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Flashcards in Leadership Deck (20)
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1
Q

Definition of leadership

A
  • the behavioural process of influencing individuals and groups towards set goals
2
Q

Theories of leadership

A

1) Great Man Theory
- leaders inherit specific traits-this enables them to be effective
- leaders posses intelligence, self confidence, assertion and dominating personality
- does not take into account how leaders were emerged, the situation and the type of group being lead

2) Social Learning Theory
- suggests all behaviour patterns are learnt due to environmental influences- vicarious experiences
- however it makes no allowance for any aspect of the trait approach

3) Interactionist Theory
- combines both the trait theory and influences of the environment
- it takes into account for the need for differing behaviour patterns, depending on the situation, characteristics of group and required outcome

3
Q

Leadership Styles

A
Autocratic leader
- very little member input
- task orientated 
this style of leadership is most effective when:
1) large numbers of performance 
2) decisions have to made quickly
3) limited time to complete the task
4) clear and specific goals
5) fans is dangerous 

Democratic Leader
- encourages group to disuse ideas- he or she makes the final decision
- more informal and relaxed within a group
this style of leadership is most effective when:
1) involves individual sports
2) performer more experienced
3) friendly relationships
4) limited facilities available
5) decisions don’t have to be made quickly

4
Q

Laissez-faire leader

A
  • leaves group to their own devices allowing them to make their own decisions
  • he adopts a passive role
  • they usually become aggressive to each other, do little work and give up easily
5
Q

Task otientated/ autocratic approach is suited to

A

1) larger groups
2) older players
3) male performers
4) novice performers

6
Q

Relationship orientated/ democratic approach is suited to

A

1) small groups
2) younger players
3) female performers
4) experienced players

7
Q

Selection of leaders

A

1) Prescribed Leader
- individual appointed to lead the group by higher authority- manager or NGB

2) Emergent Leader
- an individual becomes a leader based on support within a team- nominated based on ability and expertise

8
Q

Fiedlers Contingency Model

A
  • this suggests the effectiveness of a leader is dependent on a combination of personality traits and the situation
  • he identifies 2 types
1) TASK ORIENTATED ( autocratic)  - concentrates on efficiency, setting goals and completing task as quick as possible 
this approach is desirable when
> situation is dangerous 
> time is limited 
> large numbers 
> quick decisions r required
2) RELATIONSHIP ORIENTATED (democratic)- concentrates on developing interpersonal relationships 
this is useful when:
> time is available 
> consultation required
> personal support
  • the effectiveness of each style depends on the favourableness of the situation which is dependent on
    1) leader and group relationship
    2) leaders position of power/ authority
    3) tad structure
  • task orientated would be effective in favourable situation
  • relationship orientated would be better employed in moderate favourable situations
9
Q

Chelleadurai multi dimensional model

A
  • this suggests before a leadership style can be chosen, 3 characteristics must be considered
    1) situational characteristic- factors such as task difficulty, the nature of the opposition, the size of group and time
    2) leader characteristics- personality, experience, skill level and leadership style
    3) group members characteristics- ability, motivation, age, gender and personality
  • the next stage invoke a considering the 3 types of leader behaviour
    4) REQUIRED BEHAVIOUR- depending on the situation and the task- the coach may need to give instructions quickly during time out
    5) ACTUAL BEHAVIOUR- the leaders actions in a situation
    6) PREFERRED BEHAVIOUR- what the group want depending on their skill and goals- eg a team which is goal orientated will want clear instructions
10
Q

Qualities of an effective leader

A

1) determined
2) effective decision making
3) confident
4) organised
5) vision
6) approachable
7) inspirational
8) good communication

11
Q

Outline the characteristics of a favourable situation and name the style of leadership that should be used when this occurs. (4 marks)

A

A. Task-centred/task-orientated/autocratic leadership style

B. Leader respected by group

C. Leader has good relationship with group

D. Group highly motivated

E. Group high ability/highly successful

F. Clear task/goal/roles

G. Good support network

H. Good resources/equipment/facilities

12
Q

Identify three characteristics of a good leader and explain the difference between an
emergent leader and a prescribed leader. (3 marks)

A

A. Characteristics (any 3 from) confident/organised/inspirational/good communicator/knowledgeable/visionary/good decision maker/ interpersonal skills/approachable/ determined/empathy/charismatic/motivational/

