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Psychological Dynamics of Sport > Leadership > Flashcards

Leadership Flashcards

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Sports Trivia flashcards
1
Q

What is the definition of Leadership (Carron et al 2011)

A

The act of guiding individuals or groups towards set goals through decision making, management, motivation and being a ‘visionary’

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2
Q

What are the 3 functions of a leader? (Carron et al 2011)

A

Meets the needs of group members
Provides structure and organisatin
Provides a set of beliefs

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3
Q

What is the typology of Leadership?

A
  • Universal trait approach
  • Universal behaviour approach
  • Interactionist position
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4
Q

What is the ‘Universal Trait approach’ theory of leadership?

A

Leaders are born, not made. Successful leaders share similar personality traits:

  • Drive to succeed
  • Persistance
  • Charisma
  • Intellect
  • Initiative
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5
Q

What is the ‘universal behaviour approach’ theory of leadership?

A

Leaders are Made, not Born.

Successful leaders all share common behavioural traits

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6
Q

What is the ‘interactionist position’ theory of leadership?

A

Successful leadership involves being the right person, in the right job, with the right skills, at the right time.

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7
Q

what does Stogdill 1948 say about the traits listed in the Universal Trait Approach theory of leadership?

A

No one trait on its own can define effective leadership

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8
Q

What doe Day and Zaccaro 2004 suggest to be a list of character traits that emerging leaders commonly possess?

A
  • Intelligence
  • Confidence
  • Dominance
  • Responsibility
  • Charisma
  • Emotional Expressiveness
  • Self-determination
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9
Q

What does Penmal et al 1974 propose about Universal Trait Theory?

A

Successful coaches in US Football and Basketball adopt more authoritarian approaches than other sports

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10
Q

What did Cotteril and Fransen 2016 find in their trait profile of athlete leaders?

A
  • Selected based on ability, experience and central position
  • More confident, resilient, dominant, ambiious, competitive, responsible, energetic, expressive, helpful, caring and socially aware
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11
Q

According to the Michigan and Ohio State Leadership Studies (1950), what are the common behaviours that define effective leadership?

A
  • Initiating structure
  • Planning, coordination and scheduling
  • Consideration, helpfulness, support
  • Participation and role modelling
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12
Q

What was the structure of the study performed by Arnold et al 2012 on the ‘Universal Behaviour approach’ theory of leadership?

A

-Interviewed 13 national performance directors of olympic sports to determine what constitutes effective leadership

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13
Q

What were the 5 most important umbrella terms of behaviours of leaders according to the findings of Arnold et al 2012?

A
  • Establish an Approach
  • Understand Team Roles
  • Develop contextual awareness
  • Develop skills and traits
  • Building relationships
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14
Q

Explain the behaviour ‘establishing an approach’ as identified as an important leadership behaviour by Arnold et al 2012

A
  • Use past experiences to identify needs and develop vision and expectations
  • Recognise potential opportunities and barriers
  • Be flexible but act with a sense of purpose
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15
Q

Explain the behaviour ‘understand team roles’ as identified as an important leadership behaviour by Arnold et al 2012

A
  • Understand own role and the roles of others
  • Establish clear role boundaries and responsibilities
  • Maintain a healthy work-life balance
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16
Q

Explain the behaviour ‘develop contextual awareness’ as identified as an important leadership behaviour by Arnold et al 2012

A
  • Constantly evaluate and review the context and environment
  • Remain patient in developments; anticipate future changes
  • Tailor your approach to the sporting and cultural context
17
Q

Explain the behaviour ‘develop skills and traits’ as identified as an important leadership behaviour by Arnold et al 2012

A
  • Multiple skills/traits required for successful leadership
  • Display confidence and passion for your aims
  • Maintain your integrity, engage in strategic and critical thinking, resolve conflicts quickly
18
Q

Explain the behaviour ‘building relationships’ as identified as an important leadership behaviour by Arnold et al 2012

A
  • Engage effectively with multiple parties
  • Communicate frequently and effectively; establish communication channels
  • Recognise teamwork and the contributions of others
19
Q

What 4 categories of role does an athlete leader play according to Cotterill and Fransen 2016?

A

Task (Decision making)
Motivational (encouragement, emotional management)
Social (build social relation and atmosphere off the field)
External (link between team and public/media)

20
Q

What are the two types of leaders that simultaneously occur in a given situation according to Cotterill and Fransen 2016?

