Lessons in leadership
                          from sport
                          Dr Sue Bridgewater




Warwick Busine...
What are the key challenges?

   It is turbulent
   Results-oriented
   Short-term
   Short term
   Deciding what constitu...
More than half the managers in football change
                       g                    g
jobs every season




Warwick...
Not a job for the faint hearted (Brian Laws)
                  faint-hearted




Warwick Business School                  ...
And it isn t just in football
       isn’t




Warwick Business School         5
What can we learn about the reasons why this
                                      y
happens…
   What are the particular c...
The Challenges of Leadership in Sport

   The ultimate results business




Warwick Business School                 7
Points mean Prizes!

   Every p
       y place in the Premiership league tables means
                                    ...
Challenges

       The ultimate results-based business.
       High pressure.
       High profile.
       Short timescales...
From hero to zero in next to no time …




 New Era for England
 McClaren’s first press
conference 11th August
        200...
… and back again




McClaren leads Dutch FC Twente to first
league title since 1926 in May 2010.
                        ...
So is he a good or bad manager?

   This depends on a number of issues to do with our
   measurement of success.
   Timesc...
What is success?

   27 managers have achieved a win percentage of
   over 50 % since 1992




Warwick Business School    ...
Top Win percentages over total tenure (1/10/2009)
 Manager               Club               Games          Wins         % ...
Top Win percentages over total tenure
 Manager               Club               Games          Wins         % Wins
Jose Mo...
Rising Stars: Managed under 100 games
Manager               Club                Number of Games   Number of wins   Win %
M...
Top Win Percentage in one season

2004-05               Chelsea          Jose Mourinho   76.32
2005-06               Chels...
Top Win % per season excluding Top Four Clubs
  p       p                  g p
 Season               Club              Nam...
Unsung heroes who have outperformed wage rank


                           Number of League places (1-92) above
          ...
Disparate and Demanding Stakeholders




Warwick Business School                20
Highly involved stakeholders

   Very politicised
   May be judged on short-term measures
   May be measure on “perceived”...
Scapegoating or “The Blame Game”
                 The       Game

   Bibeault (1982) says that sometimes change of
   lead...
The Blame Game

   Involves ritual sacrificing of someone, usually the
   coach, for poor performance
   BUT
   Is this a ...
Impact of Changing Leaders

   “Conventional wisdom holds that changing leaders will
                                     ...
Warwick Business School   25
Actual Performance over time

   George Graham Average Points per game = 1.75
   Bruce Rioch Average Points per game = 1.7...
Warwick Business School   27
Leadership

   There are two main schools of leadership theory:
       Individualistic
       Contextual
   Individualisti...
Attributes which contribute to success




Warwick Business School                  29
are
are…

   Passion
   Resilience
   Will to win
   Ability to manager up, down and sidewards
   Ability to spot and deve...
Talent Management

   Knitting together specialists
   Attracting, motivating and retaining talent
   Deciding when to let...
Managing the Performance of Talented Individuals




Warwick Business School                            32
More details of the football analysis available in…
                                                in




Warwick Busines...
Warwick Business School
 Building on 40 years of innovation, diversity and success
 Dates for
 D t f your di
            d...
Upcoming SlideShare
Loading in...5
×

Leadership in sport

3,705

Published on

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
3,705
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
102
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Leadership in sport

