Essay - Multidimensional Model of Sport Leadership Introduction Effective Leaders Manage the...


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Multidimensional Model of Sport Leadership

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Effective leaders manage the majority of successful organizations or teams, athletic or otherwise. A leader may be an expert, a supervis*****, ***** respected person, someone who controls aversive power or someone that has the capacity to dispense rewards (Ry*****, 1982). A leader ***** possess have one or more of these characteristics, depending on the individual.

***** addition ***** *****ship characteristics, leaders may also differ in their leadership styles (p. 32). For example, a directive or possessive style of leadership means that the leader takes complete charge of the team, closely monitoring athlete behavior and performance. A permissive style of coach may leave much of the responsibility to the *****s ***** spend ***** time on ***** critical issues.

***** (1993) proposed a normative model ***** decisi***** styles (autocratic, participative, and delegating) in *****ing (Butler, 1996). A casual observer of the dynamics on a typical competitive sport team would conclude that coaches make all decisions and take ***** ***** the blame for failure. Athletes on the o*****r hand, like to concentrate on their responsibilities as players and prefer not to be involved in coaching.

The concept of leadership has gained a large amount of attention in recent years, as sports have *****creased in popularity and researchers have placed an emphasis on determining the relationship between leaders, ***** and per*****mance.

Multidimensional Model of Sport Leadership

According to the Multidimensional Model ***** Sport *****, optimal performance & satisfaction are achieved when leader's required, *****red & actual behaviors are consistent. The model holds that effective *****hip varies depending on the specific situation, leader and team (Chelladurai, 2001, p. 194-197)

The model introduces three key terms:

Required ***** behavior-- behaviors demanded by the situation (goals, norms, values, etc.).

Preferred leader behavior-- ***** ***** preferred by group, organization, etc.

Actual leader behavior-- behaviors the ***** exhibits.

As a direct consequence of leadership, ***** things are affected:

Satisfaction—When coaching style and behaviors match the preferences ***** ***** athlete, greater satisfaction is the result.

Cohesion—A democratic style, social support and positive feedback all result in greater cohesion.

Performance - Greater social ***** results ***** poorer performing teams.

Additional Research

As a result of Chell*****durai's research, many studies have been conducted to try to develop or expand the knowledge ***** ***** *****pic.

One such study analyzed the ********** between the offensive and defensive personnel of sports ***** in ***** leadership, perceived *****, and satisfaction with leadership, as well as ***** *****s among preferred and perceived leadership, their congruence, ***** satisfaction with leadership (Chelladurai, 1995). The results of this study showed that defensive ***** preferred more democratic behavior, autocratic behavior, and social support than offensive players.

***** addition, the similarity between preferred and perceived ***** in the measurement of social support was important in enhancing member satisfaction. On the o*****r hand, perceived leadership in training and instruction, in addition to ***** feedback, were more important factors of satisfaction with leadership than either the preferred leadership or the congruence ***** preferred and perceived leadership in these

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