Lecture 5 - Leadership Flashcards
Define leadership
The process whereby an individual influences a group of individuals to achieve a common goal. (Northhouse, 2001)
What is the problem with defining leadership?
1000s of different definitions
Good and and bad leadership
Power
Does it matter
Perspective of the focal theory
What is the difference between prescribed leaders and emergent leaders?
Prescribed leaders- appointed by an outside organising body
Emergent leaders - Come from within the group itself either because of skill or because they have been nominated
What is the Basic Leadership Model?
Leadership - psychological outcomes - behaviour
Leadership - what you do as a leader
P.O - Impacts of the leaders behaviour on athletes psychology e.g. confidence
B - Impact of the athletes psychology on their behaviours e.g. time spent doing extra training, effort, performance
What are the 3 types of leadership?
Autocratic
Democratic
Laissez - faire
Outline the autocratic method of leadership
Dictates, inflexible, task needs to be completed as quickly and effective as possible
Advice not welcome
Impersonal
Group members stop if the leader is absent
Aggressive towards each other when things go wrong
Best when quick decisions need to be made
Outline the democratic method of leadership
Make decisions after consultation process with group
Actively encourage involvement of group
Adopt more informal relaxed approach
Leader makes final decision based on thoughts of group
When leader is absent - members continue working
Best in co-active sports
Outline the Laissez-faire method of leadership
No leadership - leader stands aside and allows group to make its own decisions
Group members get on with tasks in their own way
Leaders may help members get out of difficulties but offer no direction
Group members are aggressive towards each other
Outline the Trait approach to studying leadership
The Great Man Theory
Leaders are born not made
Successful leaders have personality characters that make it likely they will be leaders no matter what the situation
No definitive set of traits defines a leader
Outline the behavioural approach to studying leadership
Good leaders are made not born
Links with Social Learning Theory - learn by observing other good leaders and reproduce those behaviours and continuation is reinforced
Outline the Interactional Theory to studying leadership
Considers other factors that could affect the effectiveness of leadership, mainly the interaction between the individual and their situation
What are person-orientated/ relationship-centred leaders?
Focused on developing relationships with group members
Work hard to maintain communication with members
Maintains levels of social interaction between members and themselves
Develop respect and trust with others
Generally more effective with experienced highly skilled athletes
What are task-orientated leaders?
More concerned with meeting goals
Create plans
Decide on on priorities
Assign members tasks
Ensure they stay on task
More effective with less skilled performers who need constant instruction
Are leaders always either person orientated or task orientated?
No
Different athletes prefer different leaders so the leader must get the right balance and understand their performers
They can change their leadership type dependent on the situation
Hard to apply research to sports due to the teams unique characteristics Chelladurai and Carron 1978
What is the Multidimensional Model of Leadership?
Chelladurai (1978,90,93)
Effective leadership is dynamic and based on complex series of interactions between leader, group members and situation
Behaviour doesn’t occur in a vacuum - antecedent factors such as leader and member characteristics will influence both the actual behaviour of the leader and group preferences for leadership behaviour
Outline the leader behaviour section of Carron’s model
Actual - what the leader actually does in a situation - determined by experience
Preferred - Behaviour that the members of the group would like to see in the leader
Required - behaviour required by the situation or task
Outline the antecedents section of Carron’s model
Situational characteristics - environmental conditions, number involved in team, time constraints, strength of the opposition, social- cultural characteristics
Leader characteristics - Skill, experience, personality
Member characteristics - Age, gender, personality, motivation
Outline the consequences section of Carron’s model
Performance and satisfaction
What are the links between the sections of the model?
Situational characteristics influence required behaviour and preferred behaviour
Leader characteristic influence actual behaviour
Member characteristics influence preferred behaviour
Required behaviour influences performance and actual behaviour
Actual behaviour influences performance and satisfaction
Preferred behaviour influences actual behaviour and satisfaction
Performance and satisfaction also influence actual behaviour
What is the congruence hypothesis?
If the coach’s actual behaviour is what is required in the situation and what the players prefer then performance and satisfaction should be high
What if all the leader behaviours aren’t congruent?
If the actual behaviour is incongruent with the others then poor performance and low satisfaction
If actual behaviour and required behaviour are required but not preferred then performance is high but low satisfaction
If actual behaviour and preferred behaviour are congruent then poor performance but high satisfaction
What is transformational leadership?
Takes place when leaders go beyond their own self interests and inspire encourage and stimulate others to exceed minimally expected standards
What is transactional leadership?
Involves a series of exchanges between leader and follower
Using rewards or punishment to foster compliance and encourage followers to meet a standard
How does transformational leadership impact followers?
Enhances motivation, morale and performance
By
Connecting the sense of identity to the project
Being a role model
Challenging followers to take greater ownership for their own work
Understanding the strengths and weaknesses of followers
Allowing the leader to align the followers with task that enhance their performance
What are the issues with transformational leadership?
Reliance on correlational data
Overemphasis of theory on leadership process at the dyadic level
Insufficient specification of situational variables
Does not explicitly identify any situation where it is detrimental
What is mediational analysis?
A variable that links independent and dependent variables and whose existence explains the relationship between the other two variables
e.g. intrinsic motivation
Transformational Performance
leadership
Charbonneau et al 2001
Communication
Transformational Group cohesion
leadership
Smith et al 2013
What is the meta cognitive model of vision support and challenge?
Great coaches inspire their athletes by
Creating an inspirational vision of the future
Providing the necessary support to achieve the vision
Providing the challenge to achieve the vision
Coach behaviours -vision- motivation -behaviour
Support
Challenge
What causes the vision result?
Inspirational motivation - developing a positive vision of the future , inspiring others, believing in others
Role modelling - Behaviour by the leader that sets examples
Fosters acceptance of group goals - Behaviour by leader promoting cooperation among followers getting them to work together towards a common goal , developing team work
What causes the support result?
Individual consideration - recognise individual differences, demonstrate concern for development of followers
Contingent reward - positive reinforcement for appropriate behaviour
What causes the challenge result?
Intellectual stimulation - create an environment that nurtures creative and proactive innovative thinking
High performance expectations - behaviours by the leader that demonstrates their expectation for excellence
What is distributed leadership?
Spillane 2005
Wide range of individuals and groups are brought into leadership
Thought of as a product of the interactions of leaders followers and situations
little evidence though
What is the CIP model of leadership?
Mumford 2006
Leaders fall into one of three categories
Charismatic - future focused vision, emotional, emphasises the task to achieve the goal, collective identity and common goals
Ideological - remain true to a specific set of values- past orientated, shared values
Pragmatic - Problem solving, relies on communication and logic , autonomy for followers guide rather than lead
