1. A2 Psychology of Sport Leadership Lesson 9
Skills

2. 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

3. 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

4. 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

5. 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

6. 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.

7. 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

8. 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.

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

10. 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

11. CHELLADURAI’S MULTIDIMENSIONAL MODEL

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

13. 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.

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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.