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Leadership PHED 1027 Week 8 March 4th. Last Call Standard First AidStandard First Aid March 8, 9 th (approx. 9-4PM)March 8, 9 th (approx. 9-4PM) $100.00$100.00.

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Presentation on theme: "Leadership PHED 1027 Week 8 March 4th. Last Call Standard First AidStandard First Aid March 8, 9 th (approx. 9-4PM)March 8, 9 th (approx. 9-4PM) $100.00$100.00."— Presentation transcript:

1 Leadership PHED 1027 Week 8 March 4th

2 Last Call Standard First AidStandard First Aid March 8, 9 th (approx. 9-4PM)March 8, 9 th (approx. 9-4PM) $100.00$ Contact Michelle in the gym officeContact Michelle in the gym office

3 NCCP Opportunity Introduction to Competition - PART A (multi)Introduction to Competition - PART A (multi) Wednesday evenings, 7-10 PM (H112)Wednesday evenings, 7-10 PM (H112) March 19 th, March 26 th, April 2 ndMarch 19 th, March 26 th, April 2 nd $90.00, cheques payable to North Bay Youth Volleyball Club (or cash) – to Barb$90.00, cheques payable to North Bay Youth Volleyball Club (or cash) – to Barb Deadline for registration – Wednesday, March 12 thDeadline for registration – Wednesday, March 12 th

4 Leadership Remember our definition?Remember our definition? A unique combination of individual qualities which enable others to achieve collective and personal goals.A unique combination of individual qualities which enable others to achieve collective and personal goals. The quality of having an intentional positive influence on the lives and behaviours of others. (CAHPERD)The quality of having an intentional positive influence on the lives and behaviours of others. (CAHPERD)

5 Chelladurai’s elements of leadership: Leadership is a behavioural processLeadership is a behavioural process Leadership is interpersonal in natureLeadership is interpersonal in nature Leadership is aimed at influencing and motivating members toward group or organizational goalsLeadership is aimed at influencing and motivating members toward group or organizational goals

6 Leader Behaviour... An historical perspectiveAn historical perspective

7 A Classic Rivalry... OHIO STATE VS. 1.Leader is concerned about members’ well- being 2.Well defined roles within the organization MICHIGAN 1.Leader is concerned with employee orientation 2.Focuses on productivity

8 The Problem? Leader behaviours are not easily categorized into one or two areasLeader behaviours are not easily categorized into one or two areas More recently, research has identified many more dimensions of leader behaviour (e.g. Yukl identified 11)More recently, research has identified many more dimensions of leader behaviour (e.g. Yukl identified 11) Chelladurai and Saleh (1980) have identified only 5 dimensions of sport leadership behaviour:Chelladurai and Saleh (1980) have identified only 5 dimensions of sport leadership behaviour:

9 Dimensions of Leader Behaviour in Sport: (Chelladurai & Saleh, 1980) Training and instructionTraining and instruction Social supportSocial support Positive feedbackPositive feedback Democratic behaviourDemocratic behaviour Autocratic behaviourAutocratic behaviour

10 BUT.... Leader behaviours are only one piece of the puzzle – the characteristics of the INDIVIDUALS with whom the leader works and the SITUATION also define leadership.Leader behaviours are only one piece of the puzzle – the characteristics of the INDIVIDUALS with whom the leader works and the SITUATION also define leadership. Several theories have been proposed which suggest that behaviour is CONTEXTUALSeveral theories have been proposed which suggest that behaviour is CONTEXTUAL

11 So... Chelladurai has proposed a model that combines current theories of leadershipChelladurai has proposed a model that combines current theories of leadership The model focuses on three states of leader behaviour:The model focuses on three states of leader behaviour: –Required (expectations, limits) –Preferred (by members) –Actual (adaptive & reactive behaviours)

12 Antecedent variables Variables that exist prior to the observed leader behaviourVariables that exist prior to the observed leader behaviour

13 Antecedents Situational Characteristics – size of the group, location, task, goals, norms, etc.Situational Characteristics – size of the group, location, task, goals, norms, etc. Leader Characteristics –qualities, skills, norms, codes of conduct, organizational goals, etc.Leader Characteristics –qualities, skills, norms, codes of conduct, organizational goals, etc. Member characteristics – age, ability, etc.Member characteristics – age, ability, etc.

14 Multidimensional Model of Leadership: (Chelladurai, 1990) Situational Characteristics Leader Characteristics Member Characteristics Required Actual Preferred Performance Satisfaction AntecedentsLeader Behaviour Consequences

15 Situational Characteristics & Required Behaviour How is the conduct of a paid coach different from a volunteer coach?How is the conduct of a paid coach different from a volunteer coach? How is the required behaviour of a coach different from that of the Athletic Director?How is the required behaviour of a coach different from that of the Athletic Director? Codes of conduct and social norms in various contexts form the situational characteristics affecting leadership behaviourCodes of conduct and social norms in various contexts form the situational characteristics affecting leadership behaviour

16 Multidimensional Model of Leadership: (Chelladurai, 1990) Situational Characteristics Leader Characteristics Member Characteristics Required Actual Preferred Performance Satisfaction AntecedentsLeader Behaviour Consequences

