Coach Knight<br />Organizational Behavior<br />Tom Charley<br />Chih-ho Kung<br />Napapan “Nooney Looney” Nilasri<br />Pat...
Executive Summary<br />Background<br />Leadership Style<br />Motivational Concepts<br />Comparisons<br />Corporate Fit<br ...
Background<br />Accomplishments:<br /><ul><li>Most career NCAA Division I men's college basketball victories
3 NCAA championships
Last undefeated team
6 x Big Ten Coach of the Year</li></li></ul><li>Background<br />Controversies:<br /><ul><li>1985 - Throws a chair cross court
1997 - Video of Knight choking a player
2000 - Fired for violation a “Zero tolerance” policy at Indiana
Various foul-mouthed tirades</li></li></ul><li>Background<br />Coaching Legacy:<br /><ul><li>Mike Krzyzewski- Head Coach, ...
Isiah Thomas - Indiana Pacers, New York Knicks
Pat Knight - Head Coach, Texas Tech, former Bob Knight kick victim</li></li></ul><li>Sights & Sounds<br />Video clip: Bobb...
Sights & Sounds<br />
Machiavellian?<br /><ul><li>Should a leader be loved or feared? Which was Knight?
Do the ends justify the means?
Would he have been as successful with another style?
Could he have adapted?</li></li></ul><li>OB vs. Basketball?<br /><ul><li>Why is this case important?
What can we learn from an old, disgruntled basketball coach?</li></ul>Leadership Style!<br />
Emotional Intelligence<br />Motivation<br />(High)<br />Self Regulation<br />(Low)<br />Self Awareness<br />(High)<br />Em...
Individual Influences on Experiencing Stress<br />Type A vs. Type B personalities<br /><ul><li>Competitive, aggressive, im...
 Appraise any event as a stressor</li></li></ul><li>Leadership Traits<br />High<br />High<br />High<br />High<br />Medium<...
Leadership Styles<br /><ul><li>Job-centered (authoritarian)
Employee-centered (participative/delegative)</li></ul>Authoritarian<br />Participative<br />Delegative<br />Leader<br />Le...
Situational Characteristics<br />Position Power<br />(High)<br />Task Structure<br />(High)<br />Leader – Member Relations...
Leadership Theory<br /><ul><li>Path-Goal Leadership</li></ul>“Kids will be satisfied with what you tolerate. If a coach to...
Leadership Style<br /><ul><li>Directive Leader</li></ul>“Follow our rules, do exactly what we tell you and you will not lo...
The Effects on Companies<br />Pros:<br />Cons:<br /><ul><li>Disciplined
Identical ideology established
Fair Reward and Punishment system
Standard operating procedure
Less flexibility
Limitations & Restrictions
Hierarchy
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Organization Behavior Presentation (Leadership/Motivation)

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This is a group presentation created for my Organization Behavior course. This project highlights leadership tactics and managerial motivation through famous NCAA basketball coach Bob Knight. The presentation also compares the styles of Coach Knight with Coach Krzyzewski and Starbucks CEO Howard Shultz.

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  • (172)Self awareness – understand how the feelings, beliefs, and behaviors affect themselves and others (High)Self regulation – the ability to control one’s emotion (Low)Motivation – need for achievement (High)Empathy – thoughtfully considering others’ feelings when making decisions and weighting those feelings appropriately (Low)Social skill – the ability to build the effective relationships with the goal of moving people towards a desired outcome (Low)
  • (233)Type A – competitive, aggressive, impatient - Push themselves to achieve higher and higher goals until they become frustrated, irritated, anxious, and hostile
  • (258)Drive – amount of ambition, persistence, tenacity, and initiative that people possess.Motivation –the person’s desire to lead, influence others, assume responsibility and gain power.Integrity – maintain consistency between what they say and what they do. Gain trust from followersSelf Confidence – confident in their actions and shows that confidence to othersCognitive ability – able to process complex info and deal with changing environmentKnowledge with the domain – allows leaders to make better decision, anticipate future problems, and understand the implication of their actions
  • (262)Job centered – the leader emphasizes employee tasks in a method used to accomplish themEmployee centered – the leader emphasizes employee’s personal needs and the development of interpersonal relationship
  • Leader – member relationship – the degree to which a leader is respected and accepted as a leader and has friendly interpersonal relationTask structure – the degree to which tasks can be broken down into easily understood stepsPosition power – the degree to which a leader can reward, punish, promote, or demote individuals in the unit or organization(264)
  • Path goal leadership theory – leader’s effectiveness depends on the degree to which a leader enhances a performance, expectancy and valences of his subordinates 267
