1. 8. Confidence and Leadership

2. Contents
Confidence Vealey’s Model Efficacy Increasing efficacy Leadership Types of Leadership How are leaders chosen? Fielder’s Contingency model Multidimensional model of leadership (MML) Chelladurai’s model

3. Confidence
“The belief or degree of certainty individuals possess about their ability to be successful in sport” Trait Confidence- Innate, stable generalised belief State Confidence- Learned, unstable and situational specific

4. State Sports Confidence
Vealey’s Model
Positive perceived outcome will increase Trait confidence, Competitive Orientation and therefore State Confidence
Objective Sports Situation
Trait Sports Confidence
State Sports Confidence
Competitive Orientation
Performance of skill
Perceived Outcome of skill

5. Efficacy
Bandura defined Efficacy as situation as specific confidence (State Confidence)
Performance accomplishments
Vicarious experiences
Verbal Persuasion
Emotional arousal
Self Efficacy

6. Increasing Efficacy Ensure individual achieves success
Manipulate training environment (Successful and positive reinforcement)
Playing very winnable games(More difficult at elite level)
Effective Goal Setting
SMARTER- Especially realistic so that success is possible
Goals should emphasise individual targets rather than team
Encouraging cognitive methods of controlling anxiety
Self talk
Imagery and Visualisation
Ensure any routines/superstitions can be maintained
Increase motivation using extrinsic rewards
Important not to be overused

7. Types of Leadership Autocratic Democratic Laissez-faire
Command style approach
Task orientated
Rarely involved with group members
More effective in team sports, larger numbers
Democratic
Co-operative approach
Makes decision after consultation
Maintain positive social interaction
More effective in individual sports and coaching situations
Laissez-faire
Leader plays a passive role
Members get on with task by themselves
Little suitability to sport settings

8. How are Leaders chosen? Pre-scribed Emergent
Usually appointed by someone in authority
Can bring in new ideas but will affect group dynamics
Emergent
Simply emerge from group and take charge
Can be more effective due to respect and support of teammates
Thought to be good for harmony but not always going to bring in new ideas

9. Fielder’s contingency model
Fielder’s model
Task Orientated (Autocratic)
Most favourable
Person Orientated
(Democratic)
Moderately favourable
Task Orientated
(Autocratic)
Least favourable
Clear discipline, leader highly respected, Good relationships, High ability group, motivation is high, task is clear, excellent physical resources
Friendly relationships with group, limited external support, moderate motivation levels, no definitive task-orientated outcome, limited physical resources
Poor relationship with group, authority questioned, low-ability group, poor motivation, no discipline structure, complex task, poor physical resources

10. Multidimensional model of Leadership (MML)
5 Key dimensions of leadership behaviour… Training & instruction: how the coach improves players’ performances Democratic behaviour: how the coach encourages collective decision-making Autocratic behaviour: how the coach asserts his own authority Social support: the concern the coach shows for others’ wellbeing Feedback: the positive reinforcement the coach provides These will all differ depending on the group and the situation therefore the leader will need to be flexible

11. Chelladurai’s Model
If the leader shows the right behaviour for the situation and that matches a group’s preference it should mean both success and satisfaction