1. Mr Beaumont

2. Be able to describe ‘what makes an effective leader’ Understand the four components of effective leadership Articulate what Fielder’s contingency model is Be able to use and describe the three different types of leadership style

3. Mr Beaumont In groups of 3 or 4 create a spider diagram of your thoughts about what makes an effective leader You have 2 minutes to come up with at least 6 characteristics of what you think makes an effective leader

4. Mr Beaumont What makes a good Leader? Good communication skills Good organisational skills Effective decision making Empathy with team members Understand the needs of others Experience – Knowledge of activity Clear Vision – Clear Goal Confidence/ Charisma Determination/ Enthusiasm Think of Woody from Toy Story! Ability to motivate / Inspire

5. Mr Beaumont Effective Leadership Situational Factors Leadership Styles Follower’s Qualities Leader’s Qualities

6. Mr Beaumont Are leaders born or are leaders made? o TRAIT APPROACH: Leaders are born with the skills necessary to take charge……however, although certain traits may be helpful in leadership, they are not essential, so this theory is NOT A GOOD PREDICTOR OF BEHAVIOUR. o SOCIAL LEARNING THEORY: The skills of leadership can be acquired by copying others and then developed through experiences. Copying successful role models is called ‘vicarious reinforcement.’ This DOES NOT TAKE INTO ACCOUNT THE TRAIT PERSPECTIVE. o INTERACTIONIST THEORY: Leaders emerge because of inherited abilities (traits) and learned skills. Interactionist theory gives a MORE REALISTIC EXPLANATION OF HUMAN BEHAVIOURS IN SPORT.

7. Mr Beaumont PRECRIBED LEADER: Selected by someone of authority, can be within or outside of the group e.g head teacher appoints teachers Bring fresh new idea’s to the group Can be disruptive to group harmony

8. Mr Beaumont EMERGENT LEADER: Already belongs to the group and often just takes charge of the group (emerges) e.g Sunday league pub team captain May not bring fresh new idea’s to the group Can be good for group harmony Emergent leaders can be more effective because they have the respect and support of the team

9. Mr Beaumont Most psychologists now propose that effective leadership is a mixture of interacting characteristics (interactionist theory) rather than one single trait or one thing being learned Leadership Style Member Characteristics Situational Characteristics (Task)

10. Mr Beaumont Autocratic Leaders (task orientated): ‘Command Approach’ - tends to make all decisions Motivated to complete a task as quickly and effectively as possible (task orientated) Authoritarian style – they do not take into account the groups opinions Rarely gets involved with group on a personal level Effective when quick decisions need to be made Effective with sports teams with large number

11. Mr Beaumont Democratic Leaders (social/personal orientated): Cooperative approach (person orientated) Shares decisions and responsibilities with group Strive to keep open lines of communication Interested in developing inter-personal relationships within the team Effective in co-active or individual sports and coaching

12. Mr Beaumont Laisser-faire Leaders: Leader plays more of a passive role Leader stands aside and allows the group to make their own decisions Members of this type of group tend to be aggressive towards one another when mistakes occurred and they gave up easily. Not recommended for sport

13. Mr Beaumont This model suggests that leaders should decide weather to be task or person orientated leader The type of leader you choose to be depends on the ‘Favourableness’ of the situation Person Orientated Leader Focused on the personal relationships and social interactions This approach is best when: Group have moderate ability Physical resources are poor Poor external support Task Orientated Leader Focused on the performance of the team This approach is best when: Situation requires/lacks discipline Group is of high/low ability Group is Highly motivated Good resources/facilities As a leader you must adapt your style depending on the situation You won’t always stay task orientated or person orientated

14. Mr Beaumont According to Fiedler, the correct style of leadership to adopt depends on the ‘favourableness’ of the situation. Highly favourable situationHighly unfavourable situation Leaders position is strongLeaders position is weak Task is simple with clear structureTask is complex with vague structure Warm group and leader relationsHostile group and leader relations AUTOCRATIC LEADERS are more effective in both the MOST FAVOURABLE and the LEAST FAVOURABLE situations. DEMOCRATIC LEADERS are more effective in MODERATELY FAVOURABLE situations.

15. Mr Beaumont Name 5 characteristics of good leader Name 4 components of effective leadership Name the three different types of leadership style What are the two ways a leaders is selected?

16. Mr Beaumont Chelladuria (1980) – Sports leaders must be more dynamic and changeable in relation to the characteristics of the situation Suggested that leaders must exhibit different leader behaviour Developed the Leadership Scale for Sport - This measures leadership behaviour

17. Mr Beaumont Leadership Scale has 5 dimensions: Training and Instruction Behaviour - Structured approach to training improves performance with the emphasis of hard work Democratic Behaviour – Group involvement regarding goals, practice methods and tactics Autocratic Behaviour – Leader emphasising their own authority, makes all the decisions Social Support Behaviour - Leader show concerns for well being of the groups regardless of performance Rewarding Behaviour – Leader reinforces good performance through positive feedback

18. Mr Beaumont Take a look at the graph on page 205? What does the graph suggest? Chelladurai concluded that: Novices prefer Extrinsic feedback and rewards Experts prefer democratic behaviour with social support Individual sports – Democratic behaviour with social support Team sport – Training and instruction, autocratic behaviours Females – Democratic behaviour Males – Autocratic behaviour Older performers prefer democratic behaviour with social support with training and instruction behaviours All performers value reward behaviour

19. Mr Beaumont

20. Preferred Behaviour – Behaviour demanded (or preferred) by the group Effected by age, gender, skill and experience of the group Required Behaviour - Behaviour of the leader that is required by the situation e.g how a coach is expected to behave towards players, the media, spectators Actual Behaviour – The Behaviour that is shown by the leader Effected by leaders personality, ability and experience How well all 3 of theses types of behaviour match up effect the group / Individual performance and satisfaction

21. Mr Beaumont To get a positive outcome where performance is at it’s optimum and the group are satisfied the leader must: Show appropriate behaviour for the particular situation and these behaviours match the preferences of the group members This will lead to the best performance and members feeling most satisfied