Leadership

Identify the characteristics of leaders. By 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.

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.

Sporting 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?

Good Leader Shows Empathy Has respect of group Must be the best player 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

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

Are 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?

Social 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’.

Interactionist 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.

Selection 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.

Prescribed or emergent? Think of advantages and disadvantages of an emergent leader and a prescribed leader. Prescribed or emergent?

other group members feel less threatened Emergent 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 other group members feel less threatened Other group members feel less threatened

slow acceptance from other group members because of perceived threat Prescribed 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

Leadership 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

The 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

The 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

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

3. 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

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

Fiedler 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

High Low Most favourable Least favourable Situation Favourableness Group Performance Effectiveness Low Most favourable Least favourable Situation Favourableness

Laissez 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.

Chellandurai’s 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

Chellandurai identified three factors that affect leadership Chellandurai identified three factors that affect leadership. These are called Antecedents Situational Characteristics. Leader Characteristics Group Member Characteristics

Next, Chellandurai recognises 3 types of leader behaviour that would be guided by the antecedents Required Behaviour Actual Behaviour Preferred Behaviour

All 3 behaviours must coincide exactly (be congruent) before effective leadership can take place.

Have 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.