1. A sport group is merely the
collection of a number of
individuals and the leader is the
most dominant individual
Richard Fryer
MSc Sport & Exercise Psychology
2012
1
2. What am I going to conclude?
There has been too much focus on ‘The Coach’
1 as being ‘The Leader’ and this seems to be an
oversimplification of what happens in sports groups.
More emphasis needs to be placed on the group and
2
situational or contextual factors
Distributed leadership offers some useful ideas
3
about where research could be focused in the future
2
3. What is a group?
• A group comprises one or more people, involves
interaction between people, demands an awareness
of some form of common fate or goals, has a specific
structure known to all members, and group norms.
– Hagger & Chatzisarantis (2005)
3
4. What is leadership?
• Some definitions are about leadership as a
directive role i.e.
– The behaviour of an individual while he is involved in
directing group activities (Hemphill, 1949)
• Others define leadership as a social process i.e.
– Leadership is a process of social influence in which
one person is able to enlist the aid and support of
others in the accomplishment of a common task
(Chemers, 1997)
4
5. Is there a clear definition?
• Leadership as a concept has been researched and
written about for generations.
• There still is no clear agreement or consensus about
what it is or how to define ‘it’.
5
6. Some common ground…
• Leadership seems to be required when individuals
and/or groups have goals to achieve.
• Leadership seems to be about assisting in the pursuit
of these goals, particularly through decision-making.
• Leadership theory and group theory appear to be
very closely related.
• Leadership is therefore still a relevant topic for the
sporting domain.
6
7. What is it we want from individuals and/or
groups in sport?
PERFORMANCE*
OUTCOMES
* However this is defined e.g. winning, personal best
7
8. A conceptual framework for the study of sport
groups
Member Individual
Attributes Outcomes
Group Group Group
Structure Cohesion Processes
L L
Group Team
Environment Outcomes
Carron & Hausenblas (1998)
L Leadership related
factors
8
9. Team cohesion = better performance
(or is that: better performance = team cohesion?)
9
11. The transformational leader
Idealized Inspirational Intellectual Individualised
Influence Motivation Stimulation Consideration
Bass & Avolio (1994)
• Instils pride
• Encourages members to go above and beyond
• Promotes confidence in ability to achieve goals
• Research mostly limited to individual followers rather
than teams – can create disproportional team conflict
11
12. Transformational leaders in sport
(The ‘Supercoach’)
Football Rugby
League
American
Football
Jose Mourinho Wayne Bennett Vince Lombardi
Rugby
Rowing
Union
Football
Graham Henry Alex Ferguson Jurgen Grobler 12
13. Multidimensional Model of Leadership
(Chelladurai, 1990)
REQUIRED
Antecedents BEHAVIOUR
OF SITUATION
Characteristics
of the:
- Situation Balance
- Leader of all 3
- Members of COACHES = satisfaction COACHES
the group PREFERRED = performance PERCEIVED
BEHAVIOUR BEHAVIOUR
The MML proposes that group performance and member satisfaction are
dependent upon the congruency of required, preferred, and perceived
leader behaviours 13
14. Transformational leadership skills for coaches
(Chelladurai, 2007)
• Creating a vision
• Engaging in inspiring communication
• Individualising communication
• Knowing when to be demanding and directive
14
17. Did this only happen at Spurs?
All Premier League Football Clubs
1992 – 2008
17
18. Challenging the ‘single leader’ assumption
Leadership is a
Leadership is
single-handed,
socially-constructed
heroic performance
with followers in a
that is the property
context
of the individual
Sinclair (2007)
18
19. Who is the leader?
GB Rowing Example
Athlete
Greg Searle
Team Director Men’s coach Eight’s coach
David Tanner Jurgen Grobler Mark Banks Eight’s cox Eight’s stroke
Phelan Hill Dan Ritchie
19
20. Who is the leader?
Leadership Athlete
Coach Manager
Captain
Many people providing leadership
when required. Not just one leader 20
21. Distributed Leadership
Spillane (2005)
• Wide range of individuals and groups are
brought into leadership (not just one coach).
