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Leadership

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Leadership PHED 1027 Week 8 March 4th If leadership is a behavioural process, then WHAT the leader does is important, not on who the leader is. * T&I - Behaviour ... – PowerPoint PPT presentation

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Title: Leadership


1
Leadership
  • PHED 1027
  • Week 8
  • March 4th

2
Last Call
  • Standard First Aid
  • March 8, 9th (approx. 9-4PM)
  • 100.00
  • Contact Michelle in the gym office
  • Michelle.zurawski_at_canadorec.on.ca

3
NCCP Opportunity
  • Introduction to Competition - PART A (multi)
  • Wednesday evenings, 7-10 PM (H112)
  • March 19th, March 26th, April 2nd
  • 90.00, cheques payable to North Bay Youth
    Volleyball Club (or cash) to Barb
  • Deadline for registration Wednesday, March 12th

4
Leadership
  • Remember our definition?
  • A unique combination of individual qualities
    which enable others to achieve collective and
    personal goals.
  • The quality of having an intentional positive
    influence on the lives and behaviours of others.
    (CAHPERD)

5
Chelladurais elements of leadership
  • Leadership is a behavioural process
  • Leadership is interpersonal in nature
  • Leadership is aimed at influencing and motivating
    members toward group or organizational goals

6
Leader Behaviour...
  • An historical perspective

7
A Classic Rivalry...
  • OHIO STATE VS.
  • Leader is concerned about members well-being
  • Well defined roles within the organization
  • MICHIGAN
  • Leader is concerned with employee orientation
  • Focuses on productivity

8
The Problem?
  • Leader behaviours are not easily categorized into
    one or two areas
  • More recently, research has identified many more
    dimensions of leader behaviour (e.g. Yukl
    identified 11)
  • Chelladurai and Saleh (1980) have identified only
    5 dimensions of sport leadership behaviour

9
Dimensions of Leader Behaviour in Sport
(Chelladurai Saleh, 1980)
  • Training and instruction
  • Social support
  • Positive feedback
  • Democratic behaviour
  • Autocratic behaviour

10
BUT....
  • Leader behaviours are only one piece of the
    puzzle the characteristics of the INDIVIDUALS
    with whom the leader works and the SITUATION also
    define leadership.
  • Several theories have been proposed which suggest
    that behaviour is CONTEXTUAL

11
So...
  • Chelladurai has proposed a model that combines
    current theories of leadership
  • The model focuses on three states of leader
    behaviour
  • Required (expectations, limits)
  • Preferred (by members)
  • Actual (adaptive reactive behaviours)

12
Antecedent variables
  • Variables that exist prior to the observed leader
    behaviour

13
Antecedents
  • Situational Characteristics size of the group,
    location , task, goals, norms, etc.
  • Leader Characteristics qualities, skills, norms,
    codes of conduct, organizational goals, etc.
  • Member characteristics age, ability, etc.

14
Multidimensional Model of Leadership (Chelladura
i, 1990)
Antecedents
Leader Behaviour
Consequences
Situational Characteristics
Required
Performance Satisfaction
Leader Characteristics
Actual
Member Characteristics
Preferred
15
Situational Characteristics Required Behaviour
  • How is the conduct of a paid coach different from
    a volunteer coach?
  • How is the required behaviour of a coach
    different from that of the Athletic Director?
  • Codes of conduct and social norms in various
    contexts form the situational characteristics
    affecting leadership behaviour

16
Multidimensional Model of Leadership (Chelladura
i, 1990)
Antecedents
Leader Behaviour
Consequences
Situational Characteristics
Required
Performance Satisfaction
Leader Characteristics
Actual
Member Characteristics
Preferred
17
Member Characteristics Required Behaviour
  • How do the demands upon the leader differ when
    coming from
  • a) a volunteer or b) a professional or paid
    employee?
  • How does the leader behaviour differ when dealing
    with
  • Youth volunteers or b) Senior volunteers?
  • The nature of the group will influence the
    required leader behaviour in a specific situation

18
Multidimensional Model of Leadership (Chelladura
i, 1990)
Antecedents
Leader Behaviour
Consequences
Situational Characteristics
Required
Performance Satisfaction
Leader Characteristics
Actual
Member Characteristics
Preferred
19
Situational Characteristics Preferred Behaviour
  • How much guidance does a maintenance worker (e.g.
    routine tasks) require versus an athlete?
  • How does preferred behaviour differ between an
    individual sport versus a team sport?
  • Leader behaviour should reflect the nature of the
    tasks

20
Multidimensional Model of Leadership (Chelladura
i, 1990)
Antecedents
Leader Behaviour
Consequences
Situational Characteristics
Required
Performance Satisfaction
Leader Characteristics
Actual
Member Characteristics
Preferred
21
Member Characteristics Preferred Behaviour
  • How will a coachs behaviour differ between a
    rookie and a veteran player?
  • How will a coachs behaviour differ between a
    highly motivated athlete and a less motivated
    athlete?
  • Individual differences influence members
    preferences for particular leader behaviours

22
Multidimensional Model of Leadership (Chelladura
i, 1990)
Antecedents
Leader Behaviour
Consequences
Situational Characteristics
Required
Performance Satisfaction
Leader Characteristics
Actual
Member Characteristics
Preferred
23
Actual Leader Behaviour
  • Adaptive behaviour (situation)
  • Reactive behaviour (members)
  • These two forms of behaviour are a function of
    the leaders PERSONALITY ABILITY
  • What type of leader are you?

24
Leadership Style Personality Type
  • Complete the questionnaire to determine your
    personality profile as it relates to leadership
  • Tear off the score sheet at the back
  • What are your dominant traits?

25
How can you use this information?
  • Recognize that we each approach challenges in
    different ways
  • Dealing with those differences is a key
    leadership skill particularly if you are in a
    position to build a team
  • There is no CORRECT personality all styles have
    an important role to play in your organization
  • The key is to recognize which styles work best
    together

26
Where do you place yourself?
  • Member Self
  • Juggler Planner
  • Thinker Empathizer
  • Closer Researcher

27
Multidimensional Model of Leadership (Chelladura
i, 1990)
Antecedents
Leader Behaviour
Consequences
Situational Characteristics
Required
Performance Satisfaction
Leader Characteristics
Actual
Preferred
Member Characteristics
28
Performance Satisfaction
  • The degree to which the three state of leader
    behaviour are congruent ? in other words, how
    closely does the actual behaviour come to the
    preferred and required behaviours?

29
Multidimensional Model of Leadership (Chelladura
i, 1990)
Antecedents
Leader Behaviour
Consequences
Situational Characteristics
Required
Performance Satisfaction
Leader Characteristics
Actual
Preferred
Member Characteristics
30
FEEDBACK
  • Good leaders alter their behaviour to better suit
    the situation and the needs of members
  • In other words, they are TRANSFORMATIONAL leaders

31
Transformational Leaders
  • Visionary
  • Affect the emotions, values, goals, self-esteem
    and needs of members
  • Influence the aspirations of members so that they
    put forth greater effort and thus, exceed
    performance expectations

32
Dimensions of the Transformational
Leader (Rafferty Griffin, 2004)
  • Vision
  • Inspirational Communication
  • Supportive Leadership
  • Intellectual Stimulation
  • Personal Recognition
  • Can you think of a transformational leader in
    sport?

33
What about CHARISMA?
  • A personal gift or resource that leaders
    exploit successfully in transforming their
    organization and their members
  • Charismatic leaders make you want to follow!
  • Followers hold the leader in high regard as a
    superhuman or a hero
  • Who do you feel is a charismatic leader?
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