Group 1: What is Leadership?

- According to Mobley of 1997, it is “the act or guiding or directing others to a course or persuasion or
influence.”

 LEADERSHIP TITLES

1. DIRECTOR

- The title director is frequently associated with the head of the athletic program as AD or the athletic,
or the athletic director.

- Some of the responsibilities of a director are planning, managing, and leading a certain
organization.

2. MANAGER

- Is a professional who takes a leadership role in an organization and manages a team of employees.

- Often, managers are responsible for managing a specific department in their company.

- There are many types of managers, but they usually have duties like conducting performance reviews
and making decisions.

 MANAGER’S JOB RESPONSIBILITIES AND DUTIES:

 Leading a team

- A key responsibility of a manager is leading their team. They give direction to their
employees and answer their questions. .

 Training employees

- Managers are often responsible for training their employees to perform their job duties and
learn new skills. They might also offer them professional development opportunities.

- Often, managers also act as mentors to their employees and teach them skills that they can
use as they advance their careers.

 Making decisions

- Another duty of a manager is making decisions for their department.

- Sometimes, managers make difficult decisions, so it's important for them to have a strong
decision making process.
 Managing conflicts

- Managers also address conflicts when necessary, including conflicts between members of
their team. This means that they usually exercise conflict resolution skills and mediate
workplace conflicts.

- This can help them maintain a positive work environment for their team.

 Managing their Department’s project

- Managers sometimes take responsibility for their department's budget and using finance and
accounting tools. They may meet with other professionals to create budgets. \

- They can also determine how much funding their department needs to operate.

 Conducting Performance reviews

- Another major responsibility of managers is conducting performance reviews for their

employees.

- Usually, performance reviews occur on a periodic basis.

- In performance reviews, managers give their employees feedback and suggestions on how
they can improve.

 Hiring employees

- Managers also frequently work with their company's human resources department to hire new
employees.

- They may identify job candidates, conduct interviews and extend job offers.

- Typically, great managers know how to tell if a job candidate is the right fit for their team, as
they know what skills and qualities people need in order to excel in their department.

 SKILLS FOR MANAGERS

 Leadership

- The manager must be a good leader and a motivator. He/she needs to inspire and motivate the
employees working in the organization.

- A leader must ensure that the goals of the company are achieved and the employees interests
are protected at the same time.

 Communication

- The manager needs to send the right message across the members of the team. Delivering the

 Decision making
 - Managers often have to make tough decisions for their teams, so strong decision-making
skills are essential.

- Often, managers develop their own decision-making processes to help them handle decisions
and other issues in the workplace. Great managers are also willing to ask other people at the
company for feedback as they make decisions.

 Relationship Building

- Great managers also build relationships with their employees. They may do this through
frequent communication with their employees as well as relationship-building exercises.

- When managers form strong relationships with their employees, it can help increase mutual
trust and boost employee morale.

 Organizational skills

- The businesses needs to organize the workflow within the organization. They need to plan,
schedule and organize the flow of tasks and allocate it to the team members for effective
functioning of the firm.

Group 2: Leadership Titles

 LEADERSHIP TITLES

3. COORDINATOR

- A coordinator works alongside a project manager and oversees the stages of a project. They can
work on multiple aspects of a project, such as logistics, customer service, or product design.

 What makes a good coordinator?

 A professional understanding of the project manager's instruction can be essential to perform

excellent coordination responsibilities.

 The role of a coordinator involves managing several schedules, activities, and team members, so it's
beneficial for them to have excellent organization skills.

 The following abilities can also be fundamental to work in a coordinator role:

• Communication

• Dependability

• Attention to detail
 • Problem-solving

• Budgeting

 TYPES OF COORDINATOR POSITIONS:

 IT coordinator

- oversees IT projects, monitors performance, provides technical support, and ensures team
adherence to deadlines and budgets.

 Construction coordinator

- ensure projects comply with regulations, prepare permit documentation test materials, and
present findings in bid proposals.

4. SUPERVISOR

- Supervisors are essential in organizations, leading teams, managing operations, addressing conflicts,
and providing guidance. They ensure productivity, alignment with company goals, and smooth
communication between higher authorities and staff.

 KEY DUTIES INVOLVED:

1.1 Leadership and Team Management

- Supervisors provide clear direction and guidance to their teams, ensuring that all members
know their roles and what is expected of them.

1.2 Performance Monitoring and Feedback

- Supervisors track team performance against predefined objectives, identifying areas for
improvement.

1.3 Conflict Resolution

- Handling disputes is an essential part of a supervisor’s job.

1.4 Training and Development

- Supervisors are responsible for identifying any skill gaps within the team and providing
opportunities for training.