• Leadership practice is though of as a product
of the interactions of leaders, followers and
situations
• This, therefore, is an interactive, rather than
leader-based perspective
• Early days – little empirical evidence
21
22. Is a sport group merely the collection of a
number of individuals and the leader the most
dominant individual?
It doesn’t appear so
• The idea of there being a single leader of a sport
group seems to be an oversimplification.
• The importance of the coach is perhaps overstated at
the expense of contextual factors such as available
resources.
• Leadership may be more helpfully thought of as being
distributed across many individuals within a sport
group.
22
This presentation aims to critically examine the statement that a sport group is merely the collection of a number of individuals and the leader is the most dominant individual.
What follows over the next few slides are some definitions to help orientate us to the concepts of ‘group’ and ‘leadership’. Hagger and Chatzisarantis have defined a group as comprising one or more people, involving interaction between people, having some form of goal orientation common to all members and having a specific set of structures and norms.
It should be mentioned of course that there is still no clear agreement amongst academics and practitioners about what leadership is or how to define it. Leadership has been studied for generations and literally thousands of studies have been done. In 1974, Stogdill, for example, analyzed almost 5,000 studies of leadership and concluded that “the endless accumulation of empirical data has not produced an integrated understanding of leadership” [in Rost, 1991]. I am not convinced that the picture has become any clearer in the 38 years since Stogdill undertook this work.
Despite this lack of clarity it does seem possible to find some common ground amongst definitions, at least to allow an exploration of the question at hand. Leadership seems to be required when individuals or groups have a common goal to achieve. The act of leadership seems to be about assisting in the pursuit of these goals, particularly when decisions are required, such as team selection in sport for example. Leadership and group theory appear to be closely related since leadership happens in the context of a group. Leadership, therefore, is a very relevant topic for the sporting domain.
It is worth remembering that what we want from individuals or teams in a sport is performance outcomes, however these are defined. This is an important point to bear in mind as we move forward in the presentation, as leadership must be helpful in supporting the achievement of performance outcomes for it to remain a useful concept in sport.
Chelladurai has gone on to define what kinds of behaviours are most useful for leaders in sporting environments to display. These include creating a vision, engaging in inspiring communication and making these communications individual, as well as knowing when to be demanding and directive.
I believe we need to challenge the idea that leadership is a single-handed, heroic performance that is the property of that individual and move to a new paradigm where leadership is viewed as being socially-constructed with followers in a context [Sinclair, 2007].
Leadership in the real world, it seems, works as a web of inter-connected activities from people in the system. There can be no single dominant leader with all others subordinate to this role. Many people are required to provide leadership at different times.
Distributed leadership [Spillane, 2005] is an emerging theory that could prove helpful in furthering our understanding of the complex nature of leadership in sport groups. As the name suggests, it proposes that leadership is distributed across many people in the group. Leadership in this theory emerges out of interactions between leaders, followers and situations. ‘Leadership’, therefore, is different from ‘leader’ and is a property of the interaction, not a skill to be learnt. In this model of thinking, context is not independent of human agency, and cannot be assessed as ‘true’ or ‘fact’, but rather the context is actively constructed by the members of the group including the leader [Grint, 2005]. It is important to note that there is still little empirical evidence in support of this theory with only a handful of studies being viewed as robust [Bennett et al, 2003], however it certainly warrants further exploration.
To conclude by returning back to the original statement in this presentation, it does not appear to me that a sport group is merely the collection of a number of individuals and the leader the most dominant individual. The idea of there being a single leader of a sport group appears to be an oversimplification. Furthermore, it seems that the importance of the coach in the achievement of results has been overstated. And finally, it has been proposed that leadership may be more helpfully thought of as being distributed across many individuals within a sport group.
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