1. Leadership

2. 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.

3. 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.

4. 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?

5. 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

6. 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

7. 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?

8. 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’.

9. 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.

10. 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.

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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

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

22. 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.

23. 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

24. 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

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

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

27. 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.