1. P.Chelladurai, The Ohio State University P. “Chella” Chelladurai The Ohio State University, Columbus, Ohio, U.S.A MEMOS XII-2009 Executive Masters in Sports Organization Management Module 3 Human Resource Management in Sport Organizations Focus on Leadership

2. P.Chelladurai, The Ohio State University Leadership: a)A Behavioral and b)Interpersonal Process of c)Influencing/Motivating Members d)Toward Organizational Goals What the Leader DOES not what the leaders IS

3. P.Chelladurai, The Ohio State University Houses’ Path-Goal Theory of Leadership Enhance Member Satisfaction En Route Remove Roadblocks Clarify the Path to the Payoff Increase Member’s Personal Payoff

4. P.Chelladurai, The Ohio State University Motivation Effort Performance Reward Satisfaction SUPPORTIVEINSTRUMENTAL INSTRUMENTAL/ ACHIEVEMENT ABILITY ROLE PERCEPTION PERCEIVED EQUITY OF REWARDS Leader Behaviors

5. P.Chelladurai, The Ohio State University Member Characteristics Ability (Perceived and Actual) Personality (e.g., Need for achievement, affiliation, power, cognitive structure Attitude toward authority

6. P.Chelladurai, The Ohio State University Fiedler’s Contingency Model Leadership Style As Personality Trait Task Orientation VS Interpersonal Orientation Least Preferred Coworker Scale High LPC ==> Interpersonal Orientation Low LPC ==> Task Orientation

7. P.Chelladurai, The Ohio State University Strong Weak Leader Position Power UnstructuredStructured Unstructured Task Structure Good Poor Leader-Member Relations High High LPC Leader Low Low LPC Leader Performance Effectiveness MostLeastSituational Favorableness

8. P.Chelladurai, The Ohio State University Implications of Fiedler’s Model Both Leadership Styles Can Be Effective The Fit Between Style and Situation is the Essence Easier to Change the Situation than Leadership Style Change Group Composition, Task Structure Leader’s Power Individual Must Choose a Situation to Fit His/Her Style

9. P.Chelladurai, The Ohio State University LEADER BEHAVIORS MEMBER PREFERENCES SITUATIONAL REQUIREMENTS

10. P.Chelladurai, The Ohio State University Situational Characteristics Organizational Goals, Structure, Technology, Social Norms Group Size, Composition, Interactions, Cohesion Group Ability, Development

11. P.Chelladurai, The Ohio State University Leader Characteristics Member Characteristics Situational Characteristics Required Behavior Preferred Behavior Actual Behavior Member Satisfaction Group Performance

12. P.Chelladurai, The Ohio State University  Turnover/absence  Satisfaction Expected Performance Cognition Abilities Exchanges Transactional LEADERSHIPFACTORS AFFECTED OUTCOMES Higher Aspirations Greater Efforts Performance Beyond Expectations Emotions Values/Goals/Needs Self-esteem Transformational

13. P.Chelladurai, The Ohio State University Essentials of Transformational Leadership Articulate a VISION (Status Quo not acceptable) Convince Members on the Viability of the Vision Express Confidence in their Ability Arouse Members’ Higher Order Needs

14. P.Chelladurai, The Ohio State University Member Satisfaction Group Performance Leader Characteristics Situational Characteristics Member Characteristics Required Behavior Actual Behavior Preferred Behavior TRANSFORAMTIONAL LEADER

15. P.Chelladurai, The Ohio State University DICTIONARY MEANING OF EMPOWERMENT MEANING: * to give power or authority to, to authorize * to give ability to, to enable ANTONYM: restrain SYNONYM: * authorize, commission, delegate, * enable, entrust, license, warrant

16. P.Chelladurai, The Ohio State University MODES OF EMPOWERMENT DELEGATING POWER TO MEMBERS ( to give power or authority, to authorize) GENERATING POWER IN MEMBERS ( to enable, to enhance efficacy beliefs, to motivate)

