Becomes a leader through their hard work and determination.
People who look up to and respect them help them to become a leader.
They may be skillful in their sport and become a leader to show others how well they can do and inspire teamates.
Prescribed leader
Someone appointed by people of a higher authority.
Eg - England manager was appointed by the football association.
Leadership styles
Autocratic
Democratic
Laissez faire
Autocratic leadership
Task orientated, makes all the decisions and is very direct in their approach.
Used when discipline or control are needed
Used with hostile groups or if there is a lack of time
Used if the situation is dangerous.
Preferred by novices and males
Democratic Leadership
Person orientated, considers team members ideas and feelings shows interest in others.
Used with small teams or individuals
Used if the situation is not dangerous
Used when a group members want to be involved in decision making
Preferred by advanced performers and females
Laissez faire Leadership
Provides little support or input and lets team members do as they wish
Used with high level performers or elite athletes
Used to develop creativity in members
Used when leader has full trust in members capabilities
Used if the leader is incompetent.
Used when group is being assessed
Theories of leadership
Trait theory
Social learning theory
Interactionist theory
Trait theory of leadership
Leaders are born with their leadership qualities. These traits are stable, and enduring and can be generalised across different situations.
Social learning theory of leadership
Leadership characteristics can be learned from others.
Behaviour of others is watched and copied - vicarious learning
Interactionist theory of leadership
An individual may have certain in born traits, such as assertiveness but they are not evident unless a situation (state) demands the leadership behaviour.
Trait theory of leadership evaluation
Popular belief that "great leaders are born not made" leaders have characteristics that make them effective
People in sports tend to be specific in their leadership skills, which works against the generalised trait approach.
Social Learning theory of leadership evaluation
High status models are more likely to be copied .
This theory shows the importance of the social environments for adopting leadership qualities unlike the trait approach which does not take the environment into account
Interactionist theory of leadership evaluation
This theory accounts for the fact that people may not be leaders in everyday life but show leadership qualities in sporting situations
Vicarious reinforcement
This happens when one person observes that a reward is given to another person for certain behaviours and learns to imitate the same behaviour
Chelladurai 's multi-dimensional model of sports leadership
multi-dimensional
A) Situational Characteristics
B) Leader characteristics
C) Member characteristics
D) Required behaviour
E) Actual behaviour
F) Preferred behaviour
G) Performance and Satisfaction
H) Antecedents
I) Leader behaviour
J) Consequences
Chelladurai's multi-dimensional model of leadership
The more the elements of this model match each other, the more effective the leadership is likely to be
If the leadership qualities are what the group want and expect, then they are more likely to follow the leader
If the leadership style matches the situation, leadership is likely to be more effective
Situational characteristics
Environmental conditions eg activity (football , rock climbing ), number of people in the group, time constraints, strength of opposition.
Leader characteristics
The personality/skill/experience of the leader. The leader may have a preferred style of leadership.
Member Characteristics
What is the group like? Skill level /attitudes/ experience/ age/ personalities.
Required behaviour
What style of leadership is needed for this task? The situation and member characteristics dictates the appropriate style of leadership
Actual behaviour
What does the leader actually choose to do? The behaviour the leader displays as a result of the situation and the characteristics of members and leader.
Preferred behaviour
What leadership style does the group prefer? Member characteristics (and the situation) dictate the appropriate style of leadership.
Performance and satisfaction
The overall performance of the members and leader and the level of satisfaction.