KIN 339 Sverduk Fall 2016 Ch 9 book notes
KIN 339 Sverduk Fall 2016 Ch 9 book notes KIN 339
Long Beach State
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This 4 page Bundle was uploaded by Natalie Wong on Saturday October 8, 2016. The Bundle belongs to KIN 339 at California State University Long Beach taught by Kevin Sverduk in Fall 2016. Since its upload, it has received 11 views. For similar materials see Psychology Sport Behavior and Performance in Kinesiology at California State University Long Beach.
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Date Created: 10/08/16
KIN 339: Fall 2016 – Week 8 Natalie Wong Ch. 9 – Leadership: Full Engagement for Success I. Types of Leadership o Leadership – common definition component = positive impact that individuals can have on group dynamics relative to a team objective Tichy defines leadership as “crafting a new vision and aligning people to it in a way that they will want to attain it” Tosi, Rizzo, and Carroll define leadership as “the interpersonal influence that occurs when one person gains compliance from another toward achieving organizationally desired goals” Chemers defines leadership as “process by which one individual guides a group toward a collective goal, action, or accomplishment.” o Models of Leadership: Drucker = essence of effective leadership is achieving the desired performance outcome · Leadership involves setting goals, priorities, and standards around clearly defined missions · Highest value on measurable outcomes Covey = values and ethics at core of effectiveness · Great leadership is principle driven and the foundation for leader’s effectiveness is based on their trust, integrity, and respect for others Bennis = managing adversity · Skills required to conquer adversity that emerge during times of difficulty are also those that make for extraordinary leadership Goleman = managing mood of leader is prime consideration in effective leadership · Leader’s emotional style plays role in success of a mission Chelladurai = alignment of situational factors, leader’s qualities, leadership styles, and follower’s qualities determine effectiveness of leadership o 4 themes of leadership: 1 Spiritual Leadership · Ability to clearly define team mission, vision, and goals · Recruit commitment and motivation by aligning team and individual values · Institute and enforce ethical standards and code of conduct that governs everyone 2 Mental Leadership · Ability to focus attention and think clearly and rationally under pressure · Organize and mentally prepare for challenges that lie ahead · Effectively manage time · Act decisively from a realitybased perspective · Ability to recognize impact of decisions and behaviors on others (selfawareness) 3 Emotional Leadership · Ability to communicate effectively · Install confidence, hope, and trust in followers · Demonstrate empathy, humility, and compassion · Instill in others a sense of challenge, opportunity, and excitement when facing adversity 4 Physical Leadership · Ability to behave in accordance with team and personal values, ethics, and code of conduct · “walk one’s talk” and demonstrate behavioral integrity · Be accountable andhold others accountable to clearly defined, measurable outcomes · Define team success in concrete behavioral terms II. Full Engagement Leadership KIN 339: Fall 2016 – Week 8 Natalie Wong o Energymanagementbased model of leadership Energy = capacity to do work and therefore the most critical resource required for accomplishing any team objective · Effective leaders are able to focus energy towards team objective · 4 distinct but related forms of energy: 1) Physical = quantity of energy available derived from food intake, rest, fitness, etc. 2) Emotional/Social = quality of energy available 3) Mental/Cognitive = directional focus of energy (perception, creativity, selfawareness, etc) 4) Spiritual = intensity of the energy (passion, commitment, and persistence) ~ Leadership = mobilizing, investing, and renewing all forms of energy in the service of the intended mission fully engaged team ***Most important! Spiritual and Moral Energy Mental and Cognitive Energy Emotional and Social Energy ***Most Fundamental! Physical Energy ~ Leadership develops from the bottom of the pyramid up, BUT great leadership begins at the top and progresses down III. Ordinary vs. Extraordinary Leadership in Sport Adversity is the truest test of leadership o Core issue of spiritual leadership is using personal and team values to govern decision making o Core issue of emotional leadership is helping team members recruit feelings that best serve team’s mission (optimism, hope, confidence) o Core issue of physical leadership is taking action that protects the quantity of energy available and drives the missionspecific outcomes that define success; also behavioral authenticity or integrity Leadership Type Ordinary Response to adversity Extraordinary Response to adversity Lose clarity in vision and values Continue to keep vision and values clear and vivid Expedientbased decisions rather Valuebased decisions than valuebased decisions Lose visibility