A2 Psychology of Sport Leadership Lesson 9 Skills

AIMS AND OBJECTIVES To understand how to define a leader To understand the different types of leaders To understand the different leadership styles To understand what factors affect leadership To understand the leadership theories To understand Chelladurai’s multi dimensional model of leadership

Buzz words Prescribed leaders Emergent leaders Autocratic Democratic Laissez faire Chelladurai’s multi dimensional model Fiedler’s contingency model Great man theory Social learning theory

Think of Woody from Toy Story! Understand the needs of others Determination Good communication skills Highly developed perception skills What makes a good Leader? Ambition Vision Experience Good at making decisions Empathy with team members

What is a leader? A LEADER can influence the behaviour of others towards required goals will influence effective team cohesion will help fulfil expectations of a team develops an environment in which a group is motivated rewarded and helped towards its common goals

Selection of a Leader EMERGENT LEADERS: Already belongs to the group & selection is made formally, e.g. by vote or interview. PRECRIBED LEADERS: Selected from outside of the group and is known as an external appointment.

Who becomes a leader? Emergent leaders come from within a group because of their skill and abilities or through nomination / election Prescribed leaders are appointed by a governing body or agency outside the group

Leadership Theories IS A LEADER BORN OR MADE? 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. 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. INTERACTIONIST THEORY: Leaders emerge because of inherited abilities (traits) and learned skills. Interactionist theory gives a MORE REALISTIC EXPLANATION OF HUMAN BEHAVIOURS IN SPORT.

FACTORS AFFECTING LEADER EFFECTIVENESS LEADERSHIP QUALITIES communication respect for group members enthusiasm high ability deep knowledge charisma

MEMBER’S CHARACTERISTICS WITHIN LEADERSHIP A GOOD LEADER will adapt to expectations knowledge experience of group members if group is hostile leader adopts autocratic style if group is friendly leader adopts more democratic person-centred style problems arise if strategies for preparation used by leader do not match group expectations

CHELLADURAI’S MULTIDIMENSIONAL MODEL

Chellanduria’s model Characteristics affecting leader Leader behaviour Consequences Situation Behaviour required High performance & member satisfaction Actual behaviour Leader Group members Preferred behaviour

Multidimensional Model of Sports Leadership CHELLANDURIA believed that the effectiveness of the group could be judged on: The degree of success accomplished during a task The extent to which the group experienced satisfaction while being led to the goal. SITUATIONAL, LEADER AND GROUP MEMBER CHARACTERISCS interact to determine the behaviour adopted by the leader (these are ANTECEDENTS) REQUIRED, ACTUAL AND PREFERRED BEHAVIOUR are 3 types of leader behaviour that would be guided by these antecedents. If all three of the leader behaviours are CONGRUENT (coincide exactly) then members will be highly satisfied and produce high group performance. Effective leadership has taken place if the ACTUAL BEHAVIOUR HAS SURPASSED THE SITUATIONAL DEMANDS AND THE STYLE HAS MET WITH THE APPROVAL OF THE GROUP.

Styles of Leadership Democratic Leaders (social/personal orientated): Shares decisions and responsibilities with group Interested in developing inter-personal relationships within the team Effective in co-active sports Laisser-faire Leaders: 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. Autocratic Leaders (task orientated): Tend to make all decisions Motivated to complete a task as quickly and effectively as possible Authoritarian style – they do not take into account the groups opinions Does not share responsibility Effective when quick decisions need to be made

CHELLADURAI’S FIVE TYPES OF LEADER BEHAVIOUR TRAINING AND INSTRUCTION behaviour aimed at improving performance strong on technical and tactical aspects DEMOCRATIC APPROACH allows decisions to be made collectively AUTOCRATIC APPROACH personal authority least preferred if coach does not show he / she is aware of athlete’s needs and preferences SOCIAL SUPPORT concern shown for well-being of others preferred by youngsters REWARDS leader uses positive reinforcement

Factors affecting leadership style Chellanduria’s model: The style adopted by a leader depends on a number of factors. According to Chellanduria, 3 things affect the style the leader adopts: The situation The leader The group members

Factors cont… The leader might be influenced by: Personality The group might be influenced by: Group size Hostility or friendliness Tradition Ability/experience The situation includes: Danger Type of task Facilities Time available The more the leader’s actual behaviour matches the expectations of the group & the demands of the situation, the greater will be the group performance & satisfaction. The leader might be influenced by: Personality Preference Ability Characteristics

LEADERSHIP STYLE FIELDER’S CONTINGENCY THEORY there is a continuum between : task-centred leadership best for most favourable or least favourable situations person (or relationship) centred leadership best for moderately favourable situations favourableness depends on whether relationships are warm if the task has a clear structure if the leader is powerful pressure of time CHELLADURAI CONTINUUM between : autocratic authoritarian leader who makes all the decisions democratic leader who shares the decisions (with members of group or team) seeks advice is prepared to change his / her mind based on advice laissez faire leader who lets others make decisions each type can be effective depending on the situation

Fielder’s contingency model Autocratic Democratic Autocratic Moderately favourable situation Most favourable situation Least favourable situation Warm relations Poor relations Clear tasks Unclear tasks Weak leader Strong leader Element of danger

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 FVOURABLE situations. DEMOCRATIC LEADERS are more effective in MODERATELY FAVOURABLE situations.