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Coach Knight<br />Organizational Behavior<br />Tom Charley<br />Chih-ho Kung<br />Napapan “Nooney Looney” Nilasri<br />Pat McIlwain<br />Joey Nachinson<br />Sanjay Rathore<br />

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Executive Summary<br />Background<br />Leadership Style<br />Motivational Concepts<br />Comparisons<br />Corporate Fit<br />Ends / Means<br />

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Background<br />Accomplishments:<br /><ul><li>Most career NCAA Division I men's college basketball victories

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3 NCAA championships

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Last undefeated team

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6 x Big Ten Coach of the Year</li></li></ul><li>Background<br />Controversies:<br /><ul><li>1985 - Throws a chair cross court

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1997 - Video of Knight choking a player

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2000 - Fired for violation a “Zero tolerance” policy at Indiana

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Various foul-mouthed tirades</li></li></ul><li>Background<br />Coaching Legacy:<br /><ul><li>Mike Krzyzewski- Head Coach, Duke University

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Isiah Thomas - Indiana Pacers, New York Knicks

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Pat Knight - Head Coach, Texas Tech, former Bob Knight kick victim</li></li></ul><li>Sights & Sounds<br />Video clip: Bobby Knight in action<br />

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Sights & Sounds<br />

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Machiavellian?<br /><ul><li>Should a leader be loved or feared? Which was Knight?

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Do the ends justify the means?

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Would he have been as successful with another style?

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Could he have adapted?</li></li></ul><li>OB vs. Basketball?<br /><ul><li>Why is this case important?

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What can we learn from an old, disgruntled basketball coach?</li></ul>Leadership Style!<br />

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Emotional Intelligence<br />Motivation<br />(High)<br />Self Regulation<br />(Low)<br />Self Awareness<br />(High)<br />Emotional Intelligence<br />Social Skill<br />(Low)<br />Empathy<br />(Low)<br />

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Individual Influences on Experiencing Stress<br />Type A vs. Type B personalities<br /><ul><li>Competitive, aggressive, impatient</li></ul>Experiences more stress for 2 reasons<br /><ul><li> Create more stressors

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Appraise any event as a stressor</li></li></ul><li>Leadership Traits<br />High<br />High<br />High<br />High<br />Medium<br />Medium<br />

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Leadership Styles<br /><ul><li>Job-centered (authoritarian)

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Employee-centered (participative/delegative)</li></ul>Authoritarian<br />Participative<br />Delegative<br />Leader<br />Leader<br />Leader<br />Employee<br />Employee<br />Employee<br />

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Situational Characteristics<br />Position Power<br />(High)<br />Task Structure<br />(High)<br />Leader – Member Relationship <br />(medium)<br />

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Leadership Theory<br /><ul><li>Path-Goal Leadership</li></ul>“Kids will be satisfied with what you tolerate. If a coach tolerates mistakes, kids will be satisfied with mistakes.”<br />

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Leadership Style<br /><ul><li>Directive Leader</li></ul>“Follow our rules, do exactly what we tell you and you will not lose.”<br /><ul><li>Motivational style</li></ul>Negative Reinforcement<br /><ul><li>Punishment</li></li></ul><li>Cognitive & Motivational Concept<br />Locus of control<br />(High)<br />Self-monitoring<br />(High)<br />Approval motivation<br />(Low)<br />Authoritarianism<br />(High)<br />Achievement motivation<br />(High)<br />

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The Effects on Companies<br />Pros:<br />Cons:<br /><ul><li>Disciplined

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Identical ideology established

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Fair Reward and Punishment system

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Standard operating procedure

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Less flexibility

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Limitations & Restrictions

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Hierarchy

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Less emotion toward the controversial issues

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Less efficient</li></li></ul><li>The Effects on Companies<br />Jobs less likely to accept this kind of leadership or management:<br /><ul><li>Service Organizations</li></ul>Doctors<br />Auditors<br />Financial analysts<br /><ul><li>Idea Development Ind.</li></ul>Producers <br />Fashion Designers<br />

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The Effects on Companies<br />What reactions might they have ???<br />

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The Effects on Companies<br />Jobs or Companies need this person or system: <br /><ul><li>Less Skillful</li></ul>Manufacturing product line<br /><ul><li>Standard Operating Procedure

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Order-oriented</li></ul>Military<br />

