involving a sport organization’s labor force HR elements to consider –What human resources are needed and in what role –Recruitment and selection of personnel –Orientation of personnel –Training –Performance appraisal

Organizational Diversity Diverse workforce in the sport industry Importance and advantages of organizational diversity Representations of diversity Factors leading to the unfair treatment of diverse employees

Strategies to Manage Organizational Diversity Four proposed by Dass and Parker (1999) –Reactive –Defensive –Accommodative –Proactive Studies suggest that diversity can promote the success of sport organizations

Three Review Questions 1. Why do sport management majors need to understand management theory? 2. What is the difference between power, authority, and leadership? Provide an example of each from the sport industry. 3. How can diversity enrich the operations and effectiveness of sport organizations?