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LEADERSHIP

Sport management

LEADERSHIP
leadership is described as getting things
done through people.
Leadership is about exercising power in
order to influence others
leadership is about envisioning a bright
future and taking others by the hand
towards it.

LEADERSHIP
leadership is:
goal oriented;
about influencing others;
about empowering others;
about seeing the big picture;
about needing others; and
about strength of character.

LEADERSHIP
leadership as skillfully influencing and
enabling others towards the attainment of
aspirational goals.

Theories of leadership
Trait or personality approaches
Trait theories are incomplete theories of
leadership, irrespective of traits and/or
personality of the leaders being important
contributors to, or detractors from
excellent leadership.
Locke (1991) suggests that energy and
honesty, appear to be vital for effective
leadership

Leaders must use their traits to develop


skills, formulate a vision, and implement
this vision into reality.

Behavioural approach
Good leadership could not simply be
explained on the basis of the innate
characteristics of the leaders
Behaviouralists argued that anyone could
be taught to become a leader by simply
learning the behaviours of other effective
leaders.

behaviouralists demanded a new human


relations approach to management of
organizations involving an examination of
the interaction between managers and
workers.

Leadership and management


Management effectiveness rests in the
ability to plan and budget; organize and
staff; and control and solve problems.
Leadership, is principally founded upon
the ability to establish direction; align
people; and to motivate and inspire.

Management without leadership is much


less likely to be successful than a capable
manager who can also provide excellent
leadership.

THE FIVE KEY FUNCTIONS OF LEADERSHIP


To create a vision
To set out strategy
To set objectives and lead towards
performance
To influence and motivate people
To facilitate change and nurture culture

To create a vision
A vision can be described as a state of
the future that lies beyond the directly
imaginable by most people.
The leader is responsible for envisioning a
future for the organization that can
become reality if the people working in
the organization can be aligned towards
achieving that envisioned state.

GOOD LEADERS THEY DO HAVE A VISION


WHEREAS MANAGERS DO NOT.

How to achieve the vision through


strategy is the next function of the leader.

To set out strategy


Visionary leaders are not necessarily
successful leaders if they are not capable
in translating the vision into action
strategies.
carefully managing the internal
organization, including considering the
individual needs of workers
the external environment in which many
opportunities and threats impact the
ability of the leader to achieve the vision.

To set objectives and lead towards


performance
Setting objectives is the next function of
the leader.
the leader often is involved in setting
objectives at different levels of the
organization
delegating the responsibility to set more
operational objectives at lower levels of
the organization.

To influence and motivate people


setting objectives is important in making
people aware of the targets of performance
leaders with charismatic appeal will have an
easier job.
ability to inspire enthusiasm, interest, or
affection in others by means of personal charm
or influence
Leaders who are incapable of assisting others to
understand why change is needed will have a
difficult time surviving in the organizations