  • Directive leader (267) – behavior which is characterized by implementing guidelines, providing information on what is expected, setting definite performance standard, and ensuring individuals follow the rulesNegative reinforcement (112)– a behavior which is followed by the withdraw of the previously encountered negative consequence, thereby increasing the likelihood of that behavior will be repeated in the same or similar circumstancePunishment – a behavior is followed by a negative consequence thereby removing the likelihood of that behavior will be repeated in the same or similar circumstance
  • Locus of control - degree to which an individual attributes control of events to self or external factors (High)Authoritarianism -degree to which individual believes in conventional values, obedient to authority, and legitimacy of powers, differences in society.(High)Self-monitoring:-degree to which individual attempts ot present an image he or she thinks others want to see in a given situation (Achievement motivation - degree to which an individual desires to perform in terms of excellence or to succeed in competitive situation (High)Approval motivation-degree to which an individual is concerned about presenting self in a socially desirable way in an evaluative situation (Low)
  • Transcript of "Organization Behavior Presentation (Leadership/Motivation)"

    1. 1. Coach Knight<br />Organizational Behavior<br />Tom Charley<br />Chih-ho Kung<br />Napapan “Nooney Looney” Nilasri<br />Pat McIlwain<br />Joey Nachinson<br />Sanjay Rathore<br />
    2. 2. Executive Summary<br />Background<br />Leadership Style<br />Motivational Concepts<br />Comparisons<br />Corporate Fit<br />Ends / Means<br />
    3. 3. Background<br />Accomplishments:<br /><ul><li>Most career NCAA Division I men's college basketball victories
    4. 4. 3 NCAA championships
    5. 5. Last undefeated team
    6. 6. 6 x Big Ten Coach of the Year</li></li></ul><li>Background<br />Controversies:<br /><ul><li>1985 - Throws a chair cross court
    7. 7. 1997 - Video of Knight choking a player
    8. 8. 2000 - Fired for violation a “Zero tolerance” policy at Indiana
    9. 9. Various foul-mouthed tirades</li></li></ul><li>Background<br />Coaching Legacy:<br /><ul><li>Mike Krzyzewski- Head Coach, Duke University
    10. 10. Isiah Thomas - Indiana Pacers, New York Knicks
    11. 11. Pat Knight - Head Coach, Texas Tech, former Bob Knight kick victim</li></li></ul><li>Sights & Sounds<br />Video clip: Bobby Knight in action<br />
    12. 12. Sights & Sounds<br />
    13. 13. Machiavellian?<br /><ul><li>Should a leader be loved or feared? Which was Knight?
    14. 14. Do the ends justify the means?
    15. 15. Would he have been as successful with another style?
    16. 16. Could he have adapted?</li></li></ul><li>OB vs. Basketball?<br /><ul><li>Why is this case important?
    17. 17. What can we learn from an old, disgruntled basketball coach?</li></ul>Leadership Style!<br />
    18. 18. Emotional Intelligence<br />Motivation<br />(High)<br />Self Regulation<br />(Low)<br />Self Awareness<br />(High)<br />Emotional Intelligence<br />Social Skill<br />(Low)<br />Empathy<br />(Low)<br />
    19. 19. Individual Influences on Experiencing Stress<br />Type A vs. Type B personalities<br /><ul><li>Competitive, aggressive, impatient</li></ul>Experiences more stress for 2 reasons<br /><ul><li> Create more stressors
    20. 20. Appraise any event as a stressor</li></li></ul><li>Leadership Traits<br />High<br />High<br />High<br />High<br />Medium<br />Medium<br />
    21. 21. Leadership Styles<br /><ul><li>Job-centered (authoritarian)
    22. 22. Employee-centered (participative/delegative)</li></ul>Authoritarian<br />Participative<br />Delegative<br />Leader<br />Leader<br />Leader<br />Employee<br />Employee<br />Employee<br />
    23. 23. Situational Characteristics<br />Position Power<br />(High)<br />Task Structure<br />(High)<br />Leader – Member Relationship <br />(medium)<br />
    24. 24. Leadership Theory<br /><ul><li>Path-Goal Leadership</li></ul>“Kids will be satisfied with what you tolerate. If a coach tolerates mistakes, kids will be satisfied with mistakes.”<br />
    25. 25. Leadership Style<br /><ul><li>Directive Leader</li></ul>“Follow our rules, do exactly what we tell you and you will not lose.”<br /><ul><li>Motivational style</li></ul>Negative Reinforcement<br /><ul><li>Punishment</li></li></ul><li>Cognitive & Motivational Concept<br />Locus of control<br />(High)<br />Self-monitoring<br />(High)<br />Approval motivation<br />(Low)<br />Authoritarianism<br />(High)<br />Achievement motivation<br />(High)<br />
    26. 26. The Effects on Companies<br />Pros:<br />Cons:<br /><ul><li>Disciplined
    27. 27. Identical ideology established
    28. 28. Fair Reward and Punishment system
    29. 29. Standard operating procedure
    30. 30. Less flexibility
    31. 31. Limitations & Restrictions
    32. 32. Hierarchy
    33. 33. Less emotion toward the controversial issues
    34. 34. Less efficient</li></li></ul><li>The Effects on Companies<br />Jobs less likely to accept this kind of leadership or management:<br /><ul><li>Service Organizations</li></ul>Doctors<br />Auditors<br />Financial analysts<br /><ul><li>Idea Development Ind.</li></ul>Producers <br />Fashion Designers<br />
