Chapter 1: THEORIES OF LEADERSHIP

1. Chapter 1:THEORIES OF LEADERSHIP “The strength of the group is in the strength of the leader.” Vince Lombardi

2. Introduction • After reading this chapter, you should have knowledge about the following: • The concept of leadership • Canadian leaders in sport and fitness • Theories of leadership from past to present • Matching leadership behaviours to the group and the situation • Good leadership is absolutely essential to any organization

3. Contents • What Is Leadership? • Two Contrasting Examples of Successful Leadership • Canadian Leaders in Sport and Fitness • Studying Leadership • Can Leadership Be Learned?

4. What is Leadership?

5. What is Leadership? • Leaders help groups set goals, envision the possibilities and make commitments • Leaders can have a positive influence on the lives and behaviours of others • Leaders are not necessarily people who do great things but rather people who inspire others to do great things

6. YMCA Definition of Leadership We measure the effectiveness of a leader not in terms of the leadership he exercises, but in terms of the leadership he evokes; not in terms of power over others, but in terms of the power released in others; not in terms of the goals she sets up and the direction she gives, but in terms of goals and plans of action others work out for themselves with her help; not in terms alone of products and projects completed, but in terms of growth of competence, sense of responsibility, and personal satisfaction among many participants

7. Managers Direct or control operation or performance Are concerned with logistics Leaders Set the overall vision and inspire Influence interpersonal relationships and motivation May show management ability Leadership versus Management “Leadership is the knack of getting somebody to do something you want done because he wants to do it.” Dwight D. Eisenhower

8. Supervisors Oversee or inspect the quality of the work done Pass judgment on the group members’ performance Leaders May function as supervisors BUT also encourage group members to set and achieve their own personal standards Leadership versus Supervision

9. The Person at the Top • Sometimes leaders find themselves in their positions because of their assigned status and leadership ability may be lacking. • On the other hand, people who earn their status as leaders because of their actions may be a source of either support or irritation to the official leaders

10. Two Contrasting Examples of Successful Leadership

11. Success Starts at the Top

12. Reaching the Peak

13. Two Contrasting Examples of Successful Leadership • Vince Lombardi • Both coached teams to outstanding records, but their personal styles were at opposite ends of the spectrum vs. John Wooden

14. Vince Lombardi • Legendary NFL coach • “Winning isn’t everything. It’s the only thing.” • An extreme example of a task-oriented leader who asked everything of his players • Not everyone liked working for him, but almost every professional football player wanted to have him as a coach because he would bring out their best performances

15. John Wooden • Influenced personal development of his players • A person who taught on a constant basis based on his “pyramid of success” • Although his practices were very demanding, there was always the sense of people having fun playing a simple game

16. The Pyramid of Success Faith & Patience Competitive greatness Strength & Integrity Poise Confidence Reliability & Resourcefulness Condition Skill Teamwork Adaptability & Honesty Self-control Alertness Initiative Intentness Ambition & Sincerity Industriousness Friendship Loyalty Cooperation Enthusiasm

17. Canadian Leaders In Sports and Fitness

18. Wayne Gretzky • “The Great One” • Rewrote the NHL record books: • Winning four Stanley Cups • Scoring 1,016 goals • Assisting on 2,223 others • Amassing an amazing total of 3,239 points • Captained the Edmonton Oilers • Executive director of Team Canada (Olympic gold medal in 2002) • Co-owner and coach of the NHL’s Phoenix Coyotes

19. Carol Anne Letheren • Former CEO of the Canadian Olympic Committee • A member of the International Olympic Committee • Trailblazer for women in sport • Lived and advocated the Olympic values

20. Jack Donohue • The head coach of Canada’s national basketball team • Extraordinary ability to motivate players using pioneering sport psychology strategies • Continues to have an impact on coaching education for Basketball Canada and the National Coaching Development Program

21. Beckie Scott • Cross-country skiing • 2002 Olympic gold medal • 2006 Olympic silver medal • Ardent advocate for drug-free sport • An elected member of the IOC’s Athletes’ Commission • Charitable work (UNICEF and Right to Play) • On Board of Directors for the 2010 Olympic and Paralympic Winter Games

22. Cassie Campbell • A role model, ambassador, and author in women’s hockey • Played on six world championship teams and captained the national team to two Olympic gold medals • First woman to work as a colour analyst on Hockey Night in Canada • Charitable work (Ronald McDonald House’s Cassie Campbell Street Hockey Festival, and Chevrolet Safe and Fun Hockey program)

23. Clara Hughes • A multitalented athlete (cycling & skating) • The only person to win multiple medals in both the Summer and Winter Olympics • A public speaker, a television commentator and a humanitarian • Does extensive work for Right to Play • Involved with a school program that introduces Canadian children to the benefits of sport and physical activity

24. Dick Pound • Has been one of the most influential members of the International Olympic Committee • Largely responsible for making the Olympics a multibillion dollar industry • The current chairman of the World Anti-Doping Agency (WADA) • Outspoken in his efforts to eliminate cheaters from amateur and professional sport

25. David Patchell-Evans • Started off as a champion rower before a body-crushing motorcycle accident • Devoted himself to helping other Canadians realize the importance of staying physically fit • Owns and operates >50 GoodLife Fitness Clubs • The key person in the establishment in 1993 of Can-Fit-Pro Inc.