  1. 1. Lessons in leadership from sport Dr Sue Bridgewater Warwick Business School 1
  2. 2. What are the key challenges? It is turbulent Results-oriented Short-term Short term Deciding what constitutes success Managing highly involved stakeholders Talent Management Warwick Business School 2
  3. 3. More than half the managers in football change g g jobs every season Warwick Business School 3
  4. 4. Not a job for the faint hearted (Brian Laws) faint-hearted Warwick Business School 4
  5. 5. And it isn t just in football isn’t Warwick Business School 5
  6. 6. What can we learn about the reasons why this y happens… What are the particular challenges of sport? How do we measure success? What influences success? How do these lessons apply to business more broadly? Warwick Business School 6
  7. 7. The Challenges of Leadership in Sport The ultimate results business Warwick Business School 7
  8. 8. Points mean Prizes! Every p y place in the Premiership league tables means p g an extra £0.5million. Average revenue for Champions League Q lifi i £30 illi Qualification £30million. Promotion from Championship to Premiership is worth over £30million. £30million The play-off final from English Championship to p premiership ( p (levels 2 to 1) is the most financially ) y significant football match in the world. Warwick Business School 8
  9. 9. Challenges The ultimate results-based business. High pressure. High profile. Short timescales for delivery. Disparate and demanding stakeholders. Performance depends on getting best from a team of talented individuals. individuals Team has different specialisms (goalkeeping, defence, midfield, strikers; bowlers, batsmen, wicketkeepers and so on). on) Specialists must work well together to deliver results. Warwick Business School 9
  10. 10. From hero to zero in next to no time … New Era for England McClaren’s first press conference 11th August 2006 The “Wally with the brolly” sacked 22nd N d November 2007 b “I’ll fight on” vows McClaren after draw against Macedonia and loss to g Croatia threatens Euro 2008 qualification October 2006 Warwick Business School 10
  11. 11. … and back again McClaren leads Dutch FC Twente to first league title since 1926 in May 2010. McClaren moves to Bundesliga 2009 g champions Wolfsburg May 2010 on £2.5 million per annum deal. Warwick Business School 11
  12. 12. So is he a good or bad manager? This depends on a number of issues to do with our measurement of success. Timescale What measure is used Whether we mitigate this by availability/quality of resources Whether this is distorted by the p y perception of p different stakeholders (eg: fans, media) Warwick Business School Dr Duncan Angwin 2009 12
  13. 13. What is success? 27 managers have achieved a win percentage of over 50 % since 1992 Warwick Business School 13
  14. 14. Top Win percentages over total tenure (1/10/2009) Manager Club Games Wins % Wins Jose Mourinho Chelsea 185 124 67.03 Steve Bruce Sunderland 9 6 66 Kevin Keegan Fulham 61 38 62.3 Steve Bruce Crystal Palace 18 11 61 Eddie Howe Bournemouth 35 21 60 Paul Ince MK Dons 33 55 60 Alex Ferguson Manchester United 1286 754 58.63 Rafael Benitez Liverpool 304 175 57.57 Arsene Wenger g Arsenal 745 428 57.45 Steve Thompson Southend United 14 8 57.14 Luis Felipe Scolari Chelsea 36 20 56 Peter Taylor Brighton 38 21 55.26 Kevin Keegan g Newcastle United 251 138 54.98 Peter Taylor Gillingham 62 34 54.84 Ossie Ardiles WBA 55 30 54.55 Martin Allen MK Dons 55 28 54.35 Claudio Ranieri Cl di R i i Chelsea Ch l 199 107 53.77 53 77 Warwick Business School 14
  15. 15. Top Win percentages over total tenure Manager Club Games Wins % Wins Jose Mourinho Chelsea 185 124 67.03 Steve Bruce Sunderland 9 6 66 Kevin Keegan Fulham 61 38 62.3 Steve Bruce Crystal Palace 18 11 61 Eddie Howe Bournemouth 35 21 60 Paul Ince MK Dons 33 55 60 Alex Ferguson Manchester United 1286 754 58.63 Rafael Benitez Liverpool 304 175 57.57 Arsene Wenger g Arsenal 745 428 57.45 Steve Thompson Southend United 14 8 57.14 Luis Felipe Scolari Chelsea 36 20 56 Peter Taylor Brighton 38 21 55.26 Kevin Keegan g Newcastle United 251 138 54.98 Peter Taylor Gillingham 62 34 54.84 Ossie Ardiles WBA 55 30 54.55 Martin Allen MK Dons 55 28 54.35 Claudio Ranieri Cl di R i i Chelsea Ch l 199 107 53.77 53 77 Warwick Business School 15
  16. 16. Rising Stars: Managed under 100 games Manager Club Number of Games Number of wins Win % Mark Robins Barnsley 6 3 50 Eddie Howe Bournemouth 35 21 60 Steve Coppell Brentford (01/02) 54 27 50 Peter Taylor Brighton 38 21 55.26 Mervyn Day Carlisle 62 32 51.6 Luis Felipe Scolari Chelsea 36 20 56 Steve Bruce Crystal Palace 18 11 61 Kevin Keegan Fulham 61 38 62.3 Peter Taylor Gillingham 62 34 54.84 Martin Allen Leicester City 4 2 50 Martin Allen MK Dons 55 28 54.35 Paul Ince MK Dons 33 55 60 Barry Fry Southend United 30 15 50 Steve Thompson Southend United 14 8 57.14 Steve Bruce Sunderland 9 6 66.00 Ossie Ardiles WBA 55 30 54.55 Ray Matthias Wigan 62 32 51.61 Warwick Business School 16
