Leadership Flashcards
(56 cards)
1
Q
What is leadership?
A
The process of influencing others to achieve their goals
2
Q
Qualities of a good leader
A
- role model
- motivator
- goal setter
- planner
- inspirational
- decision maker
- empathetic
- technical advisor
- responsible for learning
- good communicator
3
Q
What are the two types that leaders can be divided into in terms of how they are selected?
A
- Emergent leaders
- Prescribed leaders
4
Q
Emergent leaders and prescribed leaders
A
- a leader can emerge with leadership qualities from within the group or can be prescribed by an outside source such as the sports governing body
- a prescribed leader can bring new ideas but may risk alienation by the group while an emergent leader retains the group quo
5
Q
What are the styles of leadership?
A
- Autocratic and task-orientated style
- Democratic and person-orientated style
- Laissez faire style
6
Q
What is the autocratic and task orientated style?
A
- an autocratic leader makes all the decisions and dictates to the group.
-The leader tells the group what to do - the task-orientated style is outcome-based and focuses on efficiency and completing the task
7
Q
When is the autocratic and task-orientated style most effective?
A
- situation involves team sports/ large numbers of performers
- decisions have to be made quickly
- limited time completed the task
- there is clear and specific goals
- task is complex or dangerous
- command style teaching
- cognitive learners
8
Q
Positives of autocratic and task orientated style
A
- clear direction and structure
- efficient decision making
- strong control
- improved focus on specific goals
- effective for new or inexperienced athletes
9
Q
Negatives of autocratic and task orientated style
A
- removes performer decision making
- leads to over reliance on the coach
- creates dependency on fixed practice
- can build a false sense of safety
- can become repetitive
- heavy work burden for leader
- no group consultation
- can result in disengagement of both individuals and group so impairing performance
10
Q
What is the democratic and person orientated style?
A
- this type of leader listens to the members of the group and follows their suggestions
- this is popular because it allows group input and shared decision making
- individuals feel like part of the group
- the person orientated style relies on group consultation and is based on the leader recognising the importance of group relationships
11
Q
When is the democratic and person orientated style most effective?
A
- situation involves individual sports/ individual coaching situations
- performers are more experienced
- friendly relationships with the group
- limited facilities are available
- decisions don’t have to be made quickly
- problem solving/ reciprocal
- associative/ autonomous
12
Q
Positives of democratic and person orientated style
A
- increased athlete engagement and buy in
- improved morale and team cohesion
- enhanced communication
- increased creativity
- development of leadership skills
- better problem solving
- stronger athlete- led motivation better
- adaptation to individual needs
13
Q
Negatives of democratic and person oriented style
A
- slower decision making
- potential for confusion
- challenges with discipline
- time consuming
- difficult within experienced athletes
14
Q
What is the laissez faire style
A
- this is a laid back, do-nothing approach that only works with experienced groups
- the leader lets the group get on with it
15
Q
When is the laissez faire style most effective?
A
- situations where athletes are highly skilled, self-motivated and capable of managing their own performance
- when athletes are focused on individuals development
- high trust and cohesion among team members
- smaller/ less competitive teams
16
Q
Positives of laissez faire style
A
- fostering athlete independence
- encouraging creativity
- developing leadership skills in athletes
- promoting high-level performers
- enhanced athlete satisfaction and motivation
- effective with experienced teams
17
Q
Negatives of laissez faire style
A
- lack of direction
- potential for decreased motivation
- lack of accountability
- limited skill development for less experienced athletes
- risk of poor communication
- erosion of team discipline
18
Q
Task-orientated/ autocratic approach
A
- larger groups or teams
- older players
- Male performers
- novices or weaker players
19
Q
Relationship-orientated/ democratic
A
- smaller groups or individuals
- younger players
- female performers
- experienced or highly skilled players
20
Q
Autocratic characteristics
A
Leader makes all the decisions with little or no input from team
21
Q
Autocratic (best used)
A
In high pressure situations, with novice players, or when quick decisions are needed
22
Q
Autocratic (Advantages)
A
- clear direction and control
- efficient in time sensitive situations
23
Q
Autocratic (disadvantages)
A
- can demotivate experienced players
- less creative input and ownership from team
24
Q
Democratic (characteristics)
A
- leader involves team in decision- making; open communication
25
Democratic style (best used)
- with experienced athletes or during training
26
Democratic style (advantages)
- encourages team unity and motivation
- players feel valued and involved
27
Democratic style (disadvantages)
- slower decision making
- may be less effective in crisis situations
28
Laissez faire (characteristics)
- leader takes a ‘hands off’ approach, allowing athletes full autonomy
29
Laissez faire (best used)
-with highly skilled, self motivated athletes
30
Laissez faire (advantages)
- encourages creativity and independence
31
Laissez faire (disadvantages)
- can lead to lack of direction and discipline
- risk of underperformance if athletes are not self—driven
32
Fiddlers contingency model
- suggested that the effectiveness of a leader is dependant on a combination of personality traits and the situation
- Fielder identified two types of leadership style:
. Task centred/ task orientated
. Relationship centred/ person orientated
33
According to Fiedler what does the correct style of leadership depend on?
