SOCIAL DIMENSIONS
INTERPERSONAL SKILLS
DECISION - MAKING
Stage 3 Physical Education
www.flickr.com/photos/hunganh3/3350898050/sizes/o/
Contents
1. Leadership
2. Chelladurai's Multidimensional Model of Leadership
3. Leadership Status for Sport (LSS)
4. Sociograms
5. Group dynamics - teams / groups
6. Group Dynamics - stages of group development
7. Group Dynamics – roles / norms
8. Group cohesion
9. Carron’s Model of Group Cohesion
10. Factors affecting cohesion
11. Measuring cohesiveness
12. Developing cohesion
13. Benefits of cohesion
©PE STUDIES REVISION SEMINARS
2
Contents
13. Barriers to cohesion
14. Social Loafing
15. Change management
15. Resistance to change
16. Managing change
17. Ethics in sport
18. Making ethical decisions
19. Decision making
20. Life coaching and change management
21. Equity and social justice
22. Barriers to, and promoting physical activity in different groups
23. Solution focused decision making
24. Appreciative enquiry
25. Critical thinking
26. References
©PE STUDIES REVISION SEMINARS
3
Chelladurai’s Multidimensional Model of Leadership (MDML).
Chelladurai’s Multidimensional Model of Leadership
Factors / Antecedents*
Leader Behaviour
Situational
characteristics
Required
behaviour
Leader
characteristics
Actual
behaviour
Member
characteristics
Preferred
behaviour
©PE STUDIES REVISION SEMINARS
Diagram reproduced with permission from P Chelladurai
Consequences
Member
Satisfaction
Group
Performance
4
Chelladurai’s Multidimensional Model of Leadership (MDML).
Chelladurai’s MDML states that a leader will be more effective if the team’s
satisfaction with the leader is high. A team which is not satisfied with its leader
will not demonstrate the same level of performance and satisfaction.
A leader’s behaviour is influenced by 3 factors (antecedents);
1.
Situational Characteristics
The environment in which the leader is performing in, including whether
the group is large or small, elite or social, a team or individual sport,
and the game’s relative importance.
2.
Leader (personal) characteristics including past experiences,
temperament, personal qualities, skills, expected standards, decision
making styles.
3.
Group member characteristics
The gender, age, skill level, cultural background, motivation and
experience of the player group affects the manner in which the coach
behaves.
©PE STUDIES REVISION SEMINARS
5
Chelladurai’s Multidimensional Model of Leadership (MDML).
1. Required
Behaviour
3.
Preferred
Behaviour
2. Actual
Group
satisfaction
and
performance
at its highest
Behaviour
If a leader is required to behave in a specific manner (1) in a certain
environment and does so (2), and if this behaviour is what is preferred by
the group (3), then there is a high likelihood that the group will be
satisfied with the leader and the way in which they are being led and a
higher level of performance result.
©PE STUDIES REVISION SEMINARS
6
Leadership Sociograms
Determining Leadership in a
Netball Team
Green arrow from one player
(represented by a circle) to
another, indicates support for
this person as a leader.
Red arrow indicates rejection as
a leader
What can the coach learn?
Well supported as leader.
No rejections.
Suitable vice captains.
Less support but no
rejections
No support
2 rejections
Avoid using as leader!
2
0
2
2
0
6
3
0
0
0
0
The number in circle shows the number
7
of players who support her as a leader
Group Dynamics
• Group Dynamics refers to the interactive nature of individuals within the
contexts of a group.
• A group is a collection of at least two individuals who interact over a
period of time, develop a collective identity and who have shared
interests, norms and values eg weight watchers groups, study groups,
social groups.
• A group can have common goals but the group does not depend on all
members to perform in order to achieve these goals eg aerobics classes
can achieve different results within the group.
An aerobics class is a group because the members have
common goals – fitness / weight loss - but do not
depend on each other for success in achieving these
goals.
One member could have great results whilst another
could have poor results due to the effort they put in.
One does not affect the other.
www.flickr.com/photos/jcrojas/2263935020/
©PE STUDIES REVISION SEMINARS
8
Group Cohesion
Group Cohesion
• Group cohesion is a term used to describe the extent to which a
group stays together and united in the pursuit of the common goals
and objectives.