17 Member Characteristics & Required Behaviour How do the demands upon the leader differ when coming fromHow do the demands upon the leader differ when coming from a) a volunteer or b) a professional or paid employee? How does the leader behaviour differ when dealing withHow does the leader behaviour differ when dealing with a)Youth volunteers or b) Senior volunteers? The nature of the group will influence the required leader behaviour in a specific situationThe nature of the group will influence the required leader behaviour in a specific situation

18 Multidimensional Model of Leadership: (Chelladurai, 1990) Situational Characteristics Leader Characteristics Member Characteristics Required Actual Preferred Performance Satisfaction AntecedentsLeader Behaviour Consequences

19 Situational Characteristics & Preferred Behaviour How much guidance does a maintenance worker (e.g. routine tasks) require versus an athlete?How much guidance does a maintenance worker (e.g. routine tasks) require versus an athlete? How does preferred behaviour differ between an individual sport versus a team sport?How does preferred behaviour differ between an individual sport versus a team sport? Leader behaviour should reflect the nature of the tasksLeader behaviour should reflect the nature of the tasks

20 Multidimensional Model of Leadership: (Chelladurai, 1990) Situational Characteristics Leader Characteristics Member Characteristics Required Actual Preferred Performance Satisfaction AntecedentsLeader Behaviour Consequences

21 Member Characteristics & Preferred Behaviour How will a coach’s behaviour differ between a rookie and a veteran player?How will a coach’s behaviour differ between a rookie and a veteran player? How will a coach’s behaviour differ between a highly motivated athlete and a less motivated athlete?How will a coach’s behaviour differ between a highly motivated athlete and a less motivated athlete? Individual differences influence members’ preferences for particular leader behavioursIndividual differences influence members’ preferences for particular leader behaviours

22 Multidimensional Model of Leadership: (Chelladurai, 1990) Situational Characteristics Leader Characteristics Member Characteristics Required Actual Preferred Performance Satisfaction AntecedentsLeader Behaviour Consequences

23 Actual Leader Behaviour Adaptive behaviour (situation)Adaptive behaviour (situation) Reactive behaviour (members)Reactive behaviour (members) These two forms of behaviour are a function of the leader’s PERSONALITY & ABILITYThese two forms of behaviour are a function of the leader’s PERSONALITY & ABILITY What type of leader are you?What type of leader are you?

24 Leadership Style & Personality Type Complete the questionnaire to determine your personality profile as it relates to leadershipComplete the questionnaire to determine your personality profile as it relates to leadership Tear off the score sheet at the backTear off the score sheet at the back What are your dominant traits?What are your dominant traits?

25 How can you use this information? Recognize that we each approach challenges in different waysRecognize that we each approach challenges in different ways Dealing with those differences is a key leadership skill – particularly if you are in a position to build a teamDealing with those differences is a key leadership skill – particularly if you are in a position to build a team There is no CORRECT personality – all styles have an important role to play in your organizationThere is no CORRECT personality – all styles have an important role to play in your organization The key is to recognize which styles work best togetherThe key is to recognize which styles work best together

26 Where do you place yourself? Member Self Juggler Planner Thinker Empathizer Closer Researcher

27 Multidimensional Model of Leadership: (Chelladurai, 1990) Situational Characteristics Leader Characteristics Member Characteristics Required Actual Preferred Performance Satisfaction AntecedentsLeader Behaviour Consequences

28 Performance & Satisfaction The degree to which the three state of leader behaviour are congruent  in other words, how closely does the actual behaviour come to the preferred and required behaviours?The degree to which the three state of leader behaviour are congruent  in other words, how closely does the actual behaviour come to the preferred and required behaviours?

29 Multidimensional Model of Leadership: (Chelladurai, 1990) Situational Characteristics Leader Characteristics Member Characteristics Required Actual Preferred Performance Satisfaction AntecedentsLeader Behaviour Consequences

30 FEEDBACK Good leaders alter their behaviour to better suit the situation and the needs of membersGood leaders alter their behaviour to better suit the situation and the needs of members In other words, they are TRANSFORMATIONAL leadersIn other words, they are TRANSFORMATIONAL leaders

31 Transformational Leaders VisionaryVisionary Affect the emotions, values, goals, self-esteem and needs of membersAffect the emotions, values, goals, self-esteem and needs of members Influence the aspirations of members so that they put forth greater effort and thus, exceed performance expectationsInfluence the aspirations of members so that they put forth greater effort and thus, exceed performance expectations

32 Dimensions of the Transformational Leader (Rafferty & Griffin, 2004) VisionVision Inspirational CommunicationInspirational Communication Supportive LeadershipSupportive Leadership Intellectual StimulationIntellectual Stimulation Personal RecognitionPersonal Recognition –Can you think of a transformational leader in sport?

33 What about CHARISMA? A personal “gift” or resource that leaders exploit successfully in transforming their organization and their membersA personal “gift” or resource that leaders exploit successfully in transforming their organization and their members Charismatic leaders make you want to follow!Charismatic leaders make you want to follow! Followers hold the leader in high regard – as a superhuman or a heroFollowers hold the leader in high regard – as a superhuman or a hero Who do you feel is a charismatic leader?Who do you feel is a charismatic leader?


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