ch13.ppt

Lussier/Kimball, Sport Management, First Edition
Copyright © 2004, by South-Western, a division of Thomson Learning
PPT13-1
Chapter 13
Leading to Victory

PPT13-2
Leadership Research
As A. Kent and P. 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.

PPT13-3
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.

PPT13-4
Managing Versus Leadership
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 one and
the same.
Leading is a management function (remember, there
are four—planning, organizing, leading, and controlling).

PPT13-5
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.

PPT13-6
Three Leadership Styles
Autocratic: The manager makes the decisions, tells employees
what to do, and closely supervises them—basically 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—that is, employees decide what to
do and take action, and the manager does not follow up.

PPT13-7
Leadership Grid
The Leadership Grid uses the same dimensions
as the two-dimensional model; in the Grid, these
dimensions are called concern for production
and concern for people.
The Leadership Grid identifies the ideal
leadership style as having a high concern for
both production and people.

PPT13-8
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.

PPT13-9
Creating a 9,9 Situation
Joe Torre of the New York Yankees has come
close to creating an overall 9,9 situation.
The players are happy to play for the Yankees,
and the team has been very productive on and
off the field.

PPT13-10
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.

PPT13-11
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 to reach the goals.

PPT13-12
Charismatic Leaders
In our media-driven age, charismatic fits many
contemporary leaders, including Michael Jordan
(basketball), Sammy Sosa (baseball), Ronaldo
(soccer), and Brett Favre (football).
Researchers A. Kent and P. Chelladurai found
that charismatic leaders have a strong influence
on employee commitment to the organization.

PPT13-13
Transformational Leaders
Transformational leaders create significant changes as they
foster high-quality 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 its 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.

PPT13-14
Transactional & 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.

PPT13-15
Vroom and Yetton
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).

PPT13-16
Coaching Styles
The late Vince Lombardi, the legendary football coach, often
used AI-style leadership. Does this style work today? It depends.
Pat Summitt’s leadership style (Chapter 12) is quite similar to
Lombardi’s. So is Bill Parcells’s, 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.

PPT13-17
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.
Characteristics of subordinates
Characteristics of the task
Characteristics of the organization

ch13.ppt

Recommended

Recommended

More Related Content

Similar to ch13.ppt

Similar to ch13.ppt (20)

More from Ijaz74

More from Ijaz74 (20)

Recently uploaded

Recently uploaded (20)

ch13.ppt