Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Leadership Lessons from Sports - Professor Simon Taggar deck v3

118 views

Published on

Academia keynote deck from Dr. Simon Taggar, Professor, Wilfrid Laurier University.

Leadership Lessons From Sports seminar held Apr 29, 2019.

Location: the floor of the Mattamy National Cycling Centre (Velodrome), in Milton, Ontario, Canada.

This event is brought to you by the Town of Milton and the Milton Education Village Innovation Centre and produced by SiliconHalton.com.

www.miltoninmotion.com

Published in: Business
  • Be the first to comment

  • Be the first to like this

Leadership Lessons from Sports - Professor Simon Taggar deck v3

  1. 1. Debunking the "great man" fallacy: Shared leadership, person-team fit and passion
  2. 2. Debunking the "great man" fallacy: Shared leadership, person-team fit and passion Gender Norms
  3. 3. Debunking the "great man" fallacy: Shared leadership, person-team fit and passion Gender Norms Mindfulness
  4. 4. Debunking the "great man" fallacy: Shared leadership, person-team fit and passion Gender Norms Mindfulness Creativity
  5. 5. Debunking the "great man" fallacy: Shared leadership, person-team fit and passion Similarity Complementarity Gender Norms Mindfulness Creativity Person-team fit
  6. 6. Debunking the "great man" fallacy: Shared leadership, person-team fit and passion Similarity Complementarity Gender Norms Mindfulness Creativity Person-team fit Teams – collective
  7. 7. Teams 2004 Olympic games in Athens - Team USA sputtered to a bronze medal, suffering humiliating losses in the process.
  8. 8. A monumental collection of talent doesn't guarantee ultimate success 2012-13 Los Angeles Lakers Stars - Dwight Howard, Steve Nash, Kobe Bryant, Pau Gasol, and Metta World Peace. •Reached the playoffs as the seventh seed in the West before being swept by the San Antonio Spurs in the first round.
  9. 9. A monumental collection of talent doesn't guarantee ultimate success 2011 Philadelphia Eagles Stars - Nnamdi Asomugha, Jason Babin, Dominique Rodgers-Cromartie, Ronnie Brown, Michael Vick, DeSean Jackson, LeSean McCoy, and Asante Samuel. •Lost four of their first five games and were 4-8 on Dec 1.
  10. 10. A monumental collection of talent doesn't guarantee ultimate success 2004 New York Yankees 2003-04 Los Angeles Lakers 1980 U.S.S.R. Olympic ice hockey team Is leadership the issue?
  11. 11. Hierarchical structure Leader Coaches Captains •Sports team President and VPs •Business teams Founder and TMT •New venture teams
  12. 12. More central positions (on the field) A longer playing time A higher task competence A longer team tenure A stronger social connectedness with teammates Coaches Captains •Sports team President and VPs •Business teams Founder and TMT •New venture teams
  13. 13. The manner in which the leader comes to power — whether formally designated or emerging is unimportant in comparison to the behaviors of the leader
  14. 14. Better leaders…. Fit Set norms Mission Vision Visibleperformance outcomes
  15. 15. Dwane Casey Fired two days after being named the NBA’s Coach of the Year and following a season that saw Toronto win the No. 1 seed in the Eastern Conference. Fired after resurrecting the Bulls. Fired after a 50- 32 season that ended with a six-game second- round loss to the Cleveland Cavaliers. Tom Thibodeau (Chicago Bulls) Common wisdom
  16. 16. Mike Brown (Cleveland Cavaliers)Tom Coughlin (New York Giants) Terry Francona (Boston Red Sox)
  17. 17. Your fired!
  18. 18. Your fired! • Started Groupon in 2006 • Saw the company’s revenue increase to over $800 million in 2010 • buyout offer from Google of 5.3 billion dollars “After four and a half intense and wonderful years as CEO of Groupon, I’ve decided that I’d like to spend more time with my family. Just kidding – I was fired today. If you’re wondering why… you haven’t been paying attention.” Andrew Mason
  19. 19. Your fired! Travis Kalanick- Uber
  20. 20. Sir Alex Ferguson Leadership is defined as “the ability to influence a group toward the achievement of a vision or set of goals.”
  21. 21. John Wooden ”Obviously we all want great players, but finding the ones who think team first—that’s a challenge.”
