1. ‘ Leadership Style and the Effect on Individual and Group Behaviour’ Dr Hilary McDermott School of Sport, Exercise and Health Sciences Loughborough University

2. Overview  Styles of leadership  Participative / Directional Leadership  Leadership Style / Individual Performance  Leadership style / Group Performance 2

3.  Task behaviour / relationship behaviour  No ‘single’ style of leadership  Effective leadership varies 3 Situational

4. Situational Leadership (Hersey & Blanchard, 1988) 4 SupportingCoaching DelegatingDirecting Task Behaviour Relationship Behaviour

5. Situational Leadership (Hersey & Blanchard, 1988) 5 SupportingCoaching DelegatingDirecting Task Behaviour (Directive) Relationship Behaviour (Participatory)

6.  How does leadership style affect individual task performance? 6 Individual Task Performance

7.  Motivation / Performance  Extrinsic rewards  Intrinsic rewards  Delegation of responsibility to a team member not prepared to handle the responsibility can frustrate the team member. A frustrated team member often lacks motivation. 7 Motivation

8.  Motivation / Performance  Extrinsic rewards  Intrinsic rewards  Delegation of responsibility to a team member not prepared to handle the responsibility can frustrate the team member. A frustrated team member often lacks motivation.  Match the development level with an appropriate leadership style 8 Motivation

9.  Stress  a state of mental or emotional strain or tension resulting from adverse or demanding circumstances (HSE, 2012)  Lopez et al (2011)  The more ‘considerate’ the leader, the less self-reported stress among team members. The more ‘task-oriented’ the leader, the more ‘emotionally exhausted’ the team members feel. 9 Stress

10.  How does leadership style affect group performance? 10 Individual Task Performance

11.  Conflict resolution – power can be used in a negative or positive manner  Coercive power  Can enhance conflict  Referent power  ‘positive strokes’ (Benfari et al., 1986) 11 Conflict

12.  Directive leadership:  can stifle creativity  ignores available expertise  smothers motivation  Is effective  When time is short  When group members can not agree on a decision. 12 Directive / Participative

13.  Participative leadership:  can lead to effective decisions  Pasmore & Friedlander (1982)  Work injuries and poor productivity  Inadequate training, repetitive movements and poor relationships with supervisors  Employees led interventions  Increased productivity and a decline in reported injuries 13 Directive / Participative

14. 14 Leadership Style Thank you for listening Questions? H.J.McDermott@lboro.ac.uk