Leadership

1. Leadership PHED 1027 Week 8 March 4th

2. Last Call Standard First Aid March 8, 9th (approx. 9-4PM) $100.00 Contact Michelle in the gym office Michelle.zurawski@canadorec.on.ca

3. NCCP Opportunity Introduction to Competition - PART A (multi) Wednesday evenings, 7-10 PM (H112) March 19th, March 26th, April 2nd $90.00, cheques payable to North Bay Youth Volleyball Club (or cash) – to Barb Deadline for registration – Wednesday, March 12th

4. Leadership • Remember our definition? • A unique combination of individual qualities which enable others to achieve collective and personal goals. • The quality of having an intentional positive influence on the lives and behaviours of others. (CAHPERD)

5. Chelladurai’s elements of leadership: Leadership is a behavioural process Leadership is interpersonal in nature Leadership is aimed at influencing and motivating members toward group or organizational goals

6. Leader Behaviour... An historical perspective

7. A Classic Rivalry... OHIO STATE VS. • Leader is concerned about members’ well-being • Well defined roles within the organization MICHIGAN • Leader is concerned with employee orientation • Focuses on productivity

8. The Problem? Leader behaviours are not easily categorized into one or two areas More recently, research has identified many more dimensions of leader behaviour (e.g. Yukl identified 11) Chelladurai and Saleh (1980) have identified only 5 dimensions of sport leadership behaviour:

9. Dimensions of Leader Behaviour in Sport: (Chelladurai & Saleh, 1980) Training and instruction Social support Positive feedback Democratic behaviour Autocratic behaviour

10. BUT.... Leader behaviours are only one piece of the puzzle – the characteristics of the INDIVIDUALS with whom the leader works and the SITUATION also define leadership. Several theories have been proposed which suggest that behaviour is CONTEXTUAL

11. So... • Chelladurai has proposed a model that combines current theories of leadership • The model focuses on three states of leader behaviour: • Required (expectations, limits) • Preferred (by members) • Actual (adaptive & reactive behaviours)

12. Antecedent variables Variables that exist prior to the observed leader behaviour

13. Antecedents Situational Characteristics – size of the group, location , task, goals, norms, etc. Leader Characteristics –qualities, skills, norms, codes of conduct, organizational goals, etc. Member characteristics – age, ability, etc.

14. Multidimensional Model of Leadership:(Chelladurai, 1990) Antecedents Leader Behaviour Consequences Situational Characteristics Required Performance Satisfaction Leader Characteristics Actual Member Characteristics Preferred

15. Situational Characteristics & Required Behaviour How is the conduct of a paid coach different from a volunteer coach? How is the required behaviour of a coach different from that of the Athletic Director? Codes of conduct and social norms in various contexts form the situational characteristics affecting leadership behaviour

16. Multidimensional Model of Leadership:(Chelladurai, 1990) Antecedents Leader Behaviour Consequences Situational Characteristics Required Performance Satisfaction Leader Characteristics Actual Member Characteristics Preferred

17. Member Characteristics & Required Behaviour • How do the demands upon the leader differ when coming from a) a volunteer or b) a professional or paid employee? • How does the leader behaviour differ when dealing with • Youth volunteers or b) Senior volunteers? • The nature of the group will influence the required leader behaviour in a specific situation

18. Multidimensional Model of Leadership:(Chelladurai, 1990) Antecedents Leader Behaviour Consequences Situational Characteristics Required Performance Satisfaction Leader Characteristics Actual Member Characteristics Preferred

19. Situational Characteristics & Preferred Behaviour How much guidance does a maintenance worker (e.g. routine tasks) require versus an athlete? How does preferred behaviour differ between an individual sport versus a team sport? Leader behaviour should reflect the nature of the tasks

20. Multidimensional Model of Leadership:(Chelladurai, 1990) Antecedents Leader Behaviour Consequences Situational Characteristics Required Performance Satisfaction Leader Characteristics Actual Member Characteristics Preferred

21. Member Characteristics & Preferred Behaviour How will a coach’s behaviour differ between a rookie and a veteran player? How will a coach’s behaviour differ between a highly motivated athlete and a less motivated athlete? Individual differences influence members’ preferences for particular leader behaviours

22. Multidimensional Model of Leadership:(Chelladurai, 1990) Antecedents Leader Behaviour Consequences Situational Characteristics Required Performance Satisfaction Leader Characteristics Actual Member Characteristics Preferred

23. Actual Leader Behaviour Adaptive behaviour (situation) Reactive behaviour (members) These two forms of behaviour are a function of the leader’s PERSONALITY & ABILITY What type of leader are you?

24. Leadership Style & Personality Type Complete the questionnaire to determine your personality profile as it relates to leadership Tear off the score sheet at the back What are your dominant traits?

25. How can you use this information? Recognize that we each approach challenges in different ways Dealing with those differences is a key leadership skill – particularly if you are in a position to build a team There is no CORRECT personality – all styles have an important role to play in your organization The key is to recognize which styles work best together

26. Where do you place yourself? Member Self Juggler Planner Thinker Empathizer Closer Researcher

27. Multidimensional Model of Leadership:(Chelladurai, 1990) Antecedents Leader Behaviour Consequences Situational Characteristics Required Performance Satisfaction Leader Characteristics Actual Preferred Member Characteristics

28. Performance & Satisfaction The degree to which the three state of leader behaviour are congruent  in other words, how closely does the actual behaviour come to the preferred and required behaviours?

29. Multidimensional Model of Leadership:(Chelladurai, 1990) Antecedents Leader Behaviour Consequences Situational Characteristics Required Performance Satisfaction Leader Characteristics Actual Preferred Member Characteristics

30. FEEDBACK Good leaders alter their behaviour to better suit the situation and the needs of members In other words, they are TRANSFORMATIONAL leaders

31. Transformational Leaders Visionary Affect the emotions, values, goals, self-esteem and needs of members Influence the aspirations of members so that they put forth greater effort and thus, exceed performance expectations

32. Dimensions of the Transformational Leader(Rafferty & Griffin, 2004) • Vision • Inspirational Communication • Supportive Leadership • Intellectual Stimulation • Personal Recognition • Can you think of a transformational leader in sport?

33. What about CHARISMA? A personal “gift” or resource that leaders exploit successfully in transforming their organization and their members Charismatic leaders make you want to follow! Followers hold the leader in high regard – as a superhuman or a hero Who do you feel is a charismatic leader?