Leadership in Sport Management

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Leadership in Sport Management

• Sport Management EDSS 672
• January 30, 2007

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The Age-old Question

• Are leaders born, or made?
• HBJ, and others say both
• General Impacts
• Traits
• Formal Experience
• Informal Experience
• Practice

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What Makes a Great Leader?

• Some Favorite Persons
• My Dad Brandon Boyd
• My Parents My Mother
• Jack Black Michael Jordan
• Family/Friends Reese Witherspoon
• Biblical Characters Boyfriend
• Jesus Christ Myself and
• Nine said No one

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Who Would You Follow?

• Asked for favorite, but why are they so?
• Do they exhibit leadership?
• Are there traits identified with successful
  leaders?
• -list some
• Are these traits applicable in all situations?

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Useful Definitions of Leadership

• Effective leaders are those who are able to
  obtain the cooperation of other people to harness
  the resources provided by that cooperation to the
  attainment of a goal.----Chemers, 1993

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Another Definition

• Leadership occurs whenever one person attempts
  to influence the behavior of an individual or
  group, regardless of the reason. It may be for
  ones own goals or for the goals of others, and
  these goals may not be congruent with
  organizational goals. It is defined as the
  process of influencing the activities (behavior)
  of an individual or a group in efforts toward
  goal achievement in a given situation---Hersey,
  Blanchard, Johnson, 2001.

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And How About

• The leader is the individual in the group given
  the task of directing and coordinating
  task-relevant activities or who, in the absence
  of a designated leader, carries the primary
  responsibility or performing these functions in a
  group. ---Fred Fiedler, 1967.

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Still More

• If theres a clear distinguishing feature about
  the process of leading, its in the distinction
  between mobilizing others to do and mobilizing
  others to want to doleaders mobilize others to
  want to act because of the credibility they
  have. ---Kouzes and Posner, 2001.

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Leadership Defined

• Broader concept than management
• Distinction Organizational goals
• -Management for goals of the org.
• -Leadership could be for any one,
• anything
• Dont forget Management is a special kind of
  leadership, goals of the organization are
  paramount.

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Finally

• Leadership The process of influencing the
  activities of an individual or a group in efforts
  toward goal achievement in a given situation.
• -HBJ, p. 79

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Differentiation (Bennis)

• A Leader A Manager
• Conquers the context Surrenders to it
• Innovates Administrates
• Is an original Is a copy
• Develops Maintains
• Focuses on people Focuses on S S
• Inspires trust Relies on control
• Has long-range view Has short-range view
• Asks what and why Asks how and when
• Does the right things

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Effective Human Skills

• Understanding Behavior
• Predicting Behavior
• Directing, Changing, Controlling Behavior
• Controlling People
• Need a variety of tools
• Learning and being willing to apply and practice
  theory

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Hierarchy of Needs (Maslow)

• One of all time classics
• Needs
• Physiological
• Safety
• Social
• Esteem
• Self-actualization

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McGregor

• McGregor
• -Theory X and Theory Y, from Mayo?
• -Ouchi and Theory Z
• -Assumptions
• -how workers are viewed
• -Basic assumptions about human nature

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Argyris

• Argyris
• -Pattern A and Pattern B
• -Patterns are defined as behaviors
• -Note some of the descriptors used in both
  patterns

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Trait Theory

• Predict leadership success by knowing a persons
  traits?
• Jennings, 1982, none after 50 years
• No set of traits clearly predicts, Yukl
• -increased likelihood, no guarantees
• Note Yukls list of traits in text
• Bennis Four traits/competencies

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Situational Leadership Theory

• Natural Outgrowth of Deficiencies in other
  theories
• No guarantees of effectiveness
• No best style
• Transactional in nature
• HBJ SLT

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Transformational Leadership

• Transform, change the nature of something
• Change the nature and function of others so that
  the group interests supersede individual
  interests
• Elevate self and others toward higher good
• Intuitive, self-aware, inspirational, creative,
  enabling
• Not necessarily things that transactional is not,
  but

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Purpose of LPI

• Learn more about yourself and leadership
• Identify exemplary leadership practices
• Identify important leadership commitments
• Application

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Considerations

• What is exemplary?
• Think about a person you consider exemplary
• Are any characteristics different

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Next Step

• Before proceeding further LPI
• Consider the questions in terms of how you
  perceive yourself as a leader
• Be honest, but not overly critical in your
  self-evaluation
• First thought is probably the most accurate

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Leadership Practices Inventory

• You have just completed the LPI by leadership
  researchers James Kouzes and Barry Posner
• These authors believe that exemplary, outstanding
  leaders practice five fundamental leadership
  elements

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The 5 Practices of Exemplary Leaders

• Challenging the process
• Inspiring a shared vision
• Enabling others to act
• Modeling the way
• Encouraging the heart
• Do these practices have any relevance or
  application for you as you prepare to embark in
  your profession?

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Ten Commitment of Leadership

• K P identify 2 commitments per practice
• Guide for how leaders get extraordinary things
  done in organizations (K P p. 17)
• Serve to complement and further define the
  exemplary practices

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Suggested Actions for Challenging the Process

• Treat every job as an adventure.
• Provide challenging assignments (beat the system)
• Break free of daily routines
• Find something that is broken
• and fix it
• Institutionalize processes for collecting
  innovative ideas
• Honor risk takers

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Suggested Actions for Inspiring a Shared Vision

• Learn from the past
• Know your followers
• Appeal to a common purpose
• Communicate expressively
• Believe in what you are saying
• Develop a stump speech

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Suggested Actions for Enabling Others to Act

• Always say we
• Create interactions between and among people
• Focus on gains, not losses
• Involve people in planning and problem solving
• Keep people informed
• Give people important work on critical tasks
• Be accessible
• Give people the opportunity to be autonomous and
  to use their discretion

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Suggested Actions for Modeling the Way

• Do what you say you are going to do
• Walk the halls
• Talk with others about your values and beliefs
• Be expressive (even emotional/passionate) about
  your beliefs
• Spend time on your most important priorities
• Get started build on your success
• Make peoples choices public and visible to others

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Suggested Actions for Encouraging the Heart

• Foster high expectations
• Make creative use of rewards
• Provide feedback about your results
• Be personally involved as a cheerleader
• LOVE what you are doing