The favourableness of the situation
34
Highly favourable situation
- leaders position is strong
- task is simple with clear structure
- warm group and leader relations
35
Highly unfavourable situation
- leaders position is weak
- task is complex with vogue structure
- hostile group and leader relations
36
What are autocratic leaders more effective in?
- both the most favourable and least favourable situations
37
What are Democratic leaders more effective in?
Moderately favourable situations
38
Relationship centred/ person-orientated leaders
- the leaders are focused on developing relationships
- they work hard to maintain communication with members
- always help to maintain levels of social interaction between members and themselves
- develop respect and trust with others
- these types of leaders are generally more effective with experienced, highly skilled athletes
- relationship orientated leaders better in moderate situations
39
Task centred/ task orientated leaders
- these leaders are more concerned with meeting goals and objectives
- they tend to create plans
- decide on priorities
- assign members to task
- ensure members stay on task, all with overall focus of increasing overall group productivity
- tend to be more effective with less experienced, less skills performers who need constant instruction and feedback
- task orientated leaders better in extreme situations
40
Chelladurai’s multidimensional model of leadership (MML)
- Chelladurai (1980) suggests that before a leadership style can be chosen, three characteristics or antecedents must be considered
- he argues that certain characteristics generate particular types of leader behaviour
41
What are the three characteristics affecting leaders behaviour?
1. Situational characteristics
2. Leader characteristics
3. Group member characteristics
42
Situational characteristics
- such as whether the opposition is strong or weak (task difficulty).
- group size, nature of the activity, time available
43
Leader characteristics
- such as the leaders level of experience, personality, whether task or social orientated, skill level
44
Group member characteristics
- such as experience, gender, age, motivation, ability, personality
45
What are the 3 types of leader behaviour?
When the three characteristics affecting leaders behaviour have been assessed, the next stage involves consideration of the three types of leader behaviour
1. Required behaviour
2. Actual behaviour
3. Preferred behaviour
High performance and satisfaction occur when all three align
46
Required behaviour
- this is the behaviour required by the situation or task e.g. the coach may need to give instructions quickly during a timeout as time is limited
- what the situation demands
47
Actual behaviour
- this is what the leader actually does in a situation e.g. the coach issues directions in an effective, clear manner.
- this is often determined by the experience of the coach
48
Preferred behaviour
- this is what the group want depending on their skill and goals e.g. a team which is goal-orientated will want clear instructions
49
Chelladurais multidimensional model of leadership[ (MML)
Characteristics affecting leaders behaviour
Type of leader behaviour
Situational characteristics required
Leader characteristics Actual
Member characteristics. Preferred
Consequences
Actual behaviour-> quality of performance
2. Levels of member satisfaction
50
The more the leaders actual behaviour matches the expectations and preferences of the members of the groups and the specific demands of the situation the greater the?
Groups satisfaction, enjoyment and performance is
51
How leaders are created (Trait AKA ‘Great Man’ therory)
- This theory suggests that leaders are born with the skills
- Early research into leadership suggested that leaders are ‘born not made’ i.e. they possess personality traits that suit them to a leadership role
- The great man theory suggests that a great leader in one sphere (e.g. work) would also be a good leader in another (sports)
- suggests leaders are born with certain personality traits (confidence, charisma, intelligence)
- assumes leadership is innate, not learned
52
Weakness of the trait AKA ‘Great Man’ theory?
- this approach has not been widely supported and is now generally accepted that there is no definitive set of traits that characterise a good leader
- doesn’t account for different contexts or skill development
53
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 experiences’
- suggests leadership is learned through observing and imitating role modes (e.g. coaches, senior players)
- reinforced through rewards and praise
E.g. a newcomer to a team watches how the captain handles a disagreement between players. When a captain is successful in their efforts, the newcomer will remember how the disagreement was handed and this is likely to used the same approach themselves
54
Criticism of social learning theory
- doesn’t take into account the trait approach
55
Interactionist theory
- leaders emerge because of inherited abilities (traits) and learned skills (social)
- this theory gives a more realistic explanation of human behaviours in sport.
- this approach considers other factors that would affect the effectiveness of leadership, mainly interactions between the individual and the situation which they find themselves
- combines trait and social learning perspectives
- suggests leadership is a product of both personality and environment
- some individuals may show leadership in certain situations but not others
56
What are the two main types of leaders identified through the interactionist approach
1. Person/ relationship-orientated leaders
2. Task orientated leaders
