Leadership and Management in Sport

LEADERSHIP AND MANAGEMENT IN SPORT NILMANEE SRIBOON PH.D.IN SPORT ADMINISTRATION FLORIDA STATE UNIVERSITY

INTRODUCTION ❖ Do the right things ❖ Do the things right ❖ leadership deals with risk taking and creativity, dynamic, change, and vision, ❖ management deals with efficiency, planning, procedure, regulation, control, and consistency.

LEADERSHIP ❖ What is Leadership ? ❖ A complex phenomenon involving the leader, the follower, and the situation ❖ Personality, physical trait, and behaviors of the leader ❖ Creative and directive force of morale ❖ Process of influence ❖ Directing and coordinating the work ❖ An interpersonal relation ❖ Transforming followers, creating visions of the goals

LEADERSHIP DEFINED ❖ Leadership is the activity of influencing people to strive willingly for group objectives (George R. Terry). ❖ Tannenbaum, Weschler, and Massarik defined leadership as interpersonal influence exercised in a situation and directed through the communication process, toward the attainment of a specialized goal or goals. ❖ Conclusion: a process of influencing people the activities of an individual or a group in efforts toward goal achievement in a given situation. (leader, follower, situation)

LEADERSHIP IS BOTH ART AND SCIENCE ❖ Leadership as a science - leadership is an immature science. - abilities and traits separate leaders from followers. ❖ Leadership as an art - situation and follower related to leadership effectiveness - applying and adapting: personality, knowledge, and ability

THREE COMPETENCIES OF LEADERSHIP ❖ Diagnosing: understanding the situation, knowing what can be expected, and trying to influence or to resolve. ❖ Adapting: adapting leadership behaviors and other resources in a way in which to fit with the situation and to help close the gap. ❖ Communicating: informing people to be able to understand and accept an adaptation in order to accomplish an organizational goal.

CONTINUUM OF FOLLOWER READINESS HIGH MODERATE LOW R1 R4 R3 R2 UNABLE AND ABLE AND ABLE BUT UNABLE BUT UNWILLING OR WILLING OR UNWILLING OR WILLING OR CONFIDENT INSECURE INSECURE CONFIDENT R 1: not performing task to acceptional level, being intimated by task, procrastinating, passing the buck R 2: anxious or excited, interested and responsive, demonstrate moderate ability, attentive, no experience R 3: demonstrated knowledge and ability, appear hesitant to finish or take next step, reluctant to perform alone, solicits frequent feedback R 4: keep boss informed of task progress, can operate autonomously, shares both good and bad news, make effective decisions regarding task, performs to high standards, being aware of expertise

SITUATIONAL LEADERSHIP • Relationship of leadership behaviors, readiness of followers, and situations • The extent to which leadership behaviors engaged in whether task orientation or people orientation • An adaptation of leadership styles for effective leadership behaviors especially in sports (hersey, blanchard, & johnson, 1996)

Leadership Behaviors HIGH RELATIONSHIP S3. S2. Explain your BEHAVIOR Share ideas and decision facilitate in opportunity for (SUPPORT) making decision clarification S4. S1. Turn over responsibility for Provide specific decisions and instructions and Implementation closely supervise LOW TASK BEHAVIOR HIGH (GUIDANCE)

LEADERSHIP STYLES HIGH S3. S2. RELATIONSHIP PARTICIPATING SELLING BEHAVIOR S4. S1. (SUPPORTIVE BEHAVIOR) DELEGATING TELLING LOW TASK BEHAVIOR HIGH (DIRECT BEHAVIOR)

PRINCIPLE CENTERED LEADERSHIP ❖ Steven Covey ( habits of highly effective people and Principle Centered Leadership) 1. Refrain from saying unkind or negative things to people or about people. 2. Exercise patience with people 3. Separate the behavior from the person 4. Perform anonymous service- random acts of kindness. 5. Be Proactive- look for actions that will help the organization in advance of crisis

PRINCIPLE CENTERED LEADERSHIP (CONT’) 6. Keep the promises that you make. 7. Understand your sphere of influence - I can change, the to serenity accept those I can’t and the wisdom to discern the difference. 8. Assume the best of others 9. Seek to understand before you respond 10. Admit your mistakes and ask for forgiveness.

