2. LEARNING OUTCOMES:
Students will be able to:
O Define the meaning of leadership.
O Elaborate the major theories of leadership:
Traits Theory, Behavioural Theory,
Contingency Theory, and Charismatic
Leadership Theory.
O Explain the leadership power.
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3. LEADERSHIP IN SPORTS
Leadership is the behavioural process in which
one group member influences the other members
regarding the attainment of the group’s goals
(Wann, 1997).
article 1, article 2, article 3, article 4, article 5, article 6
When a group of individuals is attempting to meet
a goal, usually someone has to be in charge. In
sports, this is referred to the coach. It is
leadership (Anshel, 2003).
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4. Theories of Leadership
1. Trait Theory
2. Behavioural Theory
3. The Contingency Theory
4. Charismatic Theory
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5. What Makes a Person Become an
Effective Leader…?
It can be explained by these four theories –
trait, behavioural, contingency, charismatic.
1. Trait Theory
Leaders have special traits that make them different
from non-leaders.
- It may different such in social, physical, personality or
intellectual characteristics.
These traits are responsible for making them leaders,
and allow them to assume (accept) positions of power
and authority. 5RP@UiTM SHAH ALAM
6. (cont.)
2. Behavioural Theory
It appears because the trait approach do not offer
adequate explanation for leadership.
It focuses on “what good leaders DO, not WHO THEY
ARE.”
It reflects the belief that successful leaders exhibit
(reveal) behaviours; not displayed (by less successful
leaders).
This approach stressed that “leaders are made, not
born.”
It was possible to train people to be leaders, by
training them to acquire all the important behaviour
that are needed to make them effective leaders.
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7. 3. The Contingency Theory (Fiedler Model)
O Fiedler suggest that both leader traits and
situational variables need to takes into account
as a predictors of effective leadership.
O Leader effectiveness depends on situational
favorableness (admire), which is the product of i)
leader-member relations (the feelings of group
members have for the leader), ii) task structure
(concerns the extent to which the task is clearly
define of task goals) and, iii) the leader’s
position power or authority (the leader’s ability to
force group members into compliance (can do the job
assigned to them)).
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8. O The situation is most favorable with warm &
positive leader-member relations; a clearly and
highly defined task structure; and strong position
power (and is least favorable, accordingly).
O The situation is least favorable - with expressing
no emotion & negative leader-member relations;
unclear and hardly defined task structure; and
weak position power (and is least favorable,
accordingly).
(Combinations of these elements lead to
verifying degrees of favorableness).
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9. O Leaders are classified as TASK ORIENTED
(primarily focused on performance) or PERSON
ORIENTED (primarily concerned with interpersonal
relationships).
TASK ORIENTED leaders are more
effective in both the most favorable
and least favorable situations,
whereas PERSON ORIENTED leaders
are more effective in moderately
favorable situations.
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10. 4. Charismatic Theory
- This theory perceives (aware) certain leaders to be charismatic
(charm) in relationship to their ability to have substantial (important)
influence on their members/subordinates.
- Their ability to influence is based on the attribution of
admirable leadership qualities to them by their
members/subordinates.
Factors that making leaders become charismatics:
a) Self-confidence
b) Vision
c) Remarkable (extraordinary) behaviour
d) Recognized as agents of change
e) Environmental sensitivity
f) Organizational productivity 10RP@UiTM SHAH ALAM
11. Leadership Power
Power is defined as the ability to influence or
change the attitudes/behaviours of others.
Players, coaches, owners, sports reporters and
fans have the power if they are able to influence
or change the behaviours of others.
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12. Sources of Power
There are five (5) sources of
leadership power:
1. Expert power
2. Legitimate power
3. Referent power
4. Reward power
5. Coercive power
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13. Summary of
the Source of Power
1. Expert Power – A person’s is believed to be
knowledgeable, skillful and talented in a certain area.
2. Legitimate Power – A person’s position in the
organization.
3. Referent Power – A person’s is liked and respected by
the group members.
4. Reward Power – A person’s control access to one/more
desired rewards.
5. Coercive Power – A person’s control access to one/more
punishments.
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14. How The Coaches can
Use the Power Effectively?
1. Make the athletes aware of their
educational background, previous
experience and relevant accomplishment --
(expert power).
2. Be polite and cordial (sincerely) when making
requests. Request should be accompanied
by the reasons underlying (basic) the request --
(legitimate power).
3. Treating the athletes fairly and giving the
impression that they are concerned about
their welfare -- (referent power).
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15. (cont.)
4. Insure (to make certain) that the request is
successfully completed before rewarding
the players. Complete the tasks first before
rewarding the players -- (reward power).
5. Warning players prior to punishment and by
punishing them in private to avoid player
resentment (a feeling of displeasure) and anger --
(coercive power).
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