Scheduled for Sport Management/Measurement/Sociocultural Aspects of Physical Activity Posters, Friday, April 12, 2002, 12:30 PM - 1:30 PM, San Diego Convention Center: Exhibit Hall


A Test of the Situational Leadership II Theory in a College Football Setting

Robert Case, Old Dominion University, Norfolk, VA

Sport leadership research continues to focus on the study of selected situational variables and their relationship to leadership effectiveness. Blanchard's Situational Leadership II Theory (Blanchard, 1985) is a popular leaderhip theory that has practical appeal but very little research support in the literature. The theory emphasizes the importance of matching leadership style with the maturity/development levels of followers or subordinates in order to optimize leadership effectiveness. When an athlete (or group of athletes) is at the M1 or D1 maturity/development level, the theory indicates that a S1 (high task/low relationship) style would be the best leadership style to use with this athlete or group of athletes. If the athlete is functioning at the M2/D2 level,then an S2 (high task/high relationship) style would be most effective, etc. The purpose of this study was to test basic tenets of the Situational Leadership II Theory in a sport setting by examining individual as well as group scores. It was hypothized that when a "match" occurred between the leadership style of the coach and the maturity/development level of an individual athlete or a group of athletes, then performance would be at the highest levels. Nine special position coaches and fifty-four players on an NCAA Division I football team participated in this study. The special position coaches completed a performance rating scale for each player in their special position units at the beginning and end of spring football. The coaches also completed a maturity/ development level scale for each athlete and, in turn, the players completed the Leadership Scale for Sport (LSS) (Chelladurai & Saleh, 1980) on their special position coach. Group and individual scores were calculated. A variety of statistical tests were run to determine if statistical differences existed between the groups on selected variables. No statistically significant differences were found but a number of interesting trends were identified.
Keyword(s): administration/mgmt, leadership development, sport management

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