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: 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.

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.
1. 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 Literature
Leadership 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 Literature
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-Concernforpeople
x - Concern for production
1 5 10
10
5
1

Concernforpeople
Concern for production
1 5 10
10
5
1
1.9
Country
Club
5.5
Middle of
the Road
1.1
Impoveri
shed
9.1
Produce
or Perish
9.9
Team
Leader

Concernforpeople
1 5 10
10
5
1
1.1
Impoveri
shed

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.

Concernforpeople
1 5 10
10
5
1
9.1
Produce
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.

Concernforpeople
1 5 10
10
5
1
5.5
Middle 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.

Concernforpeople
1 5 10
10
5
1
1.9
Country
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.

Concernforpeople
1 5 10
10
5
1
9.9
Team
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 Literature
The 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 Styles
o Autocratic
o Laissez-Fiare
o Democratic
• Blake & Mouton Management Grid
o Concern for production
o Concern for people
• Decision Making Continuum
o Participative
o Non-participative

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:
martin.bennett@study.beds.ac.uk
simon.robinson@beds.ac.uk
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

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

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