1.5 Decision-Making and Problem-Solving

- A key responsibility of a supervisor is to make day-to-day operational decisions that affect

the team’s workflow.
 1.6 Ensuring Compliance and Safety

- Supervisors ensure their team adheres to company policies and procedures, including health
and safety regulations.

1.7 Reporting and Communication

- Supervisors communicate team progress, challenges, and successes to higher management.

2. ESSENTIAL SKILLS AND QUALITIES OF A SUPERVISOR:

2.1 Strong Leadership Abilities

- A supervisor must be confident in managing and guiding a team toward achieving its goals.

2.2 Effective Communication

- Good communication is crucial for a supervisor.

2.3 Conflict Management

- Conflict is inevitable in any workplace, and supervisors must be skilled at managing disputes
and maintaining team harmony.

2.4 Problem-Solving

- Supervisors must be able to identify issues as they arise and take swift action to resolve them.

2.5 Time Management

- Supervisors must prioritize tasks effectively and manage their time efficiently.

2.6 Decision-Making

Making timely and informed decisions is an essential skill for a supervisor.

2.7 Adaptability

- Workplaces are constantly changing, and supervisors must adapt to new circumstances.

5. CHAIRPERSON/DEPARTMENT HEAD

- A vital leader in an organization, overseeing the operations and direction of a department, defining
goals, objectives, and strategy, and making strategic decisions to drive growth and success, while
coordinating with cross-functional teams.

 DUTIES AND RESPONSIBILITIES:

  Leading and managing the department

 Budget management

 Resource management

 Policy and procedure development

 External relations

 Quality assurance

 WHAT ARE THE KEY SKILLS AND QUALITIES OF A SUCCESSFUL CHAIRPERSON?

 Strong communication skills

 Leadership abilities

 Organizational skills

 Ability to remain impartial and fair

 Conflict resolution skills

Group 3:
TRADITIONAL PHILOSOPHIES IN SPORTS
MANAGEMENT
- Traditional philosophies in sports management include the importance of sportsmanship, teamwork,
and cooperation. These philosophies can help guide the development of sports programs and the
leadership of sports organizations.

 MAJOR PHILOSOPHIES IN SPORTS MANAGEMENT

1. REALISM

- Realism is the aspect of session design that makes our practices resemble the sports we’re
coaching.

Example: A coach might emphasize winning above all else, using any strategy to gain an advantage, even if
it means pushing athletes beyond their limits.
  CHARACTERISTICS OF REALISM IN SPORTS MANAGEMENT

 Facing facts:

- Accepting limitations (money, time, player skills).

Example: A coach doesn’t promise a championship if the team lacks talent, instead focusing on improving
what they have.

 Using data:

- Making decisions based on numbers and results, not guesses.

Example: A manager analyzes player stats to see who performs best in certain situations, then uses that data
to make lineup decisions.

 Being flexible:

- Changing plans when needed.

Example: A team changes their game plan during a game based on how the opponent is playing.

 Learning from mistakes:

- Using failures to improve.

Example: A coach reviews a game film to identify weaknesses and adjust practice routines to address them.

 Focusing on what you can control:

- Effort, training, teamwork.

Example: A player focuses on their own training and effort, knowing that they can’t control the referee’s
calls or the weather.

2. IDEALISM

- sports management is the practice of setting high standards and striving for perfection. It can involve
idealizing the stadium or trophy, or setting big goals for the team.

Example: A coach might focus on teaching teamwork, respect, and

sportsmanship, even if it means sacrificing a few wins.

 CHARACTERISTICS OF IDEALISM IN SPORTS MANAGEMENT

  People over profits:

- Idealistic sports managers care more about the athletes and the community than making
money.

Example:

A coach chooses to give playing time to a less skilled but dedicated player who has been working hard, even
though it might mean a loss for the team.

 Fair play is key:

- They believe in playing by the rules and treating everyone with respect.

Example:

A team manager refuses to bribe a referee to get a favorable call, even though it could lead to victory.

 It’s about more than winning:

- They focus on developing athletes as people and building a positive team culture.

Example:

A coach organizes a team volunteer day to help clean up a local park, even though it takes time away from
practice

 Long-term vision:

- They want to create a sustainable and thriving sports program that benefits everyone.

Example:

A sports organization invests in youth development programs to build a strong

foundation for future generations of athletes.

3. PRAGMATISM

- This is about focusing on what works, even if it isn’t always the most idealistic approach.

- it’s about making decisions based on practical results and what’s best for the team’s success, even if
it means sometimes compromising on ideals.

- Finds a balance between winning and ethical values.

Example: A coach might use a tough training regimen to improve performance,

but also prioritize athlete well-being and recovery.

 CHARACTERISTICS OF PRAGMATISM IN SPORTS MANAGEMENT

 Results matter most:

- Pragmatic sports managers focus on achieving winning results, even if it means making tough
decisions.

Example:

A coach decides to bench a star player who is underperforming, even though it’s unpopular with fans, to
improve the team’s chances of winning.

