Leadership
PHED 1027
Week 8
March 4th
Last Call
• Standard First Aid
• March 8, 9th (approx. 9-4PM)
• $100.00
• Contact Michelle in the gym office
• Michelle.zurawski@canadorec.on.ca
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
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)
Chelladurai’s 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
Leader Behaviour...
• An historical perspective
A Classic Rivalry...
OHIO STATE VS. MICHIGAN
1. Leader is concerned 1. Leader is concerned
about members’ well- with employee
being orientation
2. Well defined roles 2. Focuses on
within the organization productivity
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:
Dimensions of Leader Behaviour
in Sport: (Chelladurai & Saleh, 1980)
• Training and instruction
• Social support
• Positive feedback
• Democratic behaviour
• Autocratic behaviour
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
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)
Antecedent variables
• Variables that exist prior to the observed leader
behaviour
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.
Multidimensional Model of Leadership:
(Chelladurai, 1990)
Antecedents Leader Behaviour Consequences
Situational Required
Characteristics
Performance
Leader Actual
Characteristics
Satisfaction
Member Preferred
Characteristics
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
Multidimensional Model of Leadership:
(Chelladurai, 1990)
Antecedents Leader Behaviour Consequences
Situational Required
Characteristics
Performance
Leader Actual
Characteristics
Satisfaction
Member Preferred
Characteristics
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
a) Youth volunteers or b) Senior volunteers?
• The nature of the group will influence the required
leader behaviour in a specific situation
Multidimensional Model of Leadership:
(Chelladurai, 1990)
Antecedents Leader Behaviour Consequences
Situational Required
Characteristics
Performance
Leader Actual
Characteristics
Satisfaction
Member Preferred
Characteristics
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
Multidimensional Model of Leadership:
(Chelladurai, 1990)
Antecedents Leader Behaviour Consequences
Situational Required
Characteristics
Performance
Leader Actual
Characteristics
Satisfaction
Member Preferred
Characteristics
Member Characteristics &
Preferred Behaviour
• How will a coach’s behaviour differ between a
rookie and a veteran player?
• How will a coach’s behaviour differ between a
highly motivated athlete and a less motivated
athlete?
• Individual differences influence members’
preferences for particular leader behaviours
Multidimensional Model of Leadership:
(Chelladurai, 1990)
Antecedents Leader Behaviour Consequences
Situational Required
Characteristics
Performance
Leader Actual
Characteristics
Satisfaction
Member Preferred
Characteristics
Actual Leader Behaviour
• Adaptive behaviour (situation)
• Reactive behaviour (members)
• These two forms of behaviour are a function of
the leader’s PERSONALITY & ABILITY
• What type of leader are you?
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?
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
Where do you place yourself?
Member Self
Juggler Planner
Thinker Empathizer
Closer Researcher
Multidimensional Model of Leadership:
(Chelladurai, 1990)
Antecedents Leader Behaviour Consequences
Situational Required
Characteristics
Performance
Leader Actual
Characteristics
Satisfaction
Member Preferred
Characteristics
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?
Multidimensional Model of Leadership:
(Chelladurai, 1990)
Antecedents Leader Behaviour Consequences
Situational Required
Characteristics
Performance
Leader Actual
Characteristics
Satisfaction
Member Preferred
Characteristics
FEEDBACK
• Good leaders alter their behaviour to better suit
the situation and the needs of members
• In other words, they are
TRANSFORMATIONAL leaders
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
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?
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?