• Group cohesion has two components – task and social cohesion;
Group Cohesion
Task Cohesion - how committed are
the team members to achieving
their predetermined goal.
Social cohesion - the degree to
which team members enjoy being
together.
How much are group members
prepared to put in and sacrifice to
achieve their aim?
A socially cohesive group remain
together regardless of the outcome
of task outcomes
©PE STUDIES REVISION SEMINARS
9
Carron’s Model of Group Cohesion - 1982
ENVIRONMENTAL FACTORS
•Contractual responsibility
•Organisational orientation
PERSONAL FACTORS
•Individual orientation
•Satisfaction
•Individual differences
TEAM FACTORS
•Group task
•Desire for group success
•Group productivity norm
•Team ability
•Team stability
LEADERSHIP FACTORS
•Leadership behaviour
•Leadership style
•Coach-athlete personalities
COHESION
•Task cohesion
•Social cohesion
GROUP OUTCOMES
•Team stability
•Absolute performance effectiveness
•Relative performance effectiveness
Diagram reproduced with permission from A Carron
INDIVIDUAL OUTCOMES
•Behavioural consequences
•Absolute performance effectiveness
•Relative performance effectiveness
•Satisfaction
10
Group Cohesion
Measuring Cohesiveness In Sporting Teams
Cohesiveness in sporting teams can be measured using;
1. Sociograms
The players are asked to describe their interpersonal relationships within the
group – who they like, who they don’t like and a sociogram is developed from
the responses (similar to leadership sociogram but the focus of the questions
changes). The coach can then use this information to try and improve
cohesiveness within the team.
C
• Who are the 2 players you like ?
B
• Which player do you find it hard to get on with?
E
D
A
Identify: 2 personality clashes;
5
F
Hardest player to get on with;
G
Most popular player
©PE STUDIES REVISION SEMINARS
11
Ethics In Sport
What factors contribute towards a decline in ethical behaviour?
• Pressure to win at any cost. Players, coaches and managers jobs rely on
producing results, not on producing narrow defeats.
• Huge contracts and fame available to elite players
• Unrealistic expectations from the fans, coaches and club owners put
added pressure onto the players to perform at a higher level.
www.flickr.com/photos/tfa/185470620/
Marion Jones – lost her
Olympic gold medals after
admitting to drug use
www.flickr.com/photos/29005492@N07/32097597
72/
www.flickr.com/photos/joe_mac_1/331800226
4/
Lance Armstrong has won the Tour De France on 7
occasions. He has never tested positive to drugs but
many are suspicious about his level of excellence.
©PE STUDIES REVISION SEMINARS
12
Equity and Social Justice
Strategies To Increase Female Participation
•Increase public awareness of female sport
•Increase opportunities for females to compete
•Increase prize money to make sport a viable profession – prize money is the
same for men and women at Wimbledon.
•Increase the number of female officials, coaches, managers.
•Increase levels of sponsorship and scholarships available to females
Sunday Footy Show
reporter Emily Barker
doing what was once
considered to be a
“male only” job.
Melissa Yates
officiating the
Bulldogs Vulcan's
game at Crest
Stadium.
©PE STUDIES REVISION SEMINARS
www.flickr.com/photos/28990363@N05/2815611711/in/set-72157606790353354/
13
www.flickr.com/photos/28990363@N05/3499461098/in/set-72157606790353354/
Solution - Focused Decision Making
Stages of Appreciative Inquiry
Discovery
Stage
• Identify positives traits that already exist
• Identify existing strengths within the group
• Determine strengths by interviewing group individually
• Envisage what can be achieved by utilising all individual strengths.
• Explore, without limitations, opportunities to become even bigger
and better in future
Dream Stage
Design Stage
Destiny
Stage
• Design possible teams and partnerships to implement the dream
• Develop structures that will support the dream
• Plan and implement innovations that will facilitate the changes
needed to achieve the determined dreams and goals
©PE STUDIES REVISION SEMINARS
14