MANAGEMENT ❖ Simon- \"the art of getting things done\" ❖ \"Management is a social and technical process that utilizes resources, influences human behavior, & facilitates change in order to accomplish and organization's goals and objectives\"

WHY ❖ • Why study management? ❖ What functions do you serve in now? ❖ Do they involve management/administrative duties, i.e. PR, budgeting, personnel management, etc.? ❖ Diplomat Henry Kissenger once said that \"I can teach you how to make decisions, not which decisions to make\"

MANAGEMENT FUNCTION ❖ • Think about coaches and sport leaders. What are some examples and how would they respond? ❖ Functions of Management Planning: goals, budgets, schedules, demand trends Organizing: Resources, communications, authority (reporting) Staffing: personnel selection & training, personnel evaluation Leading: leadership, goal setting, reward structure Controlling: tracking, corrective action, evaluation, financial audits

MANAGEMENT SKILLS ❖ Technical skills: the ability to use knowledge, methods, techniques, and equipment necessary for the performance of specific tasks that acquired from experience, education, and training. ❖ Human skills: the ability to work with people effectively that can build positive interpersonal environment and judgments in work with and through people, including an understanding of human motivation and application of effective leadership. ❖ Conceptual skills: the ability to understand the complexities of the overall organization and its operational fits into the organization, including being able to envision the effects of a decision on all aspects of the organization.

EFFECTIVE HUMAN SKILLS ❖ Understanding behaviors: why they did according to any reasons ❖ Predicting behaviors: what they did yesterday enables to predict how they are likely to do the next day or next week or next month ❖ Directing and Changing behaviors: the ability to deal with and change the behaviors in order to influence and lead to goal achievement. ❖ Controlling behaviors: the ability of leader to influence the followers to accept leadership behaviors and leadership styles.

STRATEGIC PLANNING ❖ The purpose of Strategic Planning is organizational survival. We all compete for resources and for recognition. This is an effect way to manage your future. ❖ Strategic planning differs from operational planning which focuses directly on the efficient delivery of product and services. ❖ Situation analysis or SWOT analysis ❖ Mission Statement: identifies the organization’s purpose and direction. what do you do? What do you do for other people inside and outside the organization and what ends is the organization trying to achieve? ❖ Vision and Shared Vision: realistic, influence, attainable, challenge, easy to communicate and acceptable

STRATEGIC PLANNING Step 1 do the SWOT analysis by examining the external and internal environments- all organizations exist at the pleasure of society and government. To know the expectations and how to provide it. To understand the situation and how to adjust the organization goals and implementation. Step 2 Write the organizational Mission Statement- identifies the organization’s purpose and direction.

STRATEGIC PLANNING ❖ Step 3 Establish long-range goals. Control your future, do not let it control you. What are the Key Performance Indicators-(some info on program quality in a minute) how do you know when you are successful? Goals should be SMART goals (Hersey & Blanchard) 1) Specific enough for focus & feedback 2) Meaningful enough to be 3) Accepted by those impacted 4) Realistic and challenging, and 5) Time-framed

STRATEGIC PLANNING ❖ Step 4 Choose a strategy to guide the organization’s activities. Programs and activities which will accomplish the KPI’S. Step 5 Implementation- Who will do it? How much will it cost? and When must it be finished? Often called Strategic Management

DECISION MAKING AND PROBLEM SOLVING ❖ \"I can teach you how to make decisions, not which decisions to make“ ❖ Decision making process 1. Define the fundamental management problem or opportunity 2. Set criteria and objectives: measure of intended outcome- 3. Calculation plausible alternatives 4. Decisional Choice 5. Implement the solution 6. Control the Results- Follow up to determine if the action was successful in solving the problem

PROBLEM SOLVING ❖ Conflict Resolution 1. Mediation involves a 3rd party trying to bring the parties closer together. Usually ends with a decision that neither party likes. Try to avid this. Old saying that managerial power diminishes with every decision made. True. 2. Arbitration- both parties agree to let a 3rd party select the final solution. Both side present their proposed solution and the arbitrator reviews the sides and selects ONE solution. It forces people to be more rational because an irrational solution will not have a good chance of being selected.

PROBLEM SOLVING ❖ Resolving Personnel disputes through a Closed door meeting 1) sit close and face one another 2) listen to each side with empathy for understanding 3) ask both what created the problem 4) do not take sides 5) ask each to repeat the other's position 6) hopefully they see you as neutral 7) Thank them for coming & say you'll get back to them 8) Check out stories & facts if necessary 9) make your decision 10) call meeting to explain your decision and your rationale and 11) Inform them that this issue is over

End of Presentation and Thanks for listening NILMANEE SRIBOON