LDR 6410 Leadership and Organization in Sport Master of Sports Leadership Program Chapter 12 Leading to Victory Week Eight Leadership Research As Kent and Chelladurai note, “While leadership has been an immensely popular area of study in industrial and organizational psychology, research on the topic of sport management has been largely focused on coaches rather than administrators.” Coaching Requires Leadership Management professor Dr. Judith Neal (University of New Haven) commented that what we once called coaching is now more appropriately called leadership. Managing Versus Leading Leaders influence people to work to achieve the organization’s objectives. We frequently use manager and leader interchangeably. We shouldn’t, because they are not necessarily the same. Leading is one of the four management functions (along with planning, organizing, and controlling). Leadership Styles • Leadership style is the combination of traits, skills, and behaviors managers use to interact with employees. • In the 1930s, before behavior theory became popular, researchers at the University of Iowa studied leadership styles of managers and identified three basic styles. Three Leadership Styles • Autocratic. The manager makes the decisions, tells employees what to do, and closely supervises them—theory X behavior. • Democratic. The manager encourages employee participation in decisions, works with them to determine what to do, and doesn’t supervise them closely—theory Y behavior. • Laissez-faire. The manager lets employees go about their business without much input. Employees decide what to do and take action, and the manager doesn’t follow up. Leadership Grid The leadership grid uses the same dimensions as the two-dimensional model; in the grid, these dimensions are called concern for production (the x axis) and concern for people (the y axis). The leadership grid identifies the ideal leadership style as having a high concern for both production and people. Figure 12.2 Leadership Grid Styles (1,1) Impoverished leaders show low concern for both production and people. They do the minimum required to remain employed. (9,1) Authority-compliance leaders show a high concern for production and a low concern for people. They focus on getting the job done by treating people like machines. (1,9) Country club leaders show a low concern for production and a high concern for people. They strive to maintain a friendly atmosphere without much regard for production. (5,5) Middle-of-the-road leaders balance their concerns for production and people. They strive for performance and morale levels that are minimally satisfactory. (9,9) Team leaders show a high concern for both production and people. They strive for maximum performance and maximum employee satisfaction. Creating a 9,9 Situation Tony Dungy of the Indianapolis Colts has come close to creating a.

1. LDR 6410 Leadership and Organization in Sport
Master of Sports Leadership Program
Chapter 12
Leading to Victory
Week Eight
Leadership Research
As Kent and Chelladurai note, “While leadership has been an
immensely
popular area of study in industrial and organizational
psychology, research
on the topic of sport management has been largely focused on
coaches
rather than administrators.”

2. Coaching Requires Leadership
Management professor Dr. Judith Neal (University of New
Haven) commented
that what we once called coaching is now more appropriately
called
leadership.
Managing Versus Leading
Leaders influence people to work to achieve the organization’s
objectives. We
frequently use manager and leader interchangeably. We
shouldn’t, because
they are not necessarily the same. Leading is one of the four
management
functions (along with planning, organizing, and controlling).
Leadership Styles
• Leadership style is the combination of traits, skills, and
behaviors
managers use to interact with employees.
• In the 1930s, before behavior theory became popular,
researchers at the
University of Iowa studied leadership styles of managers and
identified
three basic styles.

3. Three Leadership Styles
• Autocratic. The manager makes the decisions, tells employees
what to do,
and closely supervises them—theory X behavior.
• Democratic. The manager encourages employee participation
in
decisions, works with them to determine what to do, and doesn’t
supervise
them closely—theory Y behavior.
• Laissez-faire. The manager lets employees go about their
business
without much input. Employees decide what to do and take
action, and the
manager doesn’t follow up.
Leadership Grid
The leadership grid uses the same dimensions as the two-
dimensional model;
in the grid, these dimensions are called concern for production
(the x axis)
and concern for people (the y axis). The leadership grid
identifies the
ideal leadership style as having a high concern for both
production and
people.

