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A2 Physical Education Sport Psychology Leadership Week 5 Revision Leadership Understand the needs of others Good communication skills Ambition Think of Woody from Toy Story! Determination What makes a good Leader? Highly developed perception skills Experience Vision Good at making decisions Empathy with team members Selection of a Leader EMERGENT LEADERS: Already belongs to the group & selection is made formally, e.g. by vote or interview. PRECRIBED LEADERS: Selected from outside of the group and is known as an external appointment. Leadership Theories IS A LEADER BORN OR MADE? o TRAIT APPROACH: Leaders are born with the skills necessary to take charge……however, although certain traits may be helpful in leadership, they are not essential, so this theory is NOT A GOOD PREDICTOR OF BEHAVIOUR. o SOCIAL LEARNING THEORY: The skills of leadership can be acquired by copying others and then developed through experiences. Copying successful role models is called ‘vicarious reinforcement.’ This DOES NOT TAKE INTO ACCOUNT THE TRAIT PERSPECTIVE. o INTERACTIONIST THEORY: Leaders emerge because of inherited abilities (traits) and learned skills. Interactionist theory gives a MORE REALISTIC EXPLANATION OF HUMAN BEHAVIOURS IN SPORT. Styles of Leadership Autocratic Leaders (task orientated): • Tend to make all decisions • Motivated to complete a task as quickly and effectively as possible • Authoritarian style – they do not take into account the groups opinions • Does not share responsibility • Effective when quick decisions need to be made Democratic Leaders (social/personal orientated): • Shares decisions and responsibilities with group • Interested in developing interpersonal relationships within the team • Effective in coactive sports Laisser-faire Leaders: • Leader stands aside and allows the group to make their own decisions • Members of this type of group tend to be aggressive towards one another when mistakes occurred and they gave up easily. Fiedler’s Contingency Model According to Fiedler, the correct style of leadership to adopt depends on the ‘favourableness’ of the situation. Highly favourable situation Highly unfavourable situation Leaders position is strong Leaders position is weak Task is simple with clear structure Task is complex with vague structure Warm group and leader relations Hostile group and leader relations AUTOCRATIC LEADERS are more effective in both the MOST FAVOURABLE and the LEAST FVOURABLE situations. DEMOCRATIC LEADERS are more effective in MODERATELY FAVOURABLE situations. Multidimensional Model of Sports Leadership LEADER CHARACTERISTICS ACTUAL LEADER REQUIRED BEHAVIOUR BEHAVIOUR the way in which the coach normally goes about his job what is expected by team management of the coach performance / satisfaction PREFERRED LEADER BEHAVIOUR the way in which members prefer their coach to relate to them SITUATION CHARACTERISTICS MEMBER's CHARACTERISTICS Multidimensional Model of Sports Leadership CHELLANDURAI believed that the effectiveness of the group could be judged on: 1. The degree of success accomplished during a task 2. The extent to which the group experienced satisfaction while being led to the goal. SITUATIONAL, LEADER AND GROUP MEMBER CHARACTERISCS interact to determine the behaviour adopted by the leader (these are ANTECEDENTS) REQUIRED, ACTUAL AND PREFERRED BEHAVIOUR are 3 types of leader behaviour that would be guided by these antecedents. If all three of the leader behaviours are CONGRUENT (coincide exactly) then members will be highly satisfied and produce high group performance. Effective leadership has taken place if the ACTUAL BEHAVIOUR HAS SURPASSED THE SITUATIONAL DEMANDS AND THE STYLE HAS MET WITH THE APPROVAL OF THE GROUP. Review the syllabus Devise two leadership questions (3 and 4 marks) Devise one leadership essay question (14 marks) Leadership – traffic light sheet Anything new that I’ve learnt Homework pg 212 Exam papers Aspects of personality Arousal Controlling anxiety Attitudes Aggression Confidence Attribution theory Group success Leadership and any questions