...I believe that Coach Knight and Coach K are matched to their situation according to Fiedler’s Contingency Model. Contingency theory suggests that situations can be characterized in terms of three factors: leader–member relations, task structure, and position power (Northouse, 2010). 2) Using Situational Leadership II, provide evidence from the cases that show whether or not there is usage of the leadership styles by the two coaches, and adopt a position on whether or not you think the coaches are effective from this theoretical perspective. In: Business and Management Coach Analysis Case Analysis Paper 3: A Tale of Two Coaches Bonnie Hyatt Grand Canyon University Leadership Style and Development LDR-600 Kelly Jensen, MBA April 30, 2013 Case Analysis Paper 3: A Tale of Two Coaches Fiedler’s contingency theory is a “leader-match theory” (Northhouse, 2013, p. 135). It attempts to match the style of the leader with the situation and develop a match between the two. Coach Knight and Coach Krzyzewski (Coach K) were both effective in this leadership style because they produced winning teams. Coach Knight is a task driven leader who sores low on the least preferred co-worker scale (LPC). His primary focus was accomplishing the tasks. He did this through discipline and intimidation. He expected nothing less than perfection from his players. Relationships were developed secondary to meeting the goals. Coach K is a relationship-oriented coach who scores high...
Words: 1438 - Pages: 6
... Analyses of Two Leadership Case Studies Coach Knight: A Will to Win” “Coach K: A Matter of the Heart.” Neils Davis Grand Canyon University. LDR 600 January 9, 2013 TWO COACHES 3 2 Introduction Many research projects have been conducted regarding leadership styles and how a leader can improve leadership skills. Two such projects that are prominent today were developed by two researchers who each formed separate models that may be used through the utilization of various approaches and behaviors depending on the situation the leader is faced with. Fiedler’s Contingency Model Fiedler’s contingency model demonstrates that there are two kinds of leaders, these being either task oriented or people oriented. Coach Knight and Coach K. were opposite in leadership styles but were matched to their situations in that both knew that winning the game was...
Words: 987 - Pages: 4
...Coach Knight and Coach K [Name of the Writer] [Name of the Institute] Coach Knight and Coach K Introduction Robert Montgomery Knight or Coach Knight and his student Mike Krzyzewski, also known as Coach Knight and Coach K, are the 2 top celebrated coaches in the history of American college basketball. They share a number of records that remained unbeatable for a long time and even now it is considered as a huge achievement. Following is a brief account of their leadership styles and how effective they were so that one can understand the list achievements they share for a period of 30 years. Discussion Coach Knight began his career in the Army as coach to west point team. Later on his career took him to Indiana where at Indiana University; he coached his way to stardom. His recorf of 31-1 wins-losses was a straight record for the 1975 and in 1976, his team won every game of the season. What made him such a successful coach were his principles on discipline and hard work. He had a reputation of cursing and shouting at his players and even man-handle them at few occasions which landed him into trouble as well. In February 2003, he earned his 800th victory and that placed him in the hall of fame for best coaches of all times. If we look at his leadership style, his ability to handle stress as well as to instil it in his players was a factor that put him on the top. He was task oriented according to the fielder’s contingency model and derived success out of players...
Words: 712 - Pages: 3
...Two Coaches Vanessa Goins Grand Canyon University LDR-600-0102 Leadership Styles and Development Professor Erick Aguilar May 19, 2013 Through Fiedler’s Contingency Model, I would say that Coach Knight and Coach K are matched to their situations. Fiedler’s Model describes a leader-match framework of which the leaders are assigned to a situation given their attributes and capabilities (Northouse, 2010).Coach Knight was one who was more of a task-oriented coach whom main concern was reaching the team’s goal and that was to win. Coach Knight, according to the contingency model scored low in the LPCs, on the leader-member relations while on the task structure, he scored high. He had a high position power as well as his actions was punishment, verbal abuse when he would get mad and having his team fear him (Snook, Perlow, & Delacey, 2005).He was acting very immature as he was throwing chairs and screaming, showing very negative leadership. He was one who cared very little for developing relationships with his players or getting along with others. Coach K scores high in the LPCs because he fits the situation of the leader-member relations, he was relationship-oriented, because he has a very caring relationship with his team, understanding them and being there for them whenever it came reflecting true leadership. His power position was not extreme because he was so close to his team members. Coach k always motivated his team and he always had that close interaction...
Words: 621 - Pages: 3
...Coach Knight vs. Coach K Case Study A leader’s greatest challenge is determining which leadership style is best suited to motivate their subordinates. The path-goal theory “emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting” (Northouse, p. 125). Another theory, the leader-member exchange theory, focuses on the relationship between members and their leaders, or their dyadic relationship. Path-Goal Theory In the path-goal theory, leaders help subordinates determine their goals, clarify a path, remove any obstacles, and provide support along their journey to their goal. To do this, they choose the best suited leadership behavior for the given situation. The Path-Goal Theory is very similar to the Situational Leadership II model in that it examines four similar leadership styles including directive, supportive, participative and achievement-oriented. Directive “characterizes a leader who gives subordinates instructions about their task, including what is expected of them, how it is to be done, and the time line for when it should be completed” (Northouse, p. 127). Supportive leaders “go out of their way to make work pleasant for subordinates. In addition, they treat subordinates as equals and give them respect for their status” (Northouse, p. 127). Participative leaders “consult with subordinates” and “integrates their suggestions into the decisions about how the group or organization will proceed”...