  17. 17. Top Win Percentage in one season 2004-05 Chelsea Jose Mourinho 76.32 2005-06 Chelsea Jose Mourinho 76.32 1999-00 Manchester Utd Alex Ferguson 73.68 2006-07 Manchester Utd Alex Ferguson 73.68 2007-08 Manchester Utd Alex Ferguson 71.05 2001-02 Arsenal Arsene Wenger 68.42 2003-04 Arsenal Arsene Wenger 68.42 1998 99 1998-99 Fulham Kevin Keegan 67.39 67 39 2001-02 Manchester C Kevin Keegan 67.39 2001-02 Plymouth Paul Sturrock 67.39 1998-99 Sunderland Peter Reid 67.39 2005-06 Reading Steve Coppell 67.39 2002-03 Manchester Utd Alex Ferguson 65.79 2005-06 Manchester Utd Alex Ferguson 65.79 Warwick Business School 17
  18. 18. Top Win % per season excluding Top Four Clubs p p g p Season Club Name % Wins 1998-99 Fulham Kevin Keegan 67.39 2001 02 2001-02 Manchester City Kevin Keegan 67.39 67 39 2001-02 Plymouth Paul Sturrock 67.39 1998-99 Sunderland Peter Reid 67.39 2005-06 Reading Steve Coppell 67.39 2000-01 2000 01 Fulham Jean Tigana 65.22 65 22 2001-02 Luton Joe Kinnear 65.22 2007-08 Leeds Dennis Wise 64.29 1994-95 Blackburn Kenny Dalglish 64.29 1994-95 1994 95 Carlisle Mick Wadsworth 64.29 64 29 1995-96 Newcastle Kevin Keegan 63.16 2002-03 Portsmouth Harry Redknapp 63.04 1992-93 Newcastle Kevin Keegan 63.04 2004-05 2004 05 Sunderland S d l d Mick McCarthy Mi k M C th 63.04 63 04 2004-05 Luton Mike Newell 63.04 2002-03 Wigan Paul Jewell 63.04 1996-97 Bolton Colin Todd 60.87 2008-09 2008 09 Peterborough P t b h Darren F D Ferguson 60.87 60 87 1997-98 Nottingham Fst Dave Bassett 60.87 1999-00 Preston David Moyes 60.87 Warwick Business School 18
  19. 19. Unsung heroes who have outperformed wage rank Number of League places (1-92) above wage rank (1-92) Rank Manager 03/04 04/05 05/06 06/07 07/08 Average 1 Tony Pulis 5 6 6 7 10 6.6 2 Steve McClaren 7 5 - - - 6 3 Sam Allardyce 10 10 6 9 -7 5.6 4 Brian Laws - - - 8 3 5.5 5 Billy Davies - 11 10 1 -1 5.3 6 Paul Jewell 7 8 7 -1 - 5.3 7 Bobby Williamson - 5 5 - - 5 8 Ian Holloway 6 6 -5 0 13 4 9 Neil Warnock 3 4 3 1 8 3.8 10 Paul Sturrock 4.5 - -1 0 10 3.4 Warwick Business School 19
  20. 20. Disparate and Demanding Stakeholders Warwick Business School 20
  21. 21. Highly involved stakeholders Very politicised May be judged on short-term measures May be measure on “perceived” not actual success perceived May become scapegoat for others Warwick Business School Dr Duncan Angwin 2009 21
  22. 22. Scapegoating or “The Blame Game” The Game Bibeault (1982) says that sometimes change of leader in necessary because: “to succeed, a turnaround must begin by destroying , g y y g [the] atmosphere of hopelessness and discarding the world view that led to it. Since both are embodied in the organization’s people, especially its top management, the top management as a group must be replaced ” replaced.” Warwick Business School 22
  23. 23. The Blame Game Involves ritual sacrificing of someone, usually the coach, for poor performance BUT Is this a downturn or blip Is “cycling” likely to help performance? cycling Would changing the coach change the “atmosphere of hopelessness” p Will it make a difference? Warwick Business School 23
  24. 24. Impact of Changing Leaders “Conventional wisdom holds that changing leaders will g g improve organizational performance. In contrast, it has either been argued that, because of its disruptiveness, succession will have a negative impact on organizational effectiveness effectiveness, or that succession has no causal impact and is better viewed as ritual scapegoating.” Brown 1980 “laying of blame on an individual level, can be interpreted as a mechanism designed to hide the flaws in the social structure and to distract public opinion.” Bonazzi 1983 Warwick Business School 24
  25. 25. Warwick Business School 25
  26. 26. Actual Performance over time George Graham Average Points per game = 1.75 Bruce Rioch Average Points per game = 1.79 Arsène Wenger Average points per game = 1 97 1.97 Warwick Business School 26
  27. 27. Warwick Business School 27
  28. 28. Leadership There are two main schools of leadership theory: Individualistic Contextual Individualistic schools (trait, contingency, transformational) believe in the power of the leader to change an organisation Contextual schools argue that other factors such as availability of resources, structure etc. determine success. Warwick Business School 28
  29. 29. Attributes which contribute to success Warwick Business School 29
  30. 30. are are… Passion Resilience Will to win Ability to manager up, down and sidewards Ability to spot and develop talent Ability to manage talented and “mercurial” characters Charisma Warwick Business School 30
  31. 31. Talent Management Knitting together specialists Attracting, motivating and retaining talent Deciding when to let them go Managing “mercurial” characters Getting them to perform consistently on “match match- day” Warwick Business School 31
  32. 32. Managing the Performance of Talented Individuals Warwick Business School 32
  33. 33. More details of the football analysis available in… in Warwick Business School 33
  34. 34. Warwick Business School Building on 40 years of innovation, diversity and success Dates for D t f your di diary Forum hosted by Arup Firefighting - people before fires wbs.ac.uk/alumni/events Des Pritchard, 13 July, 6.45pm, Chief Fire Officer, East Sussex Academic Update: 19 June 2010 Service Transformation Warwick Business School wbs.ac.uk/alumni/events 34 Warwick Business School 34
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×