mr beaumont. be able to describe ‘what makes an effective leader’ understand the four components...
TRANSCRIPT
Mr Beaumont
Leadership
Mr Beaumont
Objectives
•Be able to describe ‘what makes an effective leader’
•Understand the four components of effective leadership
•Articulate what Fielder’s contingency model is
•Be able to use and describe the three different types of leadership style
Mr Beaumont
What Makes an Effective Leader
In groups of 3 or 4 create a spider diagram of your thoughts about what makes an effective leader
You have 2 minutes to come up with at least 6 characteristics of what you think makes an effective leader
Mr Beaumont
Leadership
What makes a goodLeader?
Good communication
skills
Good organisational
skills
Effective decision making
Empathy with team members
Understand the needs of others
Experience – Knowledge of
activity
Clear Vision – Clear Goal
Confidence/ Charisma
Determination/ Enthusiasm
Think of Woody from Toy Story!
Ability to motivate / Inspire
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Martens (1987) Four Factors to Effective Leadership
Effective Leadership
Situational Factors
Leadership Styles
Follower’s Qualities
Leader’s Qualities
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Theories of LeadershipAre leaders born or are leaders made?
o 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.
o 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.
o INTERACTIONIST THEORY: Leaders emerge because of inherited abilities (traits) and learned skills. Interactionist theory gives a MORE REALISTIC EXPLANATION OF HUMAN BEHAVIOURS IN SPORT.
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Selection of a Leader
PRECRIBED LEADER:
Selected by someone of authority, can be within or outside of the group e.g head teacher appoints teachers
Bring fresh new idea’s to the group
Can be disruptive to group harmony
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EMERGENT LEADER:
Already belongs to the group and often just takes charge of the group (emerges) e.g Sunday league pub team captain
Selection of a Leader
May not bring fresh new idea’s to the group
Can be good for group harmony
Emergent leaders can be more effective because they have the respect and support of the team
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Interactive Process Most psychologists now propose that effective leadership is a mixture of interacting characteristics (interactionist theory) rather than one single trait or one thing being learned
LeadershipStyle
Member Characteristics
Situational Characteristics
(Task)
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Styles of LeadershipAutocratic Leaders
(task orientated):
• ‘Command Approach’ - tends to make all decisions
• Motivated to complete a task as quickly and effectively as possible (task orientated)
• Authoritarian style – they do not take into account the groups opinions
• Rarely gets involved with group on a personal level
• Effective when quick decisions need to be made
•Effective with sports teams with large number
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Democratic Leaders
(social/personal orientated):
Cooperative approach (person orientated)
• Shares decisions and responsibilities with group
•Strive to keep open lines of communication
• Interested in developing inter-personal relationships within the team
• Effective in co-active or individual sports and coaching
Styles of Leadership
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Laisser-faire Leaders:
•Leader plays more of a passive role
• 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.
•Not recommended for sport
Styles of Leadership
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Fiedler’s Contingency Model
This model suggests that leaders should decide weather to be task or person orientated leader
The type of leader you choose to be depends on the ‘Favourableness’ of the situation
Person Orientated Leader
Focused on the personal relationships and social interactions
This approach is best when:
Group have moderate abilityPhysical resources are poorPoor external support
Task Orientated Leader
Focused on the performance of the team
This approach is best when:
Situation requires/lacks disciplineGroup is of high/low abilityGroup is Highly motivatedGood resources/facilities
As a leader you must adapt your style depending on the situation
You won’t always stay task orientated or person orientated
Mr Beaumont
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 FAVOURABLE situations.
DEMOCRATIC LEADERS are more effective in MODERATELY FAVOURABLE situations.
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Leadership in Sport
• Name 5 characteristics of good leader
• Name 4 components of effective leadership
• Name the three different types of leadership style
• What are the two ways a leaders is selected?
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Leadership Behaviour
Chelladuria (1980) – Sports leaders must be more dynamic and changeable in relation to the characteristics of the situation
Suggested that leaders must exhibit different leader behaviour
Developed the Leadership Scale for Sport - This measures leadership behaviour
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Leadership Scale for Sport
Leadership Scale has 5 dimensions:
Training and Instruction Behaviour - Structured approach to training improves performance with the emphasis of hard work
Democratic Behaviour – Group involvement regarding goals, practice methods and tactics
Autocratic Behaviour – Leader emphasising their own authority, makes all the decisions
Social Support Behaviour - Leader show concerns for well being of the groups regardless of performance
Rewarding Behaviour – Leader reinforces good performance through positive feedback
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Leadership Scale for SportTake a look at the graph on page 205? What does the graph suggest?
Chelladurai concluded that:
Novices prefer Extrinsic feedback and rewardsExperts prefer democratic behaviour with social support
Individual sports – Democratic behaviour with social supportTeam sport – Training and instruction, autocratic behaviours
Females – Democratic behaviourMales – Autocratic behaviour
Older performers prefer democratic behaviour with social support with training and instruction behaviours
All performers value reward behaviour
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Chelladurai’s Multi-Dimensional Model of Leadership
SI TUATI ONCHARACTERI STI CS
MEMBER 'sCHARACTERI STI CS
LEADERCHARACTERI STI CS
REQUI REDBEHAVI OUR
w hat is expected by teamm anagem ent of the coach
perform ance /satisfaction
PR EFER R ED LEADERBEHAVI OUR
the w ay in w h ich m em bers prefertheir coach to relate to them
ACTUAL LEADERBEHAVI OUR
the w ay in w hich the coachnorm ally goes about his job
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Chelladurai’s Multi-Dimensional Model of Leadership
Preferred Behaviour – Behaviour demanded (or preferred) by the groupEffected by age, gender, skill and experience of the group
Required Behaviour - Behaviour of the leader that is required by the situatione.g how a coach is expected to behave towards players, the media, spectators
Actual Behaviour – The Behaviour that is shown by the leaderEffected by leaders personality, ability and experience
How well all 3 of theses types of behaviour match up effect the group / Individual performance and satisfaction
Mr Beaumont
In Conclusion
To get a positive outcome where performance is at it’s optimum and the group are satisfied the leader must:
Show appropriate behaviour for the particular situation and these behaviours match the preferences of the group members
This will lead to the best performance and members feeling most satisfied