A

Formal/Prescribed Leaders

Informal/Emergent Leaders

21
Q

What roles do Formal/Prescribed leaders fulfill? (Cotteril and Franson 2016)

A
  • Occupy task and external roles
  • Meet the needs of the team and organisation
  • Communicate team aims and values through example
22
Q

What roles do Informal/Emergent leaders fulfill? (Cotteril and Franson 2016)

A
  • Occupy motivational and social roles
  • Change players mindsets
  • Supper or hinder formal leaders
23
Q

What is the Transformational Leadership theory by Burns 1978 and Bass 1985?

A

Primary role of leaders is to positively influence individuals and society

24
Q

In what ways do leaders positively influence individuals and society? (Burns 1978; Bass 1985)

A
  • Influence ideals/morality
  • Inspirational morality
  • Intellectual stimulation
  • Individualised consideration
25
Q

What are the Transformational Leadership Guidelines by Hoption et al 2007?

A
  • Coach must be a role model and integral team member
  • Instil leadership qualities in others
  • Define success as a process; not an outcome
  • Inspire athletes and create opportunities for learning
26
Q

What qualities does Transformational Leadership enhance? (Hoption et al 2007; Carbonneau et al 2001)

A
  • Well-being and enjoyment (less burnout/injury)
  • Efficacy and empowerment
  • Satisfaction and commitment
  • Group cohesion and expectations
  • Intrinsic motivation and performance
27
Q

What was the impact of Transformational Leadership on military recruit training in Hardy et al 2010?

A
  • Transformational leadership (TF) predicted successful completion of training
  • Recruits with instructors doing TF had more positive attitude during training
28
Q

What is the Interactionist Approach theory of leadership?

A
  • Leaders are both born AND made

- Success is contingent on interaction between traits, behaviours, and situational constraints.

29
Q

What is the contingency theory of leadership by Fiedler 1964?

A
  • Two types of leaders (Task Oriented and Person Oriented)

- Which type of leader is more favorable depends on the situation

30
Q

What are the three factors that determine which situation is more suited to a certain type of leader, according to Fiedler 1964?

A

Leader Member Relations
Task Structure
Leader’s Position of Power

31
Q

Give an example, in terms of the three situational variables outlined by Fiedler 1964, where a Task Oriented Leader would be more favourable than Person Oriented

A

Where leader member relations are good, and the task is structured. (Or if the task is not structured, then if relations are good, the leader has a strong position of power as well)

32
Q

Give an example, in terms of the three situational variables outlined by Fiedler 1964, where a Person Oriented Leader would be more favourable than Task Oriented

A

Where the leader member relations are poor, but the task is well structured. (Or if task is unstructured, the leader must be powerful as well)

33
Q

What is basics of the multidimensional model of leadership according to Chelladurai 2007?

A

Outcome is contingent on the interaction between characteristics of the situation, leader, and group members

34
Q

In what scenario does leadership success occur in the multidimensional model of leadership? (Chelladurai, 2007)

A

When required (of the situation) and preferred (by the members) behaviour corresponds with the actual behaviour (of the leader)

35
Q

What are some examples of “member preferences” (a la the multidimensional theory of leadership) in sport according to Carron et al. 2005?

A
  • Male athletes prefer autocratic, training and social
  • Female athletes prefer democratic style, greater autonomy
  • Older athletes prefer autocratic & social support
36
Q

What are some examples of “situational demands” (a la the multidimensional theory of leadership) in sport according to Carron et al. 2005?

A
  • Team sport athletes prefer autocratic, training
  • Canadian PE students prefer less autocratic and social support, but more positive feedback than Japanese
  • IM Sport prefers less training and positive feedback
37
Q

According to Parkhouse and Williams 1986 what are the reasons for decline in female sports coaches?

A

-Both male and female athletes prefer male coaches due to viewing them as more competent/motivated/knowledgeable

38
Q

What does Eagly & Johnson (1990) say about the effect of sex on leadership style?

A
  • In business, sex has no effect on task vs person orientation, but females are more democratic
  • In lab and field conditions, females are more person and less task oriented
39
Q

According to Eagly and Karau (1991), when are females more likely to emerge as leaders?

A
  • Group interacts longer
  • Task requires complex social skills
  • Groups are large
  • members are younger

Psychological Dynamics of Sport (7 decks)

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