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Leadership Evaluation Tools<br />How do we evaluate Leadership? How does Coach Knight compare to Howard Shultz and even Coach K?<br />University of Michigan Studies<br />The Managerial Grid<br />Fielder’s Contingency Theory of Leadership<br /><ul><li>Least Preferred Co-worker (LPC) Method

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Contingency Model of Leadership Effectiveness</li></ul>Path Goal Leadership Theory<br /><ul><li>Interaction of Leader Behavior and Situation</li></li></ul><li>University of Michigan Study<br />Job Centered Leadership<br /><ul><li>Tight-knit supervision; similar to Micro-managing

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Punitive style behavior

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Punishment involved</li></ul>Employee Centered Leadership<br /><ul><li>Caters to subordinate’s needs and desires

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Focus on building interpersonal relationship

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Delegates authority to subordinates</li></ul>Vs.<br />Consideration Factor – Friendliness, build trust/respect, strong relationships<br />Job -Centered<br />Behavior emphasizes employee tasks and the methods used to accomplish them<br />Schultz<br />Employee-Centered<br />Behavior emphasizes employees’ personal needs and the development of interpersonal relationships<br />Knight<br />

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Managerial Grid Comparisons<br />Coach Knight: Produce or Perish (9,1)<br /><ul><li>Authoritarian or Compliance Leader

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Task oriented manager is autocratic

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High concern for production and low concern for people

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Pressures through rules and use of punishment to motivate and achieve goals</li></ul>Results: High output achievable in short period, but at cost of high labor turnover<br />Howard Shultz: Team Style (9,9)<br /><ul><li>Motivation through strong intrapersonal relationships, family type environment

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High concern for both production people

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Encourages team work and commitment among subordinates, power is delegated</li></ul>Results: Team environment in which motivation is based on trust and respect, leading to a high degree of satisfaction<br />Howard Shultz<br />Coach Knight<br />

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Fiedler’s Contingency Theory of Leadership<br />Theory describes the effectiveness of a leader depends on the interaction of his style of behavior with certain aspects of the situation.<br />Fiedler<br />“A leader’s behavior is based on their motivational needs”<br />Interpersonal Relationship Needs & Task-Achievement Needs<br />Least Preferred Co-worker Model<br /><ul><li>Aims to gauge leadership style in terms of how task or relationship oriented a leader is

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Leaders “imagine” their least desirable subordinate

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Then rate this person numerically according the adjective</li></ul>Example of questions on LPC questionnaire<br />Negative Terms<br />Positive Terms<br />Low Ratings<br />High Ratings<br />Low LPC Score<br />High LPC Score<br />Relationship-oriented Leader<br />Task-oriented Leader<br />

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LPC Analysis<br />Coach Knight<br />Low LPC Score<br />Task-oriented leader<br /><ul><li>Greatest satisfaction from the successful performance of a task/assignment

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When pressured, work harder than previously

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Demand greater member participation

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Make negatively natured comments more often</li></ul>Howard Shultz<br />High LPC Score<br />Relationship-oriented leader<br /><ul><li>Interpersonal relationships needs carry the most importance

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Leader makes social adjustments (tolerance)

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Able to clearly separate task and social aspects of people</li></li></ul><li>Fiedler’s Contingency Theory of Leadership<br />Situational Characteristics Recap<br />Poor Leader-Member Relations<br />Good Leader-Member Relations<br />Low LPC<br />High LPC<br />Howard Schultz<br />Coach Knight<br />High Task Structure<br />Poor Task Structure<br />Strong Leader Position<br />Strong Leader Position<br />

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Leader Behavior & Situational Factors<br />

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Path-Goal Theory<br /><ul><li>Directive - Guidelines, setting goals, control behavior

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Supportive - Friendliness, concern for subordinates

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Achievement oriented - Setting goals

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Participative - Sharing information, consulting

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Upward influencing - Good rapport with superiors</li></li></ul><li>Ends / Means<br />In his own words:<br /> “I’ve always thought that if there’s ever an occasion for a song to be played on my behalf, I wanted it to be Frank Sinatra singing ‘My Way.’”<br />In our words:<br />The times changed, but Coach Knight didn’t.<br />

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Ends / Means<br />Do the ends justify the means?<br />Texas Tech<br />Indiana<br />

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?<br />Questions<br />