  22. 22. Vince Lombardi “Winning is a habit. Watch your thoughts, they become your beliefs. Watch your beliefs, they become your words. Watch your words, they become your actions. Watch your actions, they become your habits. Watch your habits, they become your character.”
  23. 23. The current paradigm
  24. 24. •Leaders are tall, muscular, athletic, aggressive, assertive, etc. •Fortune 500: 95% male CEOs 25 “Great Man” Theory True?
  25. 25. 26 “Great Man” Theory
  26. 26. Perceptual problems in the selection process Breaking out of the current paradigm
  27. 27. Gender and leadership 28
  28. 28. Gender and leadership 29 Laissez-faire leadership - leaders are hands-off and allow group members to make the decisions. Transformational leadership - leaders work with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group.
  29. 29. Gender and leadership 30 Laissez-faire leadership - leaders are hands-off and allow group members to make the decisions. * Transformational leadership - leaders work with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group.
  30. 30. Alex Ferguson Leadership is defined as “the ability to influence a group toward the achievement of a vision or set of goals.”
  31. 31. What leaders do
  32. 32. What leaders do People have expectations Norms Behaviour
  33. 33. What leaders do People have expectations Norms Behaviour • Norms - established in the early stages of team development • Norms are formed with respect to behaviors having significance for the team • Norms give rise to obligations • 56 teams
  34. 34. Leadership and norms 35 • Leaders and staff play separate roles and thus make unique contributions to team performance • Taggar et al. (1999) found that the resources possessed by a team leader (e.g., personality traits) and by staff both predicted team performance • LePine et al. (1997) - cognitive ability and conscientiousness on the part of both leader and staff were important for team performance
  35. 35. 37
  36. 36. High leader High staff High leader Low staff Low leader High staff Low leader Low staff 30 35
  37. 37. A word of warning….. Conscientiousness in Teams Completing Creative Tasks: Does it Predict?
  38. 38. Leadership as a collective phenomenon 40 Mindfulness involves a focus on the present moment (i.e., awareness) in a non- judgmental state (i.e., acceptance of one’s internal and external experiences) (Bishop et al., 2004; Brown & Ryan, 2003)
  39. 39. Leadership as a collective phenomenon 41 • Required creative strategies to maximize sales • The most mindful team members were nominated by their peers to be leaders • Team’s mindfulness predicts team sales performance
  40. 40. -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 1 2 3 4 High leader High staff Low leader High staff High leader Low staff Low leader Low staff -.2 -.1 0 .1 .2 .3 .4 .5
  41. 41. Fit Mindfulness Perceived climate of innovation Peer ratings of performance SE for teamwork Leader Theimportanceoffit
  42. 42. John Wooden “Obviously we all want great players, but finding the ones who think team first —that’s a challenge.” Vince Lombardi “Winning is a habit. Watch your thoughts, they become your beliefs. Watch your beliefs, they become your words. Watch your words, they become your actions. Watch your actions, they become your habits. Watch your habits, they become your character.”
  43. 43. ↓ withdrawal cognitions, turnover intentions, and turnover Engagement Behaviour AC NC CC Passion and commitment
  44. 44. Climate & Culture SSM and emotional contagion In other words – one bad apple can spoil the whole bunch
  45. 45. Fit in teams • Individual Passion - Role identity - Intense positive feelings when engaging in that role • Team passion - Shared sense of identity - Emotional contagion
  46. 46. New venture teams Intent to start a business Idea feasibility Passion for innovating Passion for founding Passion for developmentPerson-team fit Creative capability beliefs Teamwork capability beliefs During Program End of Program
  47. 47. So….. 1. Break from the current paradigm 2. Question four key assumptions 1. Gender and transformational leadership 2. Shared leadership - team's collective leadership behavior - leaders and staff have separate, but important, roles 3. Build passion in individuals and teams

×