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| Leadership is Part of the Job (March 2004) |
By Jay Martin
It is purely a coincidence that Mel Lorback was recognized at Convention 2004 as the Honor Award recipient. Mel has been a leader in looking at this thing called leadership and its relationship to the members of the U.S. soccer coaching community. No less an authority than Anson Dorrance recognized Mel before his speech on leadership before a packed house in Charlotte. Anson cited Mel as a leader among coaches in recognizing leadership as an important part of the coaching job description. The next two issues of SJ are dedicated to Mel and to leadership.
America long has been fascinated with this thing called leadership. What is it? How is it done? What does it mean? Where is it found? In fact, more than three-quarters of everything published during the first 100 years of this country’s existence dealt with leadership. And scholars have spent years trying to define the term leadership. Here are a few samples:
Leadership is…
…a focus of the group process …personality and its effects on a group …the art of inducing group compliance …the exercise of influence over a group …an act of behavior …a form of persuasion …a power relationship …an instrument of goal achievement …an effect of group interaction …a process of originating and maintaining role structure
Does that clear things up? No, of course not, it serves only as an introduction into the complexities of this thing called leadership.
What we do know about leadership is that people expect coaches to be leaders and expect the best programs in the country to develop leaders and leadership. The association between sport and education in this country is unique. Since we must justify what happens on the field as educational, leadership (as well as other values) is important. Simply coaching and teaching soccer are not enough.
What are the behaviors that people expect from leaders and coaches? A recent study published in the newsletter Team Management Briefings dealt with what employees (players) wanted and expected from their managers (the coach) from a leadership perspective. The study took more than seven years to complete and included a variety of organizations. The following represents the 10 most desirable leadership qualities or behaviors:
1. Honest – 87% 2. Competent – 4% 3. Forward-looking – 67% 4. Inspiring – 64% 5. Intelligent – 46% 6. Fair – 42% 7. Courageous – 35% 8. Straightforward – 33% 9. Imaginative – 32% 10. Dependable – 31%
It is clear that the top three behaviors employees want from their leaders are to tell the truth, be experts in the field and anticipate change. Do these behaviors describe you as a coach? Do these behaviors describe anyone as a coach? If not, there may be a problem. A coach and a leader are synonymous in this country.
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