8 CONFIDENCE AND LEADERSHIP Contents Confidence Vealeys Model

8. CONFIDENCE AND LEADERSHIP

Contents Confidence Vealey’s Model Efficacy Increasing efficacy Leadership Types of Leadership How are leaders chosen? Fielder’s Contingency model Multidimensional model of leadership (MML) Chelladurai’s model

Confidence “The belief or degree of certainty individuals possess about their ability to be successful in sport” Trait Confidence- Innate, stable generalised belief State Confidence- Learned, unstable and situational specific

Vealey’s Model Positive perceived outcome will increase Trait confidence, Competitive Orientation and therefore State Confidence Objective Sports Situation Trait Sports Confidence State Sports Confidence Performance of skill Perceived Outcome of skill Competitive Orientation

Efficacy Bandura defined Efficacy as situation as specific confidence (State Confidence) Performance accomplishments Vicarious experiences Self Efficacy Verbal Persuasion Emotional arousal

Increasing Efficacy • Ensure individual achieves success • Manipulate training environment (Successful and positive reinforcement) • Playing very winnable games(More difficult at elite level) • Effective Goal Setting • SMARTER- Especially realistic so that success is possible • Goals should emphasise individual targets rather than team • Encouraging cognitive methods of controlling anxiety • Self talk • Imagery and Visualisation • Ensure any routines/superstitions can be maintained • Increase motivation using extrinsic rewards • Important not to be overused

Types of Leadership Autocratic Democratic Laissez-faire Command style approach Co-operative approach Leader plays a passive role Task orientated Makes decision after consultation Members get on with task by themselves Rarely involved with group members Maintain positive social interaction More effective in team sports, larger numbers More effective in individual sports and coaching situations Little suitability to sport settings

How are Leaders chosen? Pre-scribed Usually appointed by someone in authority Can bring in new ideas but will affect group dynamics Emergent Simply emerge from group and take charge Can be more effective due to respect and support of teammates Thought to be good for harmony but not always going to bring in new ideas

Fielder’s model Fielder’s contingency model Task Orientated (Autocratic) Most favourable Person Orientated (Democratic) Moderately favourable Task Orientated (Autocratic) Least favourable Clear discipline, leader highly respected, Good relationships, High ability group, motivation is high, task is clear, excellent physical resources Friendly relationships with group, limited external support, moderate motivation levels, no definitive task-orientated outcome, limited physical resources Poor relationship with group, authority questioned, lowability group, poor motivation, no discipline structure, complex task, poor physical resources

Multidimensional model of Leadership (MML) 5 Key dimensions of leadership behaviour… Training & instruction: how the coach improves players’ performances Democratic behaviour: how the coach encourages collective decision-making Autocratic behaviour: how the coach asserts his own authority Social support: the concern the coach shows for others’ wellbeing Feedback: the positive reinforcement the coach provides These will all differ depending on the group and the situation therefore the leader will need to be flexible

Chelladurai’s Model If the leader shows the right behaviour for the situation and that matches a group’s preference it should mean both success and satisfaction