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Improving One's Leadership Skills
Using examples from sport/wellness, discuss how leadership and management might overlap in carrying out the organization's mission.
Actually, leadership and management typically do overlap when carrying out an organization's mission statement. In fact, they should overlap one another, particularly when the organization considered is part of the sports/wellness vertical industry. Leadership is the overall direction of an organization, and plays a considerable role in denoting mission objectives and tailoring them in a practical way. Management is responsible for implementing the mission statement and a leader's ideas. In sports and wellness, leadership would decide the atmosphere, nature, and personality of a particular gym. Management would supervise employees so that those goals are achieved.
Explain why strong leadership/weak management and weak leadership/strong management scenarios might be detrimental to sport/wellness organizations.
Neither scenario (either strong leadership/weak management or weak leadership/strong management) is ideal for sports and wellness organizations. Both of them are actually...
In the former situation, weak management will not be able to implement the objectives of management. It does not matter how strong one's leadership skills are, if there are not proper management techniques to actuate them. Conversely, weak leadership can leave an organization floundering no matter how strong its management is. Strong leaders need to determine organizational objectives in a way that benefits a gymnasium on the whole.
3. Explain the difference between transactional and transformational leadership and how these concepts correspond to management and leadership in sport/wellness settings.
Transformational leadership is a leadership style based on wholesale organizational change. It relies on personality traits and requires leaders to motivate and get others to believe in their visions for change. Transactional leadership is based on a system of rewards and punishments. It is not predicated on change but on meeting certain goals. These concepts correspond to management and leadership in the wellness industry in that the former involves charismatic leadership and pointed interactions with others -- customers and employees. The other requires more conventional behind the scenes management and leadership that is less visible and more predicated on numbers-crunching.
The leadership survey I completed is found at http://www.nwlink.com/~donclark/leader/survlead.html. It is a 50 question survey instrument. I scored 134. The maximum is 250 points, the minimum is 50. Each question detailed a different facet of leadership. Respondents had to choose an answer between 1 and 5; 1 meant one strongly disagreed with the statement; 5 meant one strongly agreed with the statement. There were three categories for scores. Scores of 175 and above mean "you are well on your way to becoming a leader." 125to 134 means "you are…
References
Borland, J.F. (2014). Sports Leadership in the 21st Century. Burlington, MA: Jones & Bartlett Learning.
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