17. P.Chelladurai, The Ohio State University EMPOWERMENT IS SHARING OF INFORMATION re: organization, units, performance POWER to make decisions REWARDS based on individual and unit performance KNOWLEDGE to perform organizational tasks

18. P.Chelladurai, The Ohio State University EMPOWERMENT PRACTICES Management: Select & Train on Requisite Skills Emphasize Self-Determination/Collaboration Provide Multiple Sources of Resources Leadership: Express Confidence in High Performance Let Members Participate in Decision-making Provide Autonomy from Bureaucratic Control Set Inspirational/Meaningful Goals

19. P.Chelladurai, The Ohio State University Constraints on Empowerment Member Ability to Exercise Authority Member’s Willingness to be Empowered Low-Cost, High Volume Operations

20. P.Chelladurai, The Ohio State University Cascading Effects of Transformation Leadership CEO Transformational Leadership Middle-Management Leader-Member Exchange Member Commitment and Citizenship

21. P.Chelladurai, The Ohio State University LEADER-MEMBER EXCHANGE THEORY (LMX) LEADER Member Quality of Leader-Member Exchanges

22. P.Chelladurai, The Ohio State University LEADER MEMBERSHIP In-GroupOut-Group LEADER-MEMBER EXCHANGE THEORY (LMX)

23. P.Chelladurai, The Ohio State University Cooperation Commitment Performance Trust in Leader Benevolence Integrity Competence Justice Antecedents and Consequences of Trust in Leadership

24. P.Chelladurai, The Ohio State University STYLE OF DECISION MAKING (DECISION STYLES) COGNITIVE PROCESS RELATES TO: PROBLEM DEFINITION INFORMATION AND ANALYSIS ALTERNATIVE GENERATION EVALUATION AND CHOICE ==> RATIONAL DECISIONS

25. P.Chelladurai, The Ohio State University DECISION MAKING AS A SOCIAL PROCESS refers to DEGREE OF MEMBER PARTICIPATION ADVANTAGES MORE INFORMATION AND INSIGHTS GREATER UNDERSTANDING BY MEMBERS MEMBERS OWN THE DECISION BETTER EXECUTION

26. P.Chelladurai, The Ohio State University DISADVANTAGES OF PARTICIPATION TIME CONSUMING “POOLING OF IGNORANCE” GROUP INTEGRATION? CLIQUES? CONFLICTS?

27. P.Chelladurai, The Ohio State University DECISION STYLES AUTOCRATIC-ILeader Decides CONSULTIVE-IILeader Consults All/Decides CONSULTIVE-ILeader Consults/Decides AUTOCRATIC-IILeader Seeks Info/Decides GROUP-IILeader Lets Group Decide MEMBERS’ INFLUENCE IN DECISIONS High ---------===------------------- Low

28. P.Chelladurai, The Ohio State University If Problem Attribute Is High Subordinate Participation Quality Requirement High Commitment Requirement High Leader Information Low Problem Structure Low Commitment Probability Low Goal Congruence High Subordinate InformationHigh Time Constraint Low Subordinate Conflict Low

29. P.Chelladurai, The Ohio State University LEADER’S Motivation: Time Taken: Low Member Participation Member Development: High Member Participation

30. P.Chelladurai, The Ohio State University ISSUES IN PARTICIPATION Member Disposition to Engage in Decision Making Participation in Trivial Decisions Power of the Leader Mannerisms Confounded with Decision Style Window Dressing

31. P.Chelladurai, The Ohio State University DELEGATION: Letting Another Person(s) Decide But who? Based on Legitimacy A Hierarchical Subordinate A Relevant Unit However, Delegating a Decision to One From Among Equals???

32. P.Chelladurai, The Ohio State University Auto Demo Delegation DECISION STYLES INFLUENCE Lo Hi Leader’s Influence Member’s Influence