 Flexibility is the key:

- They are willing to adapt their strategies and approaches based on what works in practice.

Example:

A team manager adjusts the training schedule based on player feedback and performance data, even though
it deviates from the original plan.

 Practical solutions:

- They prioritize finding solutions that address real-world challenges, even if they aren’t
always the most “ideal” ones.

Example:

A team uses a new training method that is scientifically proven to improve speed, even though it might not
be as aesthetically pleasing as traditional drills.

 Data-driven decisions: They rely on data and analysis to inform their decisions, rather than just
relying on intuition or gut feelings.

Example:

A coach analyzes player stats and performance data to identify weaknesses and areas

for improvement, then develops targeted training programs to address them.

Group 4: SPORTS MANAGEMENT PHILOSOPHIES

AND THEIR APPLICATIONS
 4. Existentialism

- This philosophy focuses on individual choice, personal responsibility, and self-expression.

 APPLICATION IN SPORTS MANAGEMENT

- Athletes are allowed to make decisions regarding their training routines and career choices.

- Coaches provide guidance but let players develop their own playing styles.

Example: A tennis player like Roger Federer decides on his training schedule andmatchstrategies rather than
strictly following a coach's regimen.

5. Eclecticism

- A flexible approach that combines multiple philosophies to create a balanced system.

 APPLICATIONS IN SPORTS MANAGEMENT

- Coaches integrate different coaching styles from various sports sciences.

- Managers adopt diverse leadership strategies to handle different players’ needs.

Example: A basketball coach may combine defensive strategies fromEuropeanleagueswith offensive plays
from the NBA.

6. Ethics

- Deals with principles like fairness, honesty, and respect in sports.

 APPLICATION IN SPORTS MANAGEMENT:

- Promotes integrity among players and officials.

- Ensures fair play and prevents corruption (e.g., doping or match-fixing).

Example: The Olympic Games’ strict anti-doping policies uphold fairness in competition.

7. Values

- Core principles such as teamwork, perseverance, and discipline that guide athletes' behaviors.

 APPLICATION IN SPORTS MANAGEMENT:

- Encourages sportsmanship and respect among players.

- Helps in character building and personal development of athletes.

Example: A soccer team emphasizes teamwork and discipline, ensuring players put teamsuccess over
personal achievements.
 Group 5: TYPES OF ADMINISTRATORS

1. ECLECTIC ADMINISTRATOR

- The eclectic style of leadership is characterized by flexibility, adaptability, and openness to multiple
approaches.

- An eclectic administrator doesn't strictly follow one management style but rather combines various
approaches depending on the situation at hand.

2. LAISSEZ-FAIRE ADMINISTRATOR

- The laissez-faire leadership style, which translates to "let do" or "let go" in French, is a more hands-
off, passive approach to leadership.

- A laissez-faire administrator gives autonomy to the athletes, coaches, and staff, trusting them to
make decisions and manage their own work.

- This style is often associated with minimal interference or involvement.

 Group 6: TYPES OF ADMINISTRATORS

3. AUTOCRATIC/ AUTHORITARIAN

- The word autocracy comes from the Greek words autos meaning "self" and kratos meaning "power".

- Autocratic means having absolute power or control or being offensively self -assured. It can be used
to describe a form of government, a leader, or a person's behavior.

- Authoritarian are management styles where leaders have complete power and make decisions
without input from their team.

- An autocratic or authoritarian administrator is a leader who has complete control over decision-
making and rarely asks for input from their team. They are also known for being strict, demanding,
and controlling.

 CHARACTERISTICS

 Centralized decision-making- The leader makes all the decisions without consulting their team.

 Clear lines of authority- The leader is at the top, and commands flow downward.

 Strict control- The leader closely monitors their team's work and may dictate how tasks should be
completed.

 High level of discipline- The leader expects strict adherence to rules and procedures.

 Limited input from team members- The leader focuses on obedience and execution, not
collaborative problem-solving.

 ADVANTAGES

 Fast decision-making- Autocratic leaders can make decisions quickly without extensive
consultation, which can be beneficial in urgent situations or times of crisis.

 Clear direction- With centralized power, leaders can provide a clear vision and set expectations for
their team.

 Improved productivity in certain situations- A strong, directive leadership style can sometimes lead
to increased efficiency and output, especially in tasks requiring strict adherence to procedures.

 Accountability- The leader is directly responsible for outcomes, which can be helpful in situations
where clear accountability is needed.
 Crisis management- In emergency situations, an autocratic leader can quickly mobilize resources and
make decisive actions.

 DISADVANTAGES

 Lack of employee input- Subordinates have little to no opportunity to contribute ideas or provide
feedback, which can stifle creativity and innovation.

 Low morale- Feeling controlled and not valued can lead to decreased employee morale and job
satisfaction.

