Lecture 4: Leadership Flashcards
explain the study of ‘perceptions of leadership from nonverbal cues communicated by orchestra conductors’
–> people were given short videos of more successful and less successful conductors, where their faces were not visible, which showed their body movements/gestures/etc
–> participants categorized each conductor on
- famous/not famous
- expressive
- perceived age
- perceived skill
- perceived speed
implicit leadership theories
= idea that people hold beliefs about the traits and behaviors that demarcate successful leaders
–> people may use prototypes of leadership that are based on their implicit leadership theories as a way to identify leadership-relevant traits that allow them to infer others’ leadership potential and ability
explain the results of this study
- Perceived skill, perceived conducting speed, true years of experience and were not significantly associated with perceived success.
- Perceived age and perceived expressiveness were positively associated with perceived success.
- Perceived success was strongly and positively correlated with actual success/fame
–> conclusion; people were in general pretty good at predicting whether someone was (not) famous
what are two types of leaders according to their function and are they (or are they not) mutually exclusive
- instrumental function = they are focused on the accomplishments of the group tasks
-
expressive function = they are concerned with interpersonal relationships
–> they are not, these functions are often integrated
explain the four-fold leadership categorization by Fransen and how its related to team functioning
two leadership roles on the field;
1. task leader; who provides tactical instructions to his/her teammates
2. motivational leader; who is the greatest motivator on the field
two leadership roles off the field
3. social leader; who cares for a good team atmosphere outside the field
4. external leader; who handles the communication with club management, media, and sponsors
–> effective fulfilment of the four leadership roles resulted in higher team confidence, stronger team identification, and a better team ranking
T/F: only one leader per role is better for the team
False; the more leaders are identified within a specific leadership role, the higher the team’s task and social cohesion
–> in one role a max of 3
what are two general types of leadership
- informal leaders = those that are prescribed or awarded (e.g., captains and vice-captains)
- formal leaders = those that emerge within the team as a result of interactions between teammates and the demands of the task
how can informal leaders also be seen
as cultural architects, they are leaders who possess the ability to change the mindset of others –> they can both help and hinder the work of the formal leaders
–> example related to decision making; the informal leaders can either support or undermine the decisions of the formal leader. The actions of these informal leaders can impact upon the perceptions of the rest of the team and can further strengthen a shared vision or in turn spread discord in the team
what are the two main responsibilities of formal leaders
- to ensure that the needs and aspirations of team members are fulfilled
- to ensure that the demands of the organization or club are satisfied and that the team is effective in terms of their goals and objectives
what are some traits, attributes and behaviors that make someone more likely to be viewed/chosen as a leader
traits:
- dominance
- ambition
- competitiveness
- responsibility
attributes;
- age
- team tenure (how long someone has been on the team)
- level of experience
- popularity in team
- more central playing position
behaviors
- effective communication skills
- guiding group tasks
- fostering goal attainment
T/F: age, playing time, team tenure or sport experience are always the best ways to base selecting a leader on
False; the extent to which teammates feel closely connected to their leader was more determinant for leadership quality
what are 3 examples of key motivational behaviors of leaders
- controlling emotions and remaining positive during games
- behaving like a role model and demonstrating good work ethic
- expressing team confidence
explain how social identity is related to leadership
leaders’ effectiveness depends on the extent that leaders are able to create and manage a shared identity within a group, which influences their team’s performance and confidence
–> they do this by always viewing things from the group perspective
explain the 5 dimensions of the Leadership Scale for Sports (LSS) and how they’re related to (in)formal leadership
- training and instruction
- democratic behaviour
- autocratic behaviour
- social support
- positive feedback
–> coaches were perceived as exhibiting training and instruction and autocratic behaviours to a greater extent than athlete leaders, while athlete leaders exhibited more social support, positive feedback, and democratic behaviours
–> athlete leaders were perceived as most effective when providing training and instruction
–> formal athlete leaders were characterized by providing positive feedback, while informal leaders were characterized by democratic behaviour
what are 2 limitations inherent to athlete leadership research and how can they be adressed
- The majority of research has been unable to capture the full leadership structure in the team, thereby encompassing not only the best leader on the different leadership roles, but also the leadership status of all other team members
- Most athlete leadership research has categorically distinguished between leaders and non-leaders; because designating someone as a leader does not necessarily imply that the appointed leader also fulfils his/her leadership function well, information on the leadership quality remains concealed
–> by using Social Network Analysis