    35. 35. The Effects on Companies<br />What reactions might they have ???<br />
    36. 36. The Effects on Companies<br />Jobs or Companies need this person or system: <br /><ul><li>Less Skillful</li></ul>Manufacturing product line<br /><ul><li>Standard Operating Procedure
    37. 37. Order-oriented</li></ul>Military<br />
    38. 38. Leadership Evaluation Tools<br />How do we evaluate Leadership? How does Coach Knight compare to Howard Shultz and even Coach K?<br />University of Michigan Studies<br />The Managerial Grid<br />Fielder’s Contingency Theory of Leadership<br /><ul><li>Least Preferred Co-worker (LPC) Method
    39. 39. Contingency Model of Leadership Effectiveness</li></ul>Path Goal Leadership Theory<br /><ul><li>Interaction of Leader Behavior and Situation</li></li></ul><li>University of Michigan Study<br />Job Centered Leadership<br /><ul><li>Tight-knit supervision; similar to Micro-managing
    40. 40. Punitive style behavior
    41. 41. Punishment involved</li></ul>Employee Centered Leadership<br /><ul><li>Caters to subordinate’s needs and desires
    42. 42. Focus on building interpersonal relationship
    43. 43. Delegates authority to subordinates</li></ul>Vs.<br />Consideration Factor – Friendliness, build trust/respect, strong relationships<br />Job -Centered<br />Behavior emphasizes employee tasks and the methods used to accomplish them<br />Schultz<br />Employee-Centered<br />Behavior emphasizes employees’ personal needs and the development of interpersonal relationships<br />Knight<br />
    44. 44. Managerial Grid Comparisons<br />Coach Knight: Produce or Perish (9,1)<br /><ul><li>Authoritarian or Compliance Leader
    45. 45. Task oriented manager is autocratic
    46. 46. High concern for production and low concern for people
    47. 47. Pressures through rules and use of punishment to motivate and achieve goals</li></ul>Results: High output achievable in short period, but at cost of high labor turnover<br />Howard Shultz: Team Style (9,9)<br /><ul><li>Motivation through strong intrapersonal relationships, family type environment
    48. 48. High concern for both production people
    49. 49. Encourages team work and commitment among subordinates, power is delegated</li></ul>Results: Team environment in which motivation is based on trust and respect, leading to a high degree of satisfaction<br />Howard Shultz<br />Coach Knight<br />
    50. 50. Fiedler’s Contingency Theory of Leadership<br />Theory describes the effectiveness of a leader depends on the interaction of his style of behavior with certain aspects of the situation.<br />Fiedler<br />“A leader’s behavior is based on their motivational needs”<br />Interpersonal Relationship Needs & Task-Achievement Needs<br />Least Preferred Co-worker Model<br /><ul><li>Aims to gauge leadership style in terms of how task or relationship oriented a leader is
    51. 51. Leaders “imagine” their least desirable subordinate
    52. 52. Then rate this person numerically according the adjective</li></ul>Example of questions on LPC questionnaire<br />Negative Terms<br />Positive Terms<br />Low Ratings<br />High Ratings<br />Low LPC Score<br />High LPC Score<br />Relationship-oriented Leader<br />Task-oriented Leader<br />
    53. 53. LPC Analysis<br />Coach Knight<br />Low LPC Score<br />Task-oriented leader<br /><ul><li>Greatest satisfaction from the successful performance of a task/assignment
    54. 54. When pressured, work harder than previously
    55. 55. Demand greater member participation
    56. 56. Make negatively natured comments more often</li></ul>Howard Shultz<br />High LPC Score<br />Relationship-oriented leader<br /><ul><li>Interpersonal relationships needs carry the most importance
    57. 57. Leader makes social adjustments (tolerance)
    58. 58. Able to clearly separate task and social aspects of people</li></li></ul><li>Fiedler’s Contingency Theory of Leadership<br />Situational Characteristics Recap<br />Poor Leader-Member Relations<br />Good Leader-Member Relations<br />Low LPC<br />High LPC<br />Howard Schultz<br />Coach Knight<br />High Task Structure<br />Poor Task Structure<br />Strong Leader Position<br />Strong Leader Position<br />
    59. 59. Leader Behavior & Situational Factors<br />
    60. 60. Path-Goal Theory<br /><ul><li>Directive - Guidelines, setting goals, control behavior
    61. 61. Supportive - Friendliness, concern for subordinates
    62. 62. Achievement oriented - Setting goals
    63. 63. Participative - Sharing information, consulting
    64. 64. Upward influencing - Good rapport with superiors</li></li></ul><li>Ends / Means<br />In his own words:<br /> “I’ve always thought that if there’s ever an occasion for a song to be played on my behalf, I wanted it to be Frank Sinatra singing ‘My Way.’”<br />In our words:<br />The times changed, but Coach Knight didn’t.<br />
    65. 65. Ends / Means<br />Do the ends justify the means?<br />Texas Tech<br />Indiana<br />
    66. 66. ?<br />Questions<br />
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