B. Emergent leader – group approval/elected by the team

C. Prescribed leader – appointed by external authority to lead the group

13
Q

Describe the two styles of leadership identified by Fiedler and the situation in
which each is most effective. (2 marks)

A
  1. Task-orientated/autocratic and relationship-orientated/personorientated/
    democratic
  2. Task-orientated/autocratic – most and least favourable and relationship orientated/
    person-orientated/democratic – moderately favourable
14
Q

The effectiveness of these styles depends on whether the situation is favourable. What factors determine the ‘favourableness’ of the situation?
(3 marks)

A
  1. Quality of leader’s relationship with group
  2. Leader’s level of authority
  3. Resources available eg facilities/equipment/time
  4. Demands of task/environment/danger
15
Q

Using examples, explain why a leader, when choosing a leadership style, needs to consider the characteristics of the group they are leading. (2 marks)

A
  1. Larger group – task – orientated/autocratic or smaller group – relationorientated/
    democratic
  2. Younger teams – relation-orientated/democratic or older teams –
    autocratic/task-orientated
  3. Female teams – relation-orientated/democratic or males – task
    orientated/autocratic style
  4. Elite/highly skilled prefer relationship-orientated/democratic or novices/weaker
    players prefer task – orientated/autocratic
16
Q

What do you understand by the term dynamic interactional process? (4 marks)

A

A. Effective leaders should change style of leadership;

B. Leader has preferred style;

C. Situational preference/situation demands a certain style;

D. Team members demand a certain style;

E. Performer.s satisfaction/performance best when all preferences
match/congruent;

F. Task-oriented/autocratic leader . focuses on team performance;

G. Relationship-oriented/democratic leaders develop/person
orientated/concerned with inter-personal relationships;

H. Some members have traditional preferences/loath to change/suitable
examples.

17
Q

Explain how leadership styles should be adapted depending on the different
characteristics such as age, gender, size and skill levels of a team. (4 marks)

A
  1. Younger teams . relation-orientated preferred/democratic/person orientated;
  2. Older teams . autocratic/task-orientated/authoritarian/command;
  3. Female teams . democratic style/person orientated;
  4. Males . autocratic style/command style;
  5. Highly skilled prefer relationship-orientated;
  6. Weaker players prefer task-orientated;
  7. Larger . autocratic/command style;
  8. Smaller . democratic;
18
Q

Describe how, according to Chelladurai’s multidimensional model (1980), effective leadership leads to good performance outcomes and member satisfaction.
(3 marks)

A
  1. Occurs when - required behaviour from/by situation;
  2. Actual behaviour of leader;
  3. Preferred behaviour of performer;
  4. All match/are congruent.
    (Accept annotated diagram showing links)
19
Q

Using Figure 2, discuss the idea that leaders need to be adaptable in their approach.
(6 marks)

A
  1. Successful leadership dependant on interaction;
  2. There are a variety of leader characteristics/styles;
  3. e.g. autocratic/democratic/laissez-faire;
  4. Best to adapt style to situation/group/members characteristic/
  5. Individuals vary in preferred style of leadership;
  6. And in expectations of leadership role;
  7. e.g. task orientated/autocratic preferred in team sports/groups;
  8. e.g. person orientated/democratic preferred in individual sports/moderately
    favourable situations;
  9. Situation varies in terms of demands it makes of leader/state of
    group (age/size/gender)/dangerous/least favourable;
  10. Task orientated/authoritarian approach needed when quick decisions
    needed/short preparation time available/least or most favourable situation.
20
Q

The leader of a team has an important role to ensure that the players work together.

Explain the term autocratic leader and outline when the autocratic style of leadership
should be used.
[3 marks]

A

A. (Autocraticleader)–makesallthedecisions/noinputfromthe team/focused on completing the task/not concerned about inter- personal relationships
B. (Situation)–limitedtimeavailable
C. (Situation)–complex/dangeroustask
D. (Situation)–largenumberofpeople/performers
E. (Situation)–clear/specificgoals
F. (Situation) – decisions need to be made quickly
G. (Situation) – inexperienced so need to be told what to do
/experienced so they are willing to accept instructions
H. Mostfavourable/leastfavourable