 Resentment and conflict- When employees feel their opinions are not respected, it can lead to
frustration and resentment towards the leader.

 Micromanagement- Autocratic leaders may closely monitor every aspect of their team's work,
leading to micromanagement and unnecessary stress.

 Limited employee development- Lack of autonomy and decision-making opportunities can hinder
employee growth and development.

 Poor communication- While communication from the leader may be clear, there might be limited
upward communication, leading to potential misunderstandings.

4. DEMOCRATIC LEADERSHIP (PARTICIPATIVE LEADERSHIP)

- A leadership style that empowers employees to contribute to decision-making. Leaders encourage

collaboration and value team input.

- Democratic leadership is all about inclusion, teamwork, and collaboration, but it works best when
communication is strong and roles are clear.

 Characteristics:

 Encourages teamwork and creativity

 Values feedback and transparency

 Respects flexibility and open communication

 Advantages:

 Increases participation and diverse viewpoints

 Improves problem-solving and commitment

 Fosters a strong vision and inclusive culture

  Disadvantages:

 Requires strong communication skills

 Needs clearly defined roles and expectations

 Depends on open sharing of information and relevant expertise

 SUMMARY

Autocratic leadership is characterized by a centralized leader who makes decisions without consulting

others, exercising absolute control over the team. In contrast, democratic leadership is collaborative,

with the leader involving team members in decision-making and working together to solve problems.

Group 7: Effective Processes in Leadership

A. Planning

- It refers to a systematic thinking about ways & means for accomplishment of pre-determined
goals.

- According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to
do. It bridges the gap from where we are & where we want to be”.

 3 MAIN TYPES OF PLANNING

 Strategic Planning - it looks at the long-term issues of the organization, and helps develop a plan for
growth or change of business function.

 Operations Planning - it focuses on day-to-day issues, such as staffing levels or inventory quantities.

 Tactical Planning - it includes short-term objectives and tasks designed to create specific results
within a limited time span.

 IMPORTANCE

 it reduces uncertainty, improves collaboration, boosts morale, and optimizes resources.

 This ultimately leads to greater efficiency, cost savings, and a competitive advantage in the market.
 B. Organizing

- It is the management function of allotting duties, grouping various activities, establishing

authority, and allocating resources necessary to attain the specific plan. It involves the
following:

1. Identification of activities

2. Grouping of activities

3. Assignment of duties

4. Delegation of authority

 IMPORTANCE OF ORGANIZING

 It brings clarity to roles and responsibilities

 Promoting specialization, efficiency, and collaboration.

C. STAFFING

- It refers to the process of hiring and developing the required personnel to fill in various
positions in the organization. The main purpose of staffing is to put right man/woman on
right job. This involves the following:

 Manpower planning

 Job analysis

 Recruitment and selection

 Training and Development

 Performance appraisal

 IMPORTANCE OF STAFFING

 well-staffed organization operates more efficiently, as employees are better trained and suited for
their roles.
 when the right individuals are in the right positions, job satisfaction increases, leading to higher
morale among employees.

Group 8: Effective Processes in Leadership

D. Directing

- It is that part of managerial function which actuates the organizational methods to work
efficiently for achievement of organizational purposes.

 ELEMENTS:

i. Supervision

- implies overseeing the work of subordinates by their superiors. It is the act of watching & directing
work & workers.

ii. Motivation

- means inspiring, stimulating or Encouraging the sub-ordinates with zeal to work. Positive, negative,
monetary, non-monetary incentives may be used for this purpose.

iii. Leadership

- may be defined as a process by which manager guides and influences the work of subordinates in
desired direction.

iv. Communications

- is the process of passing information, experience, opinion etc from one person to another. It is a
bridge of understanding.

E. Controlling

- According to Koontz & O’Donell “Controlling is the measurement & correction of

performance activities of subordinates in order to make sure that the enterprise objectives and
plans desired to obtain them as being accomplished”.

 CONTROLLING HAS FOLLOWING STEPS:

a. Establishment of standard performance.

b. Measurement of actual performance.

c. Comparison of actual performance with the standards and finding out deviation if any.

d. Corrective action.

F. Evaluating

- is primarily associated with the “controlling” function, which involves monitoring performance,
comparing results to planned objectives, and taking corrective actions to ensure goals are
achieved; essentially, assessing the effectiveness of a plan and making adjustments as needed.

 KEY ASPECTS:

1. Part of the “controlling” function:

- This is considered the final stage of the management process, following planning, organizing,
and leading.

2. Focus on performance assessment:

- Evaluating involves examining how well activities and individuals are performing against set
standards and goals.

3. Feedback and adjustments:

- Based on evaluations, managers can identify areas for improvement and take corrective
actions to optimize operations.

Made by: J.C.A. BSED-ENGLISH II