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Leadership in Sport Management

Leadership in Sport Management. Sport Management EDSS 672 January 30, 2007. The Age-old Question. Are leaders born, or made? HBJ , and others say: both General Impacts: Traits Formal Experience Informal Experience Practice. What Makes a Great Leader?. Some “Favorite Persons”:

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Leadership in Sport Management

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  1. Leadership in Sport Management Sport Management EDSS 672 January 30, 2007

  2. The Age-old Question • Are leaders born, or made? • HBJ, and others say: both General Impacts: Traits Formal Experience Informal Experience Practice

  3. 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

  4. 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?

  5. 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

  6. 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 one’s 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.

  7. 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.

  8. Still More • “If there’s a clear distinguishing feature about the process of leading, it’s in the distinction between mobilizing others to do and mobilizing others to want to do…leaders mobilize others to want to act because of the credibility they have.” ---Kouzes and Posner, 2001.

  9. Leadership Defined • Broader concept than management • Distinction: Organizational goals -Management: for goals of the org. -Leadership: could be for any one, anything • Don’t forget: Management is a special kind of leadership, goals of the organization are “paramount”.

  10. 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

  11. Differentiation (Bennis) A LeaderA 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

  12. 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

  13. Hierarchy of Needs (Maslow) • One of all time classics • Needs • Physiological • Safety • Social • Esteem • Self-actualization

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

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

  16. Trait Theory • Predict leadership success by knowing a person’s traits? • Jennings, 1982, none after 50 years • No set of traits clearly predicts, Yukl -increased likelihood, no guarantees • Note Yukl’s list of traits in text • Bennis: Four traits/competencies

  17. Situational Leadership Theory • Natural Outgrowth of Deficiencies in other theories • No guarantees of effectiveness • No best style • Transactional in nature • HBJ SLT

  18. 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…

  19. Purpose of LPI • Learn more about yourself and leadership • Identify exemplary leadership practices • Identify important leadership commitments • Application

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

  21. 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

  22. 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

  23. 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?

  24. 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

  25. 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

  26. 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

  27. 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

  28. 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 people’s choices public and visible to others

  29. 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

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