Transcript Chapter 13

Chapter 12
Leading to Victory
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 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
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Leader makes decision and announces it to employees
individually or in a group without discussion.
Leader makes decisions and sells it to employees through a
presentation of why it’s a good idea.
Leader presents ideas and invites employees’ questions.
Leader presents tentative decision subject to change.
Leader presents problem, gets suggested solutions, and
makes the decision.
Leader defines limits and asks the employees to make a
decision.
Leader permits employees to make ongoing decisions within
defined limits.
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.
(continued)
Charismatic Leaders (continued)
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.
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
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.
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