4. Figure 12.2
Leadership Grid Styles
(1,1) Impoverished leaders show low concern for both
production and people.
They do the minimum required to remain employed.
(9,1) Authority-compliance leaders show a high concern for
production and a
low concern for people. They focus on getting the job done by
treating people
like machines.
(1,9) Country club leaders show a low concern for production
and a high
concern for people. They strive to maintain a friendly
atmosphere without
much regard for production.
(5,5) Middle-of-the-road leaders balance their concerns for
production and
people. They strive for performance and morale levels that are
minimally
satisfactory.
(9,9) Team leaders show a high concern for both production and
people. They
strive for maximum performance and maximum employee
satisfaction.
Creating a 9,9 Situation

5. Tony Dungy of the Indianapolis Colts has come close to
creating an overall 9,9
situation. The players are happy to play for the Colts, and the
team has been
very productive on and off the field.
Figure 12.4
Continuum Model of Leadership
1. Leader makes decision and announces it to employees
individually or in a group without discussion.
2. Leader makes decisions and sells it to employees through a
presentation of why it’s a good idea.
3. Leader presents ideas and invites employees’ questions.
4. Leader presents tentative decision subject to change.
5. Leader presents problem, gets suggested solutions, and makes
the decision.
6. Leader defines limits and asks the employees to make a
decision.
7. Leader permits employees to make ongoing decisions within
defined limits.

6. Current Leadership Research
• Current researchers focus on which behaviors make top-notch
managers
outstanding, even though the managers’ individual leadership
styles may
vary dramatically.
• These researchers have identified charismatic,
transformational,
transactional, and symbolic leaders.
Charismatic Leaders
• Charismatic leaders inspire loyalty, enthusiasm, and high
levels of performance. Charismatic leaders have a vision and a
strong personal commitment to their goals; they communicate
their goals to others, display self-confidence, and are viewed as
able to make the radical changes needed in order to reach the
goals.
• In our media-driven age, charismatic fits many contemporary
leaders, including Lebron James (basketball), Derek Jeter
(baseball), David Beckham (soccer), and Brett Favre (football).
• Researchers A. Kent and P. Chelladurai found that charismatic
leaders have a strong influence on employees’ commitment to
the organization.
(continued)

7. Transformational Leaders
• Transformational leaders create significant changes as they
foster relationships and commitment from their employees.
• Pat Gillick of the Seattle Mariners is a transformational
leader.
When he arrived in 1999, the Mariners had just lost their three
best and most popular players. Gillick was brought in to
inspire the team and lead it to winning. He succeeded by
finding players who were positive role models and who
worked well together. Gillick also brought an attitude that
winning should be fun—as he says, “Be positive. Be upbeat. Be
supportive.”
Transactional and Symbolic Leaders
• Transactional leaders emphasize exchange. Exchange is about
rewarding jobs well done.
• Symbolic leaders establish and maintain a strong
organizational culture.
An organization’s workforce learns the organization’s culture
(shared
values, beliefs, and assumptions of how workers should behave
in the
organization) through its leadership.
Vroom and Yetton

8. • In the 1970s, Victor Vroom and Philip Yetton attempted to
bridge the gap
between leadership theory and managerial practice by
developing a
normative leadership model.
• Normative leaders use one of five decision-making styles
appropriate for
the situation. Vroom and Yetton identified the five leadership
styles. Two
are autocratic (AI and AII), two are consultative (CI and CII),
and one is
group-oriented (GII).
Coaching Styles
The late Vince Lombardi, the legendary football coach, used
AI-style
leadership. Does the AI style work today? It depends. Pat
Summitt’s
leadership style is quite similar to Lombardi’s. So is Bill
Parcells’, who took
the New York Giants to Super Bowl victories in 1986 and 1990.
Other
coaches prefer GII-style leadership. Phil Jackson, coach of the
NBA-
champion Chicago Bulls and Los Angeles Lakers, uses Zen-like
philosophy
to motivate and train his players. He has been blessed with
superstar
players, but he has also used a group attitude to produce results.

9. Substitutes for Leadership
Substitutes for leadership eliminate the need for a leader. In
certain
circumstances, three characteristics can counteract or neutralize
the
efforts of leaders or render them unnecessary:
1. Characteristics of subordinates
2. Characteristics of the task
3. Characteristics of the organization
Slide Number 1Chapter 12Leadership ResearchCoaching
Requires LeadershipManaging Versus LeadingLeadership
StylesThree Leadership StylesLeadership GridFigure
12.2Leadership Grid StylesCreating a 9,9 SituationFigure
12.4Continuum Model of LeadershipCurrent Leadership
ResearchCharismatic LeadersTransformational
LeadersTransactional and Symbolic LeadersVroom and
YettonCoaching StylesSubstitutes for Leadership