The Role of Trust for Leadership in Team Sports

Today’s sport in many ways is like business. Numerous con­cepts as well as characteristics are adequate for both. The role of leaders in sports and business is invaluable when it comes to reaching goals or creating positive work environment. The aim of the paper is to identify the role of trust in relationships within a sport team, particularly between the leader and the rest of the group (trust in leader), and to highlight the impact of trust on the effectiveness of leaders’ work and successes achieved by a team

Exploring How Self-Leadership Influences Team Building in the Department of Defense

This qualitative research case study explored the influence of self-leadership in team-building abilities among leaders within a Department of Defense (DOD) component in Quantico, Virginia. The general problem to be addressed was the lack of self-leadership among leaders resulting in ineffective team building. The purpose of this qualitative case study is to discover what tools, approaches, skills, methodologies, or theories are needed to prepare those in authority for self-leadership better to assist team building and to evaluate those tools, methods, or theories. Research questions explored how self-leadership supports team-building abilities among leaders. If any, the barriers to self-leadership could prevent team building among leaders in the Department of Defense. Twenty interviews were conducted using convenience sampling. In the analysis of the interview data, seven shared themes were identified. The themes developed from this study are relevant and applicable in today’s business environment due to the value and the positive impact of self-leadership in team building, resulting in enhanced leadership competence and success in organizations. Based on the review of the academic literature and various themes identification, three recommendations for action were developed to support the declaration that organizational leaders and businesses establish self-leadership training curriculum in leadership development programs

Skill Diversity and Leadership in Team Production

Using a team-production model with heterogeneous workers, we examine the short- and long-run efficiency effects of skill diversity and leadership in teams. Our analysis focuses on workers' strategic incentives to manipulate their skills. In the short run, heterogeneous pairing (pairing workers with different skills) yields a greater total production than homogeneous pairing. However, in the long run, homogeneous paring may yield a greater total production because of gradual improvements in workers' skill. We also show new potential benefits of leadership: assigning a leader to a team yields a smaller total production in the short run, but, a greater production in the long run by preventing workers from consistently reducing their skills

Skill Diversity and Leadership in Team Production

Using a team-production model with heterogeneous workers, we examine the short- and long-run efficiency effects of skill diversity and leadership in teams. Our analysis focuses on workers' strategic incentives to manipulate their skills. In the short run, heterogeneous pairing (pairing workers with different skills) yields a greater total production than homogeneous pairing. However, in the long run, homogeneous paring may yield a greater total production because of gradual improvements in workers' skill. We also show new potential benefits of leadership: assigning a leader to a team yields a smaller total production in the short run, but, a greater production in the long run by preventing workers from consistently reducing their skills

"Team chemistry" through chemistry lenses: Interdisciplinary science or a metaphorical conundrum?

A Google search on “team chemistry” returns over 443,000 entries (October 2014) usually denoting some sort of team process, such as cohesion, shared mental models, and collective efficacy. Practitioners (e.g., athletic coaches and business managers) often emphasize the importance of team chemistry for optimal performance. For instance, former NFL quarterback and current business executive Roger Staubach noted that “In any team sport, the best teams have consistency and chemistry.” Researchers in performance psychology also allude to the notion of “team chemistry” when discussing exceptional teams (Levine, 1994; Gershgoren et al., 2013)

Emergent Leadership Detection Across Datasets

Automatic detection of emergent leaders in small groups from nonverbal behaviour is a growing research topic in social signal processing but existing methods were evaluated on single datasets -- an unrealistic assumption for real-world applications in which systems are required to also work in settings unseen at training time. It therefore remains unclear whether current methods for emergent leadership detection generalise to similar but new settings and to which extent. To overcome this limitation, we are the first to study a cross-dataset evaluation setting for the emergent leadership detection task. We provide evaluations for within- and cross-dataset prediction using two current datasets (PAVIS and MPIIGroupInteraction), as well as an investigation on the robustness of commonly used feature channels (visual focus of attention, body pose, facial action units, speaking activity) and online prediction in the cross-dataset setting. Our evaluations show that using pose and eye contact based features, cross-dataset prediction is possible with an accuracy of 0.68, as such providing another important piece of the puzzle towards emergent leadership detection in the real world.Comment: 5 pages, 3 figure

Leadership in sport - study with futsal coaches in “under 17” and senior levels

Introduction: The leader, in the coach role, must be able to relate and establish connections with his athletes, and contribute to the construction of an environment conducted by fair and clear norms that do not oppose the organizational culture of the club (Lopes, 2008; Mendo & Ortiz, 2003). Objective: The objective of this research was to identify the leadership behaviours of two coaches from different levels (Under 17 and Seniors), as well as the perception of leadership behaviours of their players. Methodology: The sample consisted of two coaches and 26 players, 12 of them in the “Under 17” level aged between 15 and 17 years, and 14 senior players, aged between 18 and 33 years. We used the Leadership Scale for Sports (LSS) / Leadership Scale in Sport, by Chelladurai & Saleh (1978). In this descriptive and inferential study, the Kolmogrov-Smirnov test was performed for the normality assumptions by choosing the parametric statistic and to analyse the differences between the variables, a Student-T test was performed. Five dimensions were analysed: Training Instruction, Social Support, Reinforcement, Democratic Behaviour and Autocratic Behaviour. The results obtained showed significant differences between the coach's self-perception and the players' perception, as well as their preferences and their comparison between levels. According to coaches, the dimension of training instruction and reinforcement, are the styles of leadership with more emphasis and the smaller is the autocratic.info:eu-repo/semantics/publishedVersio

Succeeding Through Collaborative Conflict: The Paradoxical Lessons of Shared Leadership

Facing serious challenges that may dictate the complete overhaul of business mindset and industry must be directed by sound leadership. But is it possible to lead alone or is collaboration necessary to confront these challenges? These authors tackle the well-known idiom “two heads are better than one” and extract from its meaning the inherent dichotomy in shared leadership, mediating differences of direction, and preserving the integrity of individual perspective in this new age

Can absent leadership be positive in team conflicts? An examination of leaders' avoidance behavior in China

Purpose – Although conflict avoidance is one of the most commonly used conflict resolution styles in China, there has surprisingly been no explicit investigation of the effects of leaders’ avoidance. This paper therefore examines how leaders’ avoidance influences followers’ attitudes and well-being in China. Design/methodology/approach – Data was collected from 245 subordinates in three large companies in the People’s Republic of China through an online survey. Multiple regression analysis was adopted to test three sets of competing hypotheses. Findings – Leaders’ avoidance behaviour is positively related to followers’ perception of justice, supervisory trust and emotional well-being in Chinese organizations. Originality/value - Our paper joins growing attempts to consider conflict management in the context of leadership. To the best of our knowledge, this is the first study to examine empirically the relationships between a team leader’s avoidance behaviour and his or her subordinates’ perceptions of justice, supervisory trust, and emotional well-being in a single study. The findings are provoking by illustrating positive effect of leader's conflict avoidance behaviour in China. Our paper supports that conflict avoidance could be a sustainable rather than one-off strategy by a leader, and that identifying conditions (e.g. culture) that affect the outcomes of conflict avoidance is important