of leader’s Increase leader’s strength of character, honesty, and integrity character, passion , commitment, Spiritual and values Resist adhering to the code of Adhere to team code of conduct conduct in order to gain regardless of competitive outcome competitive advantage KIN 339: Fall 2016 – Week 8 Natalie Wong Misalign personal values between Align personal values with team’s the leader and team mission and code of conduct Lose focus and concentration on Continue to keep team members mission focused on what’s important Increase mental confusion and Remain clear and logical in disorganization thinking Increase frequency of Resist multitasking on issues of multitasking (not fully engaged) real importance Distort truth of what is actually Convey whole truth happening Fail to frame crisis in meaningful Frame crisis in meaningful way Mental way Fail to connect the reality of Connect reality of what’s what’s happening to team happening to team member’s core member’s core values values Use crisis for justifying Promote courageous action and anticipated failure of team’s individual sacrifice by logically mission linking the crisis with issue of character, personal growth, and the bigger picture of life Shift into survival mode Continue flow of high positive energy in the form of optimism and hope Show or experience negative Create sense of challenge, emotions opportunity, or adventure in crisis Lose confidence in self or team Sustain high levels of confidence Become defensive, critical of Show caring, empathy, and trust Emotional others, and/or impatient with team in team members members Allow adversity to turn team Help team members find energy from positive to negative constructive ways to express and deal emotionally with the loss Lose consideration managing Recognizing importance of one’s energy managing one’s own energy Lose consideration of helping Recognize importance of helping others manage their physical others manage their physical energy energy Fail to follow established routines Follow established routines for eating, sleeping, and exercise Physical Cause quantity of energy to Cause quantity of energy to become depleted remain stable Fail to continue to provide Provide concrete feedback on concrete feedback on team’s team’s progress towards goal KIN 339: Fall 2016 – Week 8 Natalie Wong progress towards goal Fail to model what is expected of Show behavioral integrity others (loss of behavioral integrity IV. Storytelling and Leadership o In terms of energymanagement, storytelling is fundamental to good leadership o 3 rules of engagement for storytelling in adversity: 1) The story should reflect the leader’s and the team’s core values 2) The story should represent the truth as fully as possible 3) The story should leave those who are being led with a sense of hope V. EnergyManagement and Principles for Leaders o 12 primary energymanagement principles for leaders: 1) Growth follows energy investment 2) Growth ceases when energy investment ceases 3) The best energy produces the most growth – enemy of full engagement is multitasking 4) Whatever receives energy gains strength – team’s destiny follows path of energy investments, for better or for worse 5) Four energy sources – power of full engagement is the power of properly aligned and skillfully managed human energy 6) Balance energy investments with energy deposits – since human energy is finite, periodization training is the best way to go about practice to allow workrest ratios 7) Push beyond the comfort zone – any energy expenditure that prompts discomfort has the potential to increase capacity 8) Use positive rituals to manage energy – ritual = consciously acquired habit, fueled by deeply held values, that facilitates full engagement (Ex. Of positive rituals – precompetition, dietary and hydration, sleep and rest, concentration, preperformance, and selfreflections routines) 9) Energy is highly contagious – events that contribute to negative energy = injuries, bad losses, pressure about grades, relationship problems, significant increase in training, or parental problems 10)Negative energy outside the comfort zone 11)Selfesteem deficiencies require energy 12)Repeated energy investment makes a difference o Strategies of ways coaches can foster leadership and make leadership skills a priority: 1) Begin every season by positioning leadership as a key objective 2) Define leadership 3) Establish that great leadership begins with values 4) Make clear why leadership is important 5) Encourage ad reinforces team members to show leadership 6) Help athletes to recognize leadership moments 7) Provide concrete example of what leadership means physically, emotionally, mentally, and spiritually 8) Provide athletes with numerous leadership opportunities 9) Recognize leadership in practice, games, etc. 10)Give attention to issues of sportsmanship, character, honesty, and respect 11)Emphasize character building and personal development over winning 12) Relate how the lessons of full engagement in sport will directly translate to full engagement in life
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