Low Five
Basketball teams need a coach that believes in them. The team needs a coach that will work hard to help them achieve the goal of winning. They need a coach that communicates and shows interest in each of the players. On the other hand, they need a coach that can be directive, but also supportive. In the case study this week, Shirley was quite the opposite. Conflicting enough, by all appearances she did not have a total grasp of the concept of leadership in coaching basketball. Factors that could cause the lack of leadership could be confidence or even lack of knowledge (Cohen, 2000). In this paper, Shirley’s leadership style and behavior will be discussed, along with looking at situational factors and other leadership styles that
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Apparently, Shirley did not care to communicate with her team; she gave instruction and sat on the bleachers writing in her notebook, while also making derogatory comments to her team (Cohen, 2000). Furthermore, Shirley was also negative and held the power in her hands to make changes to the team practice without any consideration of what the team had accomplished in the past. Shirley applied negative leadership to her team by her emphasis being on harshness, intimidation, and penalties (Bethel University, 2011). When Shirley did communicate with Paula, her penalty was to bench her on the final day of the tournament. Paula, who was the co-captain tried to discuss the lack of communication between Shirley and the team, however; Shirley was hostile, rude, and punished Paula for being the voice of the team (Cohen, 2000).
Shirley also showed signs of a task-orientated leader. Apparently, Shirley believed that she would get results by keeping the team busy running drills and closely monitoring them from the bleachers (Cohen, 2000). “Structured, task-oriented leaders, believe that they get results by keeping people constantly busy, closely monitoring employee actions, ignoring their personal issues and emotions, and urging them to produce at ever-higher levels” (Bethel University, 2011). Task-oriented leaders keep their people busy and they do not take the time to get involved with any individual issues. Evidently, consideration was not in Shirley’s vocabulary, she gave the
Coach Gary Gaines, Permian high football coach, showed a key role in leadership. Once Boobie Miles was injured, he knew in his head that he had lost one of his best players just looking at him in pain from the sidelines. Once the team got in the locker rooms he checked on Miles and the doctor said his knee was not in shape to continue playing; Gaines took it upon himself to, instead of telling his team that Miles was in critical condition, told them that he was going to be alright and instead of worrying just keep playing the best they have been and that they can get through it as a team. Whether the team knew he was lying or not, he was still positive about losing a player and continued to coach as he did (page number here). In addition, Coach
Based on our learning from week one of our class, the purpose of this paper is to discuss the leadership perspectives manifested in both Bobby Knight and Mike Krzyzewski, coaches who have made significant marks in their field in college basketball. I hope to be able to identify the power bases both coaches rely upon, as well as whether their actions are more aligned with either a managerial role or leadership role. In addition, I hope to identify how significant the leadership traits have influenced their leadership, based on the five-factor
Pat Summitt and Mike Krzyzewski are legendary coaches icons that will always be remembered for their lifetime achievements and winning the championships in a unique style. It’s tranquil to say that they are great coaches but what enhanced their ability to be even better was their capability to showcase transformational leadership and emotional intelligence. These two individuals have set a new standard for what the coaches should instill in their personal values to allow them to be consistent in the efforts to inspire a vison, challenge the process, encourage the heart, enable others to act, and model the way.
The is a painting of Shirley that Chuck Close did in 2007 and seven. Is an oil on canvas painting and is 96 by 84 inches big. I like the way how Chuck Close uses lines in his paintings. He uses lines in little boxes to show details. I also like the way how he used the color to show things like details and shadowing. I like the way how Chuck close uses boxes in his painting because at close the painting blends together.
Mr. Patterson was also unable to lead his team because he was capable of communication with them in a manner that could obtain desired responses. According to Williams (2007), “The more aware and sensitive you can become to how other people react, the more you will be able to steer this response you get from others” (p.8).
