SPH-M 318 (Managing the Sport
Enterprise) - Final Exam #3 Fully solved
to pass
Uncertainty - correct answer ✔✔-An untested new client support system
-Decision alternatives and their potential outcomes are both relatively unknown
-No historical data or past experience on which to base a decision
-These decisions are the most difficult to make, the kind that can make or break a manager's
career
-If you're looking to expand locally, we have a lot of options to consider
Certainty - correct answer ✔✔-The decision makers know the alternatives and benefits
-Manager understand completely the available alternatives and the outcomes of each, with
100% certainty.
Ex: investment in a bond or some other security with a guaranteed rate of return
-A matter of making the most appropriate choice
-Very few decisions are made with certainty
Risk - correct answer ✔✔-Understand the alternatives, but uncertain about the costs and
benefits, knows the basic alternatives
-A far more common condition for decision making in sport organizations
-Ex: a sport organization looking to relocate and a has a few options for cities, but unsure what
city will work the best for the team revenue and other financial/beneficial factors
-Lots of decisions are being made
trait leadership approach - correct answer ✔✔-leaders are born, not made
,-Possess qualities that distinguish them from other members of an organization
-Ex: Stodgill 1974 - aggressive/assertive, enthusiastic, well educated
-Traits that best predict advancement: resistance to stress, tolerance of uncertainty, candidates
level of activity
-Disadvantages: The traits don't necessarily indicate good leadership
Style/Behavioral Approach - correct answer ✔✔-support, interaction facilitation, goal emphasis,
work facilitation
The Ohio State Studies (Consideration, mutual liking, respect in the relationship between the
leader and the followers)
-Initiating structure: (degree to which leaders structure their own work and that of their
subordinates to obtain the organization's goals)
-Ex: Job descriptions, performance standards, deadlines
The Michigan Studies
(Behaviors of effective leaders)
-Spent more time planning an supervising
-Employee centered as opposed to production centered
-Developed a sense of cohesiveness
-4 dimensions of leadership:
-Support
-Interaction facilitation
-Goal emphasis
-Work facilitation
-Managerial leadership: formal leaders
-Peer leadership: members of a workgroup (informal leaders, participative leadership)
, Contingency/Situational Approach - correct answer ✔✔-Contingency theories of leadership
"draw attention to the notion that there are no universally appropriate styles of leadership, but
that particular styles have an impact on various outcomes in some situations, but not in others".
-3 best known contingency approaches: Path-goal of leadership, Hershey & Blanchard
situational theory, Fiedler's LPC approach
-No universal appropriate style of leadership
-Particular styles have an impact on various outcomes in some situations, but not others
-Path-Goal theory: Leader behavior (subordinate satisfaction and motivation), influence is
contingent on situational variables
-Situational variables: work is stressful, frustrating. Unstructured and complex.
-Fiedler's LPC: (L)east (P)referred (C)oworker
-Low LPC: Motivated by task accomplishment
-High LPC: Motivated to develop close interpersonal relationships with subordinates
Transformational/Charismatic leadership - correct answer ✔✔-Changing attitudes and
assumption
-Influencing major change in the attitudes or assumptions of organization members and building
commitment for the organizational goals and mission
Charismatic
-House: Establish follower trust in the correctness of the leader's beliefs, unquestioning
acceptance of the leader, identification with and emulation of the leader, emphasizes that
charismatic leaders are likely to have self-confidence, a strong conviction about their own ideals
and beliefs, and a desire for the power to be able to influence others
-Conger and Kanungo: Charisma is an attributed quality, stages: leader senses opportunity and
formulates a vision, leader articulates the vision, leader builds trust in the vision, achieving the
vision
Transformational
Enterprise) - Final Exam #3 Fully solved
to pass
Uncertainty - correct answer ✔✔-An untested new client support system
-Decision alternatives and their potential outcomes are both relatively unknown
-No historical data or past experience on which to base a decision
-These decisions are the most difficult to make, the kind that can make or break a manager's
career
-If you're looking to expand locally, we have a lot of options to consider
Certainty - correct answer ✔✔-The decision makers know the alternatives and benefits
-Manager understand completely the available alternatives and the outcomes of each, with
100% certainty.
Ex: investment in a bond or some other security with a guaranteed rate of return
-A matter of making the most appropriate choice
-Very few decisions are made with certainty
Risk - correct answer ✔✔-Understand the alternatives, but uncertain about the costs and
benefits, knows the basic alternatives
-A far more common condition for decision making in sport organizations
-Ex: a sport organization looking to relocate and a has a few options for cities, but unsure what
city will work the best for the team revenue and other financial/beneficial factors
-Lots of decisions are being made
trait leadership approach - correct answer ✔✔-leaders are born, not made
,-Possess qualities that distinguish them from other members of an organization
-Ex: Stodgill 1974 - aggressive/assertive, enthusiastic, well educated
-Traits that best predict advancement: resistance to stress, tolerance of uncertainty, candidates
level of activity
-Disadvantages: The traits don't necessarily indicate good leadership
Style/Behavioral Approach - correct answer ✔✔-support, interaction facilitation, goal emphasis,
work facilitation
The Ohio State Studies (Consideration, mutual liking, respect in the relationship between the
leader and the followers)
-Initiating structure: (degree to which leaders structure their own work and that of their
subordinates to obtain the organization's goals)
-Ex: Job descriptions, performance standards, deadlines
The Michigan Studies
(Behaviors of effective leaders)
-Spent more time planning an supervising
-Employee centered as opposed to production centered
-Developed a sense of cohesiveness
-4 dimensions of leadership:
-Support
-Interaction facilitation
-Goal emphasis
-Work facilitation
-Managerial leadership: formal leaders
-Peer leadership: members of a workgroup (informal leaders, participative leadership)
, Contingency/Situational Approach - correct answer ✔✔-Contingency theories of leadership
"draw attention to the notion that there are no universally appropriate styles of leadership, but
that particular styles have an impact on various outcomes in some situations, but not in others".
-3 best known contingency approaches: Path-goal of leadership, Hershey & Blanchard
situational theory, Fiedler's LPC approach
-No universal appropriate style of leadership
-Particular styles have an impact on various outcomes in some situations, but not others
-Path-Goal theory: Leader behavior (subordinate satisfaction and motivation), influence is
contingent on situational variables
-Situational variables: work is stressful, frustrating. Unstructured and complex.
-Fiedler's LPC: (L)east (P)referred (C)oworker
-Low LPC: Motivated by task accomplishment
-High LPC: Motivated to develop close interpersonal relationships with subordinates
Transformational/Charismatic leadership - correct answer ✔✔-Changing attitudes and
assumption
-Influencing major change in the attitudes or assumptions of organization members and building
commitment for the organizational goals and mission
Charismatic
-House: Establish follower trust in the correctness of the leader's beliefs, unquestioning
acceptance of the leader, identification with and emulation of the leader, emphasizes that
charismatic leaders are likely to have self-confidence, a strong conviction about their own ideals
and beliefs, and a desire for the power to be able to influence others
-Conger and Kanungo: Charisma is an attributed quality, stages: leader senses opportunity and
formulates a vision, leader articulates the vision, leader builds trust in the vision, achieving the
vision
Transformational