26. Silken Laumann • To everyone’s amazement she won the bronze medal despite severe injury 10 weeks prior to 1992 Summer Olympics • Canada’s Sports Hall of Fame • Member of the Canadian Olympic Association • Charitable commitment to children • Ronald McDonald Children’s Charities • Silken’s ActiveKids Movement • Right to Play

27. Michael “Pinball” Clemons • Came to Canada as a player deemed too small to make it in American football • Successful CFL playing career that spanned 12 seasons • In 2004, became the first black coach in the history of the CFL to hoist the Grey Cup in victory • Motivational speaking abilities • Leads the Toronto Argonauts in a campaign to help eliminate bullying in schools

28. Rick Hansen • World-class athlete • Man In MotionWorld Tour (1985): • 40,000 km through 34 countries • Raised more than $26 million for spinal cord research • Goal - a fully accessible and inclusive society • Appointed a Companion of the Order of Canada (1987) • The Rick Hansen Foundation has generated more than $178 million for research into a cure for spinal cord injury

29. Danièle Sauvageau • Coached the Canadian women’s hockey team to a world championship in 1999 • Became the first female coach of a major junior male team • CHA coach of the year (2000) • The first coach in 50 years to lead a Canadian hockey team to an Olympic gold medal (2002)

30. Canada’s Sports Leaders • Choose one of the Canadian Sports Leaders from the previous slides and create a 2-3 slide power point presentation that depicts why they would be considered a “Canadian Sport Leader” • Note • Accomplishments- on and off the sports field • Ideals and beliefs • Organizations they are a member of • Anything else that would put them in this category

31. Leaders or Celebrities? Many individuals who have achieved special recognition in sport – even “icon” status – have not necessarily displayed special leadership skills. For example, Terry Fox is recognized as an icon and a positive role model. Unfortunately, he never had the opportunity to realize his potential as a group leader.

32. StudyingLeadership

33. Trait Theory of Leadership • Great leaders are born, not made • A summary of the personality traits of leaders vs. non-leaders: • Drive and ambition • The desire to lead and influence • Honesty and integrity • Self-confidence • Intelligence • In-depth technical knowledge • Possessing certain personality traits only makes it more likely that an individual can become an effective leader

34. Personality Theory of Leadership • 4 leader personality types: yellow, green, orange, blue Organized Like structure & rules Very dependable. Active Fun loving Adventuresome Curious Innovative Problem solvers Warm & empathetic Strong communication Strive for harmony

35. Personality Theory of Leadership • We usually have a preferred way of functioning • Because we are all a blend of the four types, we can function from each perspective when necessary • Important to understand all the types to capitalize on your strengths and build on your weak areas

36. Behaviour Theory of Leadership • Two distinct leadership dimensions • Task orientation leadership– Emphasis on achieving performance goals • Relationship orientation leadership – Emphasis on interpersonal relationships High Relationship Behaviour Low High relationship and low task High relationship and high task Low task and low relationship High task and low relationship Low Task Behaviour High

37. High Low Relationship Behaviour Low Low Task Behaviour High Comprehensive Theory of Leadership • Leadership success is a function of the leader’s behaviour, the group members’ characteristics and situational factors • A change in any element affects the outcome or effectiveness of leadership • A leader needs to be sensitive to the characteristics of each group member Partying (Members are able and unwilling/apprehensive) Selling (Members are unable and unwilling) Delegating (Members are able and willing) Telling (Members are unable and willing)

38. Comprehensive Theory of LeadershipGroup Member Characteristics A task-oriented leader will bring out the best in group members who: • Have low affiliation needs • Have a high need to achieve goals • Accept authority • Like careful, detailed planning • Prefer material rewards A relationship-orientedleader will bring out the best with members who: • Seek opportunities to socialize • Have low achievement needs • Are independent thinkers • Tolerate ambiguity • Prefer intrinsic rewards

39. Comprehensive Theory of Leadership • Situational factors: • A task-oriented leader will excel when • The task is structured • The degree of stress is high • Roles are clearly defined • The group is large • Deadlines must be met. • A relationship-oriented leader will excel when • The task is unstructured • The degree of stress is low • Roles are unclear or flexible • The group is small • Time constraints are loose

40. Leader makes decision and announces it. Leader makes decision and “sells” it. Leader presents decision and invites feedback. Leader makes tentative decision subject to input from group Leader presents problem, welcomes suggestions, makes decision. Leader defines limits and asks group to make decision. Leader permits group to function independently within set limits. Situational Theory of Leadership • Leadership styles range from highly autocratic (directive) through democratic (participative) to highly laissez-faire • The most effective leadership behaviour depends on the followers’ ability and motivation Leader-Centred Follower-Centred AUTOCRATIC………………………….………………..DEMOCRATIC……………………………………………..LAISSEZ-FAIRE

41. Autocratic (Directive) Leadership Style • Task-oriented leader who makes all decisions • Directs the group by command or request • Effective when: • the group needs complete direction, (members are novices and respect the leader’s superiority) • the group is unable to work through a group decision-making process • there is a crisis (well-suited to medical or military situations)

42. Democratic (Participative) Leadership Style • Group members contribute to the overall organizational goals • Key attributes: • Group goal setting = team management • Open negotiation • Delegation of control over own performance • Sharing of the team’s successes and failures • Value placed on achieving consensus • Leader retains right to make final decision if disagreement persists

43. Laissez-Faire Leadership Style • Leader is informed but steps back from decision making and acts as a resource • Effective when the group has become competent and is functioning well • Leader does not abandon the group but instead retains responsibility for seeing that it continues to function

44. Benevolent Dictator • Asks group members for advice, puts on a show of considering their feelings and opinions, but then makes own administrative decisions • Initially viewed quite favourably • Eventually resentment sets in • Leaders with this style do not normally last long

45. Can Leadership Be Learned?

46. Can Leadership Be Learned? • Leadership can be learned through experience • It is a lifelong day-by-day learning process built on continued self-examination, introspection and self-searching honesty • People need to refine their strengths and improve their weaknesses • Although many leadership skills can be learned in the classroom, practical experience is necessary