leadership part 2 Flashcards
approaches to leadership- interaction theory
considers other factors that could affect the effectiveness of leadership, mainly the interaction between the individual and their situation.
leadership styles may change between training and comp
task orientated leaders-
more concerned with meeting goals and objectives
- tend to create plans
-decide on priorities
-assign members to task and ensure they stay on task-
tend to be more effective with less experienced members
relationship oriented
better works in well experienced athletes
• Focused on developing relationships with the people in the group
• Work hard to maintain communication with members
• Help maintain levels of social interaction between members & themselves
• Develop respect & trust with others
• Generally more effective with experienced, highly skilled athletes
•
horn, 2002-
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
chelladurai 1993- main theory/ model multidimensional model of leadership
chelladurai 1993- main theory/ model 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
• Behavior does not occur in a vacuum
• antecedent factors such as leader and member characteristics will influence both the actual behavior of the leader and group preferences for leadership behaviors
multidimensional model- leader behaviour/ antecedents to these
actual- what leader actually does in situation
preferred- behaviour that followers would like to see in the leader- determined by the group
required- behaviour required by situation of task
antecedents= situational characteristics feed into required behaviour, leadership characteristics feed into actual behaviour, member characteristics feed into preferred behaviour
all of these will all effect behaviour
if we can get congruence between actual preferred, and required behaviour performance and satisfaction will be very high.
congruence of required and actual= good performance, but low player satisfaction
in 2001- what did challadurai add to the model?
Transformation leadership- someone who goes above and beyond.
this is a leader who stimulates and inspires followers to achieve extraordinary outcomes (Robbins and coulter 2007)
This enhances motivation, morale, performance through being a role model, challenging athletes to take ownership, understanding the strengths and weaknesses of followers. so leaders can align followers with tasks that enhance their performance
what is transactional leadership?
involves a series of exchanges between leader and follower
leaders make use of rewards and reinforcement to foster compliance and encourage followers to meet previously agreed-upon standards-
Smith et al 2013-
looked at transformational leadership, communication, and group cohesion
FOUND- practical applications of results= Training to develop specific leadership behaviours may be an intervention to improve task cohesion
meta - cognitive model of vision, support and challenge- Arthur and Hardy 2008
found that great coaches inspire athletes by creating an inspirational vision for the future. must provide the support to achieve this vision, and provide the challenge to achieve the vision.
• Model posits that great coaches inspire their athletes by
(a) creating an inspirational vision of the future
(b) providing the necessary support to achieve the vision
(c) providing the challenge to achieve the vision.
issues with transformational leadership
- relies on correlational data
- overemphasis of theory on leadership process at the dyadic level- explains leaders influence on individual followers, not the group as a whole
- insufficient specification of situational variables in transformational leadership- it states the underlying leadership processes and outcomes are essentially the same in all situations
- does not explicitly identify any situation where transformational leadership is detrimental
sinclair 2007
leadership is socially constructed with followers in context
many people can can provide leadership when it is required.
leadership congurence theory
The assumption that athletes’ satisfaction and performance are a function of the congruence between all three states of leadership behaviour
distributed leadership
Distributed Leadership (Spillane, 2005)
• Wide range of individuals and groups are brought into leadership (not
just one coach)
• Leadership practice is thought of as a product of the interactions of
leaders, followers and the situations
• Therefor interactive, rather than leader-based perspective
• Little empirical evidence (more research required)