Words: 823 - Pages: 4
...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
Words: 181771 - Pages: 728
...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
Words: 181771 - Pages: 728
...Richard Attias Become a fan Email The Development Factor: The Challenge of Sport in the 21st Century Posted: 10/21/2014 8:39 am EDT Updated: 10/29/2014 9:59 Sport occupies a peculiar place in world dynamics in that it surpasses the limitations of geographical boundaries and social classes. Still, a gap remains between developed and developing nations when it comes to sport. In the industrialized world, sport as an economic sector represents approximately 2% of GDP. For developing economies, though, the challenge remains making sport a factor of economic development, and a driver for social change, so it benefits all citizens in the long term. UNESCO's 1978 International Charter of Physical Education and Sport classified sport as "a fundamental right for all." But the low place sport occupies in the developing world's priorities shows that its importance as an educational and social tool is not yet universal. Everyone agrees that sport contributes to economic development by creating jobs and stimulating business activity. The organization of a major sporting event, for example, is a great opportunity for the local economy. The thousands of people who attend will spend money on food, lodging, transportation and other, related tourist activities. However, in recent years, we see these economic benefits are obvious only the short term. If we take the example of South Africa in 2010, the positive impact of the World Cup was, in terms of job creation and reduced crime...
Words: 17283 - Pages: 70
...RENAISSANCE LEADERSHIP Transforming Leadership for the 21st Century J. Martin Hays and Choule Youn Kim THE AUSTRALIAN NATIONAL UNIVERSITY Key Words: |Leadership |Management Education |Future Trends | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities...
Words: 43745 - Pages: 175
...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
Words: 215279 - Pages: 862
...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
Words: 215290 - Pages: 862
...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
Words: 146017 - Pages: 585
...| Transformational Leadership: Characteristics and Criticisms Iain Hay School of Geography, Population and Environmental ManagementFlinders University A prime function of a leader is to keep hope alive. (John W. Gardner)Nothing great was ever achieved without enthusiasm. (Ralph Waldo Emerson)Setting an example is not the main means of influencing another, it is the only means. (Albert Einstein) Collectively, these three short quotations capture some of the key characteristics of transformational leadership, a form of leadership argued by some (Simic, 1998) to match the Zeitgeist of the post-World War II era. Academic debate about the nature and effectiveness of transformational leadership has developed since key work on the topic emerged in the 1970s. This short paper sets out to provide summary answers to three main questions about transformational leadership. What is it? How is it applied? What are some of its key weaknesses? In the course of the discussion, the following pages also provide a brief background to the origins of transformational leadership theory and point quickly to a possible theoretical future for a transformed transformational leadership. Transformational Leadership TheoryAccording to Cox (2001), there are two basic categories of leadership: transactional and transformational. The distinction between transactional and transformational leadership was first made by Downton (1973, as cited in Barnett, McCormick & Conners, 2001) but the idea...
Words: 24361 - Pages: 98
...Group Dynamics: Theory, Research, and Practice, 8, 3-12. Abraham, A. (1973a). Group tensions as measured by configurations of different self and transself aspects. Group Process, 5, 71-89. Abraham, A. (1973b). A model for exploring intra and interindividual processes in groups. International Journal of Group Psychotherapy, 23, 3-22. Abraham, A. (1974-1975). Processes in groups. Bulletin de Psychogie, 28, 746-758. Abraham, A., Geffroy, Y., & Ancelin-Schutzenberger, A. (1980). A method for analyzing group interaction: Development and application of a video observation grid. Connexions, 31, 145-166. Abramo, J. L., Lundgren, D. C., & Bogart, D. H. (1978). Status threat and group dogmatism. Human Relations, 31, 745-752. Abrams, D., Ando, K., & Hinckle, S. W. (1998). Psychological attachment to the group: Cross-cultural differences in...
Words: 146784 - Pages: 588
...and Chair man, Best Buy ix Introduction: Living by the Seat of My Pants: A Jour ney from Clueless to Cashing In xi PART I Setting Up Shop: What Ever y Budding Entrepreneur Needs to Know 1 1. Make Up Your Mind: Uncommon Factors to Consider Before Quitting Your Day Job 2. Research the Market: Analyzing the Data to Determine Your Niche 3. Write the Business Plan: Building Your Blueprint for Success 4. Find Funding: Raising Capital Without Relinquishing Control 5. Position Yourself: Nailing Your Name, Location, and Differentiation 6. Line Up Your Legal Ducks: Protecting Your Business Interests 5 10 13 18 23 30 CONTENTS 7. Build a Strong Board: Getting Help, Not Headaches, from Outside Advisers 43 PART II Pouring the Foundation: Laying In Your Mission, Vision, and Values 53 57 62 64 71 8. Mission Critical: Embodying...
Words: 130379 - Pages: 522
