Leadership in Sports Flashcards by archie wade

Psychological Outcomes of Leadership

The impact of Leader behaviours on an athlete

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Behaviour & Performance in leadership

impact of leadership

Impact of the Athletes Psychology on their behaviours

Time spent doing extra training

Effort invested in training

Performance during competition

Sacrifices made for sport

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Leadership (Northhouse, 2001, p.3)

“the process whereby an individual influences a group of individuals to achieve a common goal”

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Problems with the defintion of Leadership

Is hard to define as a result of it possibly being as a result of it being influence or because of the power

Fails to define good leaders and bad leaders

Is based on the theory that suits someones argument

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Good leaders are

A good listener

Good execution of ideas

Good leadership

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Bad Leader

Authoritative

good ideas but poor execution

Leadership is bad

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Emergent Leaders

Come from the group itself as a result of skill/ability

Could be nominated from the team

All the Athletes will have worked with them

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Prescribed leader

Appointed by governing bodies such as coaches

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Autocratic/Task Oriented Leadership

Is authoritative

focused on results

Doesn’t look at external advice or what the athletes need

Is good at making quick decisions

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Democratic/Social Oriented Leadership

socialable leader

Want to hear from the athletes based on the decision

Activity encourages group involvement

Adopts a more informal/relaxed approach

The leader does make the final decision
athletes do get to put input in

Takes a while to make decisions

Athletes can work on their own when away from the coach

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Laissez-faire Leadership

The leader stands aside & allows the group to make their decision

Group members get on with a given thing

May help out mebers but not offer directions

Group members tends to be aggressive towards each other when things went wrong and give up easy

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Trait Approach to Leadership

Athletes are born as successful leader

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Behavioural Approach to Leadership

Leaders are made and taught

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Internationalist Theory to Leadership

Considers other factors that could affect the effectiveness of leadership mainly the interaction between people

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Relationship centered leaders

Focused on developing relationships with the people in the group

Work hard to maintain communication with members

Helps maintain levels of social interaction between members and themselves
Develop respect

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Task Oriented Leaders

Creates the plans

Decides on priorities of the athletes

Assign members to the task

A forward or the back

Ensures the mebers stay on tasks

Tends be more effective with less experienced athletes

Social learning Theory to Leadership

Suggests people learn to be good leaders by observing behaviours of other good leaders in a variety of situations.

reproducing those behaviours in similar situations and then continuing them should they be reinforced.

Problem with the types of leader theories

context of sport and characteristics

Despite appeal of situational theories and other interactional approaches to the study of leadership, when sport specific research emerged, the results provided minimal support to theories derived from outside sport contexts (Horn, 2002).

Some theorists suggested main problem with attempting to transpose general theories of leadership to sports settings is the failure to consider the unique characteristics of sports teams (Chelladurai & Carron, 1978; Terry & Howe, 1984).

The need for the
Task Oriented Leaders
or
Relationship Centred Leaders

People can change from a relationship-oriented style to a task oriented style and vice versa, depending on the situation

Multidimensional Model of Leadership
Chelladurai (1978, 1990, 1993)

Conceptual framework allowing leadership effectiveness be studied in sports domain.

Effective leadership is dynamic & based on complex series of interactions between leader, group members and situation

Behaviour doe not occur in a vacuum and happens in different scenarious

Leader Behaviours: Actual

What a leader does in a situation based on experience

Leader Behaviours: Preferred

Behaviour that followers would like to see in the leader

Leader Behaviours: Required

Behaviour required by a situation or taste

Antecedents: Situational Characteristics

what situations can happen within sports

Opposition strengths
Task difficulty
Group size
Nature of Activity
Available time

Antecedents: Leader Characteristics

What skills do they have What qualifications do they have What is their personality What experience do they hav

Antecedents: Member/Athlete Characteristics

Athletes Age Athletes Gender Athletes Personality Athletes Motivation Athletes Competence Athletes Experience

Transactional Leadership (Beauchamp, 2014) | plus ultra

Takes place when leaders go beyond their own self-interests and inspire, encourage, and stimulate others to exceed minimally expected standards” (Beauchamp, 2014)

Transactional Leadership

Involves a series of exhanges or transactions between the leader & follower Encourages followers to meet previously agreed upon standards

How does Transactional Improve motivation | why is going above good

Being a role model for followers that inspires them and makes them interested Connection the followers sense of identity Challenging followers to take greater owenership for their work Understanding the followers strengths and weakness

Impact of Transformational Leadership Tri-angle

Transformational leadership improves Intrisict motivation and Sports Performance It also improves Group Cohesion & Comunication

Issues of transformational Research | correlation, varriable, identity

Reliance on Correlation data Overemphasis of theory on leadership process at the dyadic level and doesnt understand team cohesion Insufficient specification of situational variables in Transformational leadership Theory does not explicitly identify any situation where transformational leadership is detrimental.

Meta Cognitive model of vision support & challenge (coach & consequence)

Makes a distinction between what the coach does (i.e. coach behaviours) and the consequences of these coach behaviours (i.e. an athlete's meta-cognitions) in the same model.

Meta Cognitive model of vision support & challenge: Vision | inspire, role model, group

Inspirational motivation Developing & articulating positive vision of the future Inspiring others to achieve that vision Expressing belief in others that they can achieve this Appropriated role modelling Behaviour by leader that sets example for others to follow (consistent with values that leader/organisation supports Fosters accepntance of group goals Behaviour by leader aimed at promoting cooperation among followers Getting them to work together towards common goal Developing teamwork

Meta Cognitive model of vision support & challenge Support | Meta = leadership

Individual consideration Recognise individual differences Demonstrate concern for development of Contingent Rewards Positive reinforcement for appropriate follower

Meta Cognitive model of vision support & challenge: Challenges | high and environment

High performance expectations Behaviours by leader that demonstrated his/her expectation for excellence in followers Intellectual Stimulation Create an environment that nurtures creative and proactive innovative thinking

Single Leader Assumption

Leadership is a single-handed, heroic performance that is the property of the indiviadual Leadership is socially - constructed with followers in context An athlete can change coaches BUT the more skilled they are the harder it is to possibly change coaches Coaches cant work with everyone