7. Leadership
- Created by: Amy Parkinson
- Created on: 19-04-15 12:07
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- Leadership
- Leadership may be considered as a behavioural process which directs a groups actions towards set goals
- The qualities of a leader:
- Highly developed perceptual and decision making skills
- Vision
- Ambition
- Motivation
- Charisma
- Experience
- Understanding of the needs of others
- Empathy with team members
- Good communication skills
- Characteristics of leaders
- Autocratic leader
- Tend to make all the decisions by themselves
- Motivated to complete the task as quick and effectively as possible
- Authoritarian
- Does not take into account opinions of the rest of the group
- Does not delegate responsibility
- Focuses on group performance and achieving goals
- Most effective with large groups, when there is a time-limit or in a dangerous situation
- Democratic leder
- Shares the decision with the group
- Ready to delegate responsibility
- Believes in consultation
- Interested in building meaningful interpersonal relationships with members of the group
- Develops union and common prupose
- Effective in co-active games where time-constraints are not as important and personal support may be required
- Laissez-fair leadership style
- Stands back and allows the group to make its own independent decisions
- Will result in the loss of group direction if the leader is inadequate
- LEWIN: being subjected to this style, group members were inclined to be aggressive and give up more easily
- The characteristics adopted by a leader depend upon the 'favourableness' of the situation
- In a highly favourable situation
- Leaders position is strong, task is simple with clear structure, warm group and leader relations
- In a highly unfavourable situation
- Leaders position is weak, task is complex with vague structure, hostile group and leader relations
- Autocratic leaders are more effective in both the most favourable and most unfavourable situations
- Democratic leaders are most effective in moderately favourable situation
- In a highly favourable situation
- Autocratic leader
- Leaders may be emergent or prescribed. Emergent leader come out from within the group and is readily accepted by the group. A prescribed leader is pre-chosen from outside the group before the task begins
- Leadership theories
- Trait approach
- Leaders are born with the capacity to take charge
- Leadership traits are stable and leaders are therefore able to take control in any situation
- EVAL: this is not a very good predictor of behaviour. It is unlikely that specific dominant traits alone can facilitate successful leaership
- 'The great man theory of leadership' suggests that the necessary qualities of a leader are inherited by sons and not daughters. This is not a popular theory
- Social learning theory
- Learning comes about through contact with the environment and significant others
- All behaviour is learned
- The process of observing and copying is called vicarious reinforcement
- The skills of a leader can be acquired through vicarious reinforcement
- EVAL: does not take into account trait theory. It is unlikely that learning can facilitate leadership alone
- Interactionist theory
- Leadership skills emerge because of a combination of traits and learning
- A situation may trigger the traits that are of importance to a leader
- GILL
- This theory gives a more realistic explanation of behaviour
- The multi-dimensional model of leadership
- CHALLADURAI
- Identifies 3 antecedents that interact to produce effective leadership
- 1. Situational characteristics (environmental conditions): type of activity, size of team ,time constraints, strength of oppostion
- 2. Leader characteristics: skill and experience, personality of leader
- 3. Group member characteristics: age, gender, motivation, competence, experience
- The effectiveness of leadership can be judged on the degree of success accomplished and the extent to which the groups members are satisfied
- Chelladurai also recognises 3 leader behaviour
- Required behaviour: what iought to be done by the leader which may be dictated by a play strategy
- Preferred behaviour: what the group want the leader to do
- Actual behaviour: what the leader chooses to do based on the situation and the preferred and required behaviour
- In order for the leader to achieve success, all 3 aspects of leader behaviour need to agree (congruent)
- The degree of congruence determines one of 3 outcomes:
- When full congruence of all leadership behaviour is congruent, it is predicted that group performance will be effective and satisfaction of group members will be high
- When partial incongruence exists between leadership behaviour, it is predicted that the group will perform effectively but satisfaction will be low
- When full incongruence exists, it is predicted that the group performance will be ineffective and satisfaction will too be low
- Chelladurai proposed 5 categories of leadership
- Training and instruction behaviour: instruction is given on tactics and techniques
- Democratic behaviour: includes group in decision-making
- Autocratic behaviour: leader makes decision alone
- Social support behaviour: warm relations with members
- Rewarding behaviour: reinforces value of cohesion with positive feedback for good performance
- The satisfaction of young people was promoted by leaders and coaches who demonstrated reward, personal development and training and instruction behaviour
- Trait approach
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