Leadership

• Two types of leaders

  Prescribed, emergent
• Leader qualities

  Charismatic

  Good communicator

  Interpersonal skills

  Empathetic

  Experienced

  Inspiring

  Confident

  Organised
• Three styles of Leadership

  1. Autocratic

  
  

  2. Democratic

  
  

  3. Laissez-Faire
• Autocratic Leadership


  Leader makes all the decisions, aims to win
• Disadvantages Associated with Autocratic Leadership


  Coach needs to maintain contact so that the team group doesn't switch off
• Democratic Leadership


  Decisions are made by group consultation
• Disadvantages Associated with Democratic Leadership

  1. Decision making may be slow due to consultation

  2. Mistakes may be made
• Advantages Associated with Democratic Leadership

  1. Intrapreneurship is promoted.

  2. Highly motivated workers
• Laissez-Faire Leadership


  Leader does very little and leaves the group to it
• Disadvantages Associated with Laissez-Faire Leadership

  Less motivated players may stop working when left to it
• Fiedler's model

  High and low favourable situations require task-orientated (autocratic) leadership, reasonably favourable situations require person-orientated (democratic) leadership
• Characteristics of a highly favourable situation

  Leader is respected

  High ability group

  Motivated group

  Task is clear to the team

  Harmony between leader and group
• Components of Chelladurai's model


  Situational characteristics

  Leader characteristics

  Group characteristics

  Required behaviour

  Preferred behaviour

  Actual behaviour

  Performance

  
• Situational characteristics

  Type of task (e.g. complex)

  Time available

  Level of danger of the task

  Opposition
• Leader characteristics

  Experience

  Ability

  Preferred leadership style/personality
• Group characteristics

  Age

  Gender

  Motivation

  Ability
• Preferred behaviour


  The leadership style thegroupwants
• What is a prescribed leader?

  A prescribed leader is someone who is chosen from outside the group e.g. NGBs appoint national team managers. They bring new ideas to the group but can cause disagreements if members are opposed to appointment
• What is an emergent leader?

  An emergent leader is selected from within an existing group, often they are nominated by other group members. For example, last seasons players player gets new captain vote by team. There is a high level of respect but as they have the same experiences as the other team members they may not bring new ideas/strategies to enable team to progress
•  

  Characteristics of effective leaders:

  Effective leaders are often ambitious, have a clear vision/goal and have the ability to motivate others to achieve that goal.

  1)     An effective communicator

  2)     Charismatic

  3)     Knowledgeable about the sport

  4)     Skilful

  5)     Empathetic

  6)     Confident

  7)     Flexible
• Prescribed leaders = chosen from outside of the group. E.g. NGBs appoint national team managers. Often bring new ideas but can cause disagreements if group members are opposed to the appointment.
• Emergent leaders = selected from within existing group, often nominated by other team members. For example, team votes previous seasons ‘players’ player as the new captain, there is already a high level of respect but they have had the same experiences as the other team members so they may not brin any new strategies to develop and progress the team.

   
• Autocratic (task-orientated)

  Features:

  ·       Dictatorial

  ·       Only interested in ensuring task is fulfilled

  ·       Sole decision maker

  When to use:

  ·       In dangerous situations

  ·       Large groups

  ·       Limited time

  ·       Hostile groups

  ·       Cognitive performers

  ·       Male performers

   
• Democratic (social-orientated)

  Features:

  ·       Interested in ensuring relationships are developed within the group

  ·       Group members involved in decision making

   When to use:

  ·       Small groups

  ·       Lots of time

  ·       Friendly groups

  ·       Advanced performers

  ·       Female performers
• Laissez-faire

  Features:

  ·       Leader is more of a figurehead than an active leader

  ·       Hands-off approach

  ·       Group members make all the decisions

   When to use:

  ·       If a problem-solving approach is required

  ·       Only effective with advanced performers
• Fiedler’s contingency model

  Fiedler suggested an interactionist approach, in which an effective leader will match their style with the situation facing them.

  1)Task-orientated leader – mainly concerned achieving goals and takes a pragmatic approach to getting things done. They are very direct + authoritarian. This style should be used in both most- and least-favourable situations
• Fiedler’s contingency model

  1)     Person-orientated leader – focuses on developing harmony and good relationships within the group. They are open to suggestions and take more of a democratic approach. This style should be used in moderately favourable situations.
• Fiedlers - In most-favourable situations = the leader is in a strong position of authority and has the respect of the group + members have good relationships with each other + task is clear. Task orientated (autocratic) approach would work best.
• Fiedler - ·       In least-favourable situations = leader has no power or respect from the group + may be infighting in the group + hostility towards the leader + task is unclear. Task orientated (autocratic) approach would work best.
• Fiedler - ·       In moderately-favourable situations = leader has some power/respect + some good relationships + parts of task would be clear. Person-orientated style (democratic) – team members contribute to decision making.
• Task orientated used with = cognitive performers, large groups, limited time, dangerous situations, males prefer it. (Autocratic).

  Person-orientated used with = advanced performers, small groups, lots of time, tasks aren’t dangerous, females prefer it. (Democratic).
• Chelladurai’s multi-dimensional model

  Chelladurai suggested that to ensure group satisfaction and high levels of performance, leaders must be able to adapt their leadership style. He suggests the leader gets the best from their team is the leadership style ‘fits’ with what the situation and the team need.

   
• Chelladuaris model:

  Leaders should consider 3 factors before adopting a specific leadership style:

  o   Situation – strength of opponents and if there is danger etc.

  o   Leader – their ability, personality and preferred leadership style

  o   Group – ability levels and relationships between members and with the leader
• Chelladurai’s multi-dimensional model - The leadership style is also affected by:

  1)     Required behaviour/ requirements of the situation e.g. dangerous task like trampolining would require an autocratic rather than democratic approach, to maintain safety levels

  2)     Actual behaviour/ what style the leader decides to take/ characteristics of leader

  3)     Preferred behaviour/ characteristics of team members determine the preferred behaviour
• Chelladurai’s multi-dimensional model - Once factors have been considered, leader tries to balance their style of leadership with each of them in order to gain the highest levels of performance and satisfaction from the group. The more the leaders actual behaviour matches (congruence) what the group wants and what the situation needs, the better the performance will be.