Boyce, L. A., Jackson, R. J., & Neal, L. J. (2010). Building successful leadership coaching relationships. The
Coaching basketball is about strategizing and directing the movements and actions of a basketball team or individual player. Coaches strategize and scout opposing teams and find ways to defeat them as easily as possible. A successful basketball coach needs to now the understanding of how to play the game. A basketball coach must be able to manage the duties of the job by recruiting the top players, get them in shape, make a team, motivate players and teach them how to play the game of basketball. Coaching is usually done by a single person, with the help of one or more assistants. A coach is the face of the team, helping it achieve the public relations goals of the organization and build a positive image that will improve recruiting. (Edmunds). A coach is responsibiable for setting up and an environment so that the team can use its skills and abilities to their full potential. Therefor a coach has to make a game plan for each game, so that his team will be ready for the next opponent. A coach has to know his team and the opponent abilities to be able to match his team up with the opponent. A coach must know to mix the players who can start right away and players he can develop into starters. A coach may want to put 12-15 players on the roster just in case of injuries. To get ready for the season the coach starts putting in offensive and defensive plays the will run and teach the players situational plays to fit the team style and running practices. During a game a coach has
Plan Two: Mr. Robertson should put Shirley on a 30-90 day performance improvement plan with defined expectations and if her scores do not improve then they need to inform her that they are going to have to let her go. The goals and objectives for her would be to improve on how she interacts with co-workers and clients, since her reviews have been poor over the past three years. If they are not met to a satisfactory employee performance level than management needs to inform her at that time that these consequences of not meeting this level will be grounds of being fired.
Sports management is a really broad field, therefore I decided to focus on my minor and one of my major interests of this field: coaching. In this paper I will be explaining my personal five building blocks that make up a well-rounded coaching philosophy and coach. Those blocks are; leadership, organization, attitude, respect, and resiliency. Each of these five aspects are equally important and balance each other out. Leadership, the action of leading a group of athletes towards a goal. Organization, being able to organize a team and have a plan in order to help the team achieve goals. Attitude, it is very important for a coach to have a winning and positive attitude that is contagious to the players. Respect, there has to be a good
McNeil was not able to perform to expectations due to her family obligations and had to face constant pressure from Walter who together with the rest of the team were proven to be working longer and with better results than McNeil. But due to a lack of awareness, flexibility and certain tolerance measures within the company she was subjected to discrimination and the threat of termination.
Coach K., who was more relationship oriented to Coach Knight’s task orientation, demonstrated an adaptive leadership style alternating from directive, “he taught discipline by investing heavily in drills and skills” (Snook, Perlow, & Delacey, 2005a), supportive, “he spent a large percentage of time getting inside a player’s head, understanding where the player is coming from” (Snook, Perlow, & Delacey, 2005a), participative, “he communicated up close and personal” (Snook, Perlow, & Delacey, 2005a) and expected his players to do the same with each other, and achievement-oriented, “Am I tough on the team? Absolutely. If they don’t show respect for the program, for the University, for one another, I’m all over them” (Snook, Perlow, & Delacey, 2005a).
4). This was contradictory to what Lisa’s current strategy was. She was going to listen to Scoville’s (Deborah’s “go to” associate) comments to remain in “learning mode, she [Lisa] thought it best to be quiet and act like a learner (Weber, 1994, p. 4). If Lisa is remaining in this mode, even though it is her first month, she is not exuding a sense of reliability. Manager’s look at employees that could be labeled “A players” who do what they say and get the job done (McIntosh & Luecke, 2011). Lisa needs to step up and give her “A” game in order to establish reliability so as to increase this element of influencing her boss, Deborah, and her associates. Over time, reliability develops, just as it does with trustworthiness.
After undergoing a dramatic and angst-ridden season, the Victorian Korfball Senior Team is in need of significant transformation if there is any hope of fostering a high performance culture in the new season. Due to their history of conflict, the players in their present state lack any indications of cohesion. Selecting the right athletes for the new team will play a significant role in the baseline level of cohesion. Each of these areas can be addressed through a method of careful analysis via the Multidimensional Model of Leadership (Chelladurai & Saleh 1978), implementation of an appropriate intervention and the structuring of a consultative leadership environment.
Martha Stewart always pays personal attention to every single detail, and she always remains demanding and fussy of her staff. She treats her people as a commodity, she would not have reached bankruptcy and would have more success and turn around if she didn’t follow her autocratic leadership style. [N Nayab (7/29/2015)]
There is no doubt that Shirley viewed this situation as nothing more than rebellion from the team. She felt as though with her being new to the team they did not want to comply or accept her as their new coach. It is possible that she also looked at the situation as her coming in as a new buddy so to speak she had to play hard core for them to listen to her. Which in fact what should have been done was to watch them play and then determine on what course of action to take. Unfortunately Shirley could not see anything wrong with her style of leadership. She felt that she was the best coach ever, especially when she had a successful year with the soccer team. And not only did the soccer team loved her and had no compliant about her or her coaching style. Some of the soccer team members were on the basketball team and they spoke highly of her and her