Leading to Victory

1
Chapter 12

• Leading to Victory

2
Leadership Research

• As Kent and Chelladurai note, While leadership
  has been an immensely popular area of study in
  industrial and organizational psychology,
  research on the topic of sport management has
  been largely focused on coaches rather than
  administrators.

3
Coaching Requires Leadership

• Management professor Dr. Judith Neal (University
  of New Haven) commented that what we once called
  coaching is now more appropriately called
  leadership.

4
Managing Versus Leading

• Leaders influence people to work to achieve the
  organizations objectives. We frequently use
  manager and leader interchangeably. We shouldnt,
  because they are not necessarily the same.
  Leading is one of the four management functions
  (along with planning, organizing, and
  controlling).

5
Leadership Styles

• Leadership style is the combination of traits,
  skills, and behaviors managers use to interact
  with employees.
• In the 1930s, before behavior theory became
  popular, researchers at the University of Iowa
  studied leadership styles of managers and
  identified three basic styles.

6
Three Leadership Styles

• Autocratic. The manager makes the decisions,
  tells employees what to do, and closely
  supervises themtheory X behavior.
• Democratic. The manager encourages employee
  participation in decisions, works with them to
  determine what to do, and doesnt supervise them
  closelytheory Y behavior.
• Laissez-faire. The manager lets employees go
  about their business without much input.
  Employees decide what to do and take action, and
  the manager doesnt follow up.

7
Leadership Grid

• The leadership grid uses the same dimensions as
  the two-dimensional model in the grid, these
  dimensions are called concern for production (the
  x axis) and concern for people (the y axis). The
  leadership grid identifies the ideal leadership
  style as having a high concern for both
  production and people.

8
Figure 12.2
9
Leadership Grid Styles

• (1,1) Impoverished leaders show low concern for
  both production and people. They do the minimum
  required to remain employed.
• (9,1) Authority-compliance leaders show a high
  concern for production and a low concern for
  people. They focus on getting the job done by
  treating people like machines.
• (1,9) Country club leaders show a low concern for
  production and a high concern for people. They
  strive to maintain a friendly atmosphere without
  much regard for production.
• (5,5) Middle-of-the-road leaders balance their
  concerns for production and people. They strive
  for performance and morale levels that are
  minimally satisfactory.
• (9,9) Team leaders show a high concern for both
  production and people. They strive for maximum
  performance and maximum employee satisfaction.

10
Creating a 9,9 Situation

• Tony Dungy of the Indianapolis Colts has come
  close to creating an overall 9,9 situation. The
  players are happy to play for the Colts, and the
  team has been very productive on and off the
  field.

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Figure 12.4
12
Continuum Model of Leadership

1. Leader makes decision and announces it to
   employees individually or in a group without
   discussion.
2. Leader makes decisions and sells it to employees
   through a presentation of why its a good idea.
3. Leader presents ideas and invites employees
   questions.
4. Leader presents tentative decision subject to
   change.
5. Leader presents problem, gets suggested
   solutions, and makes the decision.
6. Leader defines limits and asks the employees to
   make a decision.
7. Leader permits employees to make ongoing
   decisions within defined limits.

13
Current Leadership Research

• Current researchers focus on which behaviors make
  top-notch managers outstanding, even though the
  managers individual leadership styles may vary
  dramatically.
• These researchers have identified charismatic,
  transformational, transactional, and symbolic
  leaders.

14
Charismatic Leaders

• Charismatic leaders inspire loyalty, enthusiasm,
  and high levels of performance. Charismatic
  leaders have a vision and a strong personal
  commitment to their goals they communicate their
  goals to others, display self-confidence, and are
  viewed as able to make the radical changes needed
  in order to reach the goals.

(continued)
15
Charismatic Leaders (continued)

• In our media-driven age, charismatic fits many
  contemporary leaders, including Lebron James
  (basketball), Derek Jeter (baseball), David
  Beckham (soccer), and Brett Favre (football).
  Researchers A. Kent and P. Chelladurai found that
  charismatic leaders have a strong influence on
  employees commitment to the organization.

16
Transformational Leaders

• Transformational leaders create significant
  changes as they foster relationships and
  commitment from their employees.
• Pat Gillick of the Seattle Mariners is a
  transformational leader. When he arrived in 1999,
  the Mariners had just lost their three best and
  most popular players. Gillick was brought in to
  inspire the team and lead it to winning. He
  succeeded by finding players who were positive
  role models and who worked well together. Gillick
  also brought an attitude that winning should be
  funas he says, Be positive. Be upbeat. Be
  supportive.

17
Transactional and Symbolic Leaders

• Transactional leaders emphasize exchange.
  Exchange is about rewarding jobs well done.
• Symbolic leaders establish and maintain a strong
  organizational culture. An organizations
  workforce learns the organizations culture
  (shared values, beliefs, and assumptions of how
  workers should behave in the organization)
  through its leadership.

18
Vroom and Yetton

• In the 1970s, Victor Vroom and Philip Yetton
  attempted to bridge the gap between leadership
  theory and managerial practice by developing a
  normative leadership model.
• Normative leaders use one of five decision-making
  styles appropriate for the situation. Vroom and
  Yetton identified the five leadership styles. Two
  are autocratic (AI and AII), two are consultative
  (CI and CII), and one is group-oriented (GII).

19
Coaching Styles

• The late Vince Lombardi, the legendary football
  coach, used AI-style leadership. Does the AI
  style work today? It depends. Pat Summitts
  leadership style is quite similar to Lombardis.
  So is Bill Parcells, who took the New York
  Giants to Super Bowl victories in 1986 and 1990.
  Other coaches prefer GII-style leadership. Phil
  Jackson, coach of the NBA-champion Chicago Bulls
  and Los Angeles Lakers, uses Zen-like philosophy
  to motivate and train his players. He has been
  blessed with superstar players, but he has also
  used a group attitude to produce results.

20
Substitutes for Leadership

• Substitutes for leadership eliminate the need for
  a leader. In certain circumstances, three
  characteristics can counteract or neutralize the
  efforts of leaders or render them unnecessary
• Characteristics of subordinates
• Characteristics of the task
• Characteristics of the organization