Sports Studies - Sport In Action - Session 1 - Introductions + Management & Leadership (wk9)

Sport in Action

Management & Leadership

The unit…

These 7 weeks of the Sport in Action unit are designed to enable you to understand how to manage PEOPLE, PROCESSES and RESOURCES.

So that you are able to construct a theoretical knowledge, and applied practical experience, of how to plan and implement a sporting event.

Today’s session…

1. Introductions: Getting to know each other.

2. Management & leadership: Your thoughts.

3. Management & leadership: The literature.

4. The classroom is just the tip of the iceberg.

Introductions

My rationale…

Introductions: About you…

1. The one achievement you’re most proud of.

2. Your ideal mentor.

3. Something you’ve been inspired by.

4. What you see as your greatest skill.

5. What you see as an area of your personality/skill set you’d like to improve.

6. Dream job and/or organisation to work for.

7. One thing that frustrates you about university.

To avoid…

Management & Leadership:

Your thoughts

Management and leadership: Your thoughts…

What is management?

What is leadership?


Think of a leader and/or manager you’ve had experience with…

• What were their positive traits and how did these traits effect you and the others in the team/class/group/organisation?

• What were their negative traits and how did these traits effect you and the others in your team/class/group/organisation?

Trait Positive or negative

The effect it had on you & your group


Describe your idea of:

1. the perfect manager.

2. the perfect leader.

Are they the same thing?


The Literature

Management & leadership: The literature…

We’ll be looking at:

1. Leadership styles.

2. The Blake & Mouton Management Grid.

3. The decision making continuum.


The LiteratureLeadership Styles


Leadership styles.The way in which a leader goes about managing their people, processes and resources in order to achieve their objectives.

Each style has its own:

- Benefits

- Limitations

- Name

- Characteristics


Leadership styles – Autocratic

Characteristics

Little or no input from group members

Leaders make the decisions

Group leaders dictate all the work methods and processes

Group members are rarely trusted with decisions or important task

Benefits

When decisions need to be made quickly without consulting with a large group of people

Allows the group to focus on performing specific tasks without worrying about making complex decisions.

Allows group to become highly skilled at performing certain duties, which can be beneficial to the group

Overview Provide clear expectations for what needs to be done, when

it should be done, and how it should be done. A clear division between the leader and the followers.

Often results in a lack of creative solutions which can ultimately hurt the

performance of the group.


Leadership styles - Laissez-Faire

Characteristics

Very little guidance from leaders

Complete freedom for followers to make decisions

Leaders provide the tools and resources needed

Group members are expected to solve problems on their own

Benefits

Effective in situations where group members are highly skilled, motivated and capable of working on their own.

Remain open and available to group members for consultation and feedback.

Overview

Are hands-off and allow group members to make the decisions

Not ideal when group lack the knowledge or experience so as to complete tasks and make decisions.


Leadership styles – Democratic

Characteristics

Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.

Members of the group feel more engaged in the process.

Creativity is encouraged and rewarded.

Benefits

Usually one of the most effective and leads to higher productivity, better contributions from group members, and increased group morale.

Overview Members of the group take a more participative role in the

decision-making process.

In situations where roles are unclear or time is of the essence, can lead to communication failures and

uncompleted projects


The LiteratureBlake & Mouton Management Grid


Blake & Mouton Management Grid

The Managerial Grid is based on two behavioral dimensions:

Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task.

Concern for Production – This is the degree to which a leader emphasises concrete objectives, organisational efficiency and high productivity when deciding how best to accomplish a task.


The Blake & Mouton Management Grid.

y -

Conce

rn f

or

people

x - Concern for production

1 5 10

10

5

1



Conce

rn f

or

peop

le

Concern for production

1 5 10

10

5

1

1.9Country

Club

5.5Middle of the Road

1.1Impover

ished

9.1Produce

or Perish

9.9Team

Leader



Conce

rn f

or

peop

le


1 5 10

10

5

1

1.1Impover

ished



Impoverished Leadership – Low Production/Low People – 1.1

This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is disorganisation, dissatisfaction and disharmony.



Conce

rn f

or

peop

le


1 5 10

10

5

1

9.1Produce

or Perish



Produce or Perish Leadership – High Production/Low People – 9.1

Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.



Conce

rn f

or

peop

le


1 5 10

10

5

1

5.5Middle of the Road



Middle-of-the-Road Leadership – Medium Production/Medium People – 5.5

This style seems to be a balance of the two competing concerns, and it may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern, so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.



Conce

rn f

or

peop

le


1 5 10

10

5

1

1.9Country

Club



Country Club Leadership – High People/Low Production – 1.9

This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What can result is a work environment that is very relaxed and fun but where production can potentially suffer due to lack of direction and control.



Conce

rn f

or

peop

le


1 5 10

10

5

1

9.9Team

Leader



Team Leadership – High Production/High People – 9.9

According to the Blake Mouton model, this is the best managerial style. These leaders stress production needs and the needs of the people equally highly.

The premise here is that employees understand the organisations purpose and are involved in determining production needs. When employees are committed to, and have a stake in the organisation’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.


The LiteratureThe Decision Making Continuum


The decision making continuum.

When making a decision a manager / leader will fall somewhere along the continuum.

Decision made by

leader, and leader alone.

Leader seeks feedback on proposal.

Team proposes decision, leader

has the final decision. Joint decision

with team & leader as equals.

Full delegation of decision from

leader to team.

< Not Participative Highly Participative >


A Recap

Management & leadership: A Recap…

Summarise today’s session in circa 50 words, ensuring you briefly describe three leadership styles, the way in which we can map how a concerned a leader is by their

production and their people and the way in which we map the way in which a leader goes about making

decisions.

Management & leadership: A Recap…

Cross reference the following terms with your 50 words. If there’s anything you overlooked and are unsure about, ask…

• Leadership Styleso Autocratico Laissez-Fiareo Democratic

• Blake & Mouton Management Grido Concern for productiono Concern for people

• Decision Making Continuumo Participativeo Non-participative

Until next week, over to you

These sessions are the tip of the iceberg…

So, between classes…

Read:

Use the library, the digital library, Discover & Google Scholar to source content.

Ask questions:

[email protected]

[email protected]

We can both be found in P2.27.

Engage with Twitter:

@SportsBizMartin

#BedsUniSM

Good timing…

Tomorrow, Wednesday 26th February, 11am in room P2.04, John Still (Luton Town FC first team manager) talks about his career to date.

For next week…

Select a leader whose style, philosophy, beliefs and values resonate with you and research their career and their practice so that next week you can inform us in 90 seconds:

- Who they are - What’s their background and career to date?

- What they do - Do they lead? Do they manage? What has their leadership/management produced... Increased profits? Social benefits? Staff development?

- How they do it - What style of leadership do they employ?

- Why they do it - What motivates them to do what they do?

- Where they sit on the decision making continuum.

- Where they sit on the Blake & Moulton managerial grid.

Name

Who What

How Why

Decision Making Continuum

Blake & Moulton Managerial Grid

So, between classes…

Read:

Use the library, the digital library, Discover & Google Scholar to source content.

Ask questions:

[email protected]

[email protected]

We can both be found in P2.27.

Engage with Twitter:

@SportsBizMartin

#BedsUniSM