Common Leadership Traits - National Football League - Assignment Example

Common Leadership Traits - National Football League Introduction There are different theories in leadership that have evolved through time. Continued research in the study of leaders in varied organizations lead to new findings that enrich learning. Due to the unique and distinct personalities of leaders, there seems to be no structured model that puts leadership traits and styles in a box to validate that the best style or approach should be applied universally. In this regard, the current discourse aims to present a comparative analysis of common leadership traits in the sports industry, particularly in football. The National Football League would be used as the organization that epitomizes organizations within the selected industry. Likewise, the methods for developing leaders in this industry would be determined; as well as the strategies for the manner by which industry leaders balance competing values and priorities. Finally, a proposal to avoid managerial derailment and failure would be provided, as required. 1. Compare-and-contrast of common leadership traits in this industry First and foremost, the leaders in the football industry were identified to be the managers of the team, as well as the coaches (Macguire, 2013; Crust & Lawrence, 2006). The leadership traits in the industry were emphasized to focus on two crucial facets: “hardiness and mental toughness (i.e. achievement oriented, persistence, self-confidence, stress tolerance etc.)” (Crust & Lawrence, 2006, p. 37). Likewise, other leadership traits that were deemed essential for a football manager is summed, to wit: “the ability to function effectively, not just in terms of remaining healthy, but also in terms of decision-making and remaining clear and logical in thought when experiencing adversity” (Crust & Lawrence, 2006, p. 38). Other traits that were noted by Macguire (2013) to be common in football, and other sports, for that matter, were passion, possession of people skills and effective communication skills (or the ability to give clear instructions). Likewise, there are also traits which were studied to be important to be manifested by leaders in the football discipline to ensure success in the endeavor, such as: “adaptability, self-confidence, and persistence; as well as skills such as intelligence, creativity and knowledge of the group” (Stogdill, 1974; cited in Crust & Lawrence, 2006, p. 41). Concurrently, for coaches, the common leadership traits that were observed and recommended to be present; and which allegedly influences the performance of players are as follows: closeness, commitment, and complementarity (Crust & Lawrence, 2006). From the interview conducted on football managers, most have asserted that leaders in this industry must be able to exercise their skills in discerning and managing their people. As emphasized by Ramon Vega, reportedly former Tottenham, Celtic and Cagliari defender, and now owner of an assets management firm, Vega Swiss Asset Management: “People skills in any form of management are about 80% to 90% the most important part of the job,” Vega said. “Of course you also have to have knowledge and know-how of a specific industry as well, but if you have these skills and effective communication then people will do the job for you very well” (Macguire, 2013, p. 1). 2. Methods for developing leaders in this industry The methods for developing leaders in this industry include attendance to leadership trainings; as well as previous academic degrees. According to the Occupational Outlook Handbook, a bachelor’s degree is needed for a leader or manager in this industry. As emphasized, “this degree can typically be in any subject. However, some coaches may decide to study exercise and sports science, physiology, kinesiology, nutrition and fitness, physical education, and sports medicine” (U.S. Department of Labor, 2014, par. 3). In addition, some previous experience in playing football is required, as well as in coaching. As for the managers, aside from leadership training in the field of football, similar higher education programs to develop leadership skills would assist in professional growth and development. Knowledged of management theories, including motivation, conflict-resolution, problem-solving, and decision-making are all essential modules through human behavior courses that would assist in applications to the football industry. 3. Strategies for how industry leaders balance competing values and priorities Just like in other organizations in diverse industries and sectors, the leaders in the football industry or in the National Football League could learn to balance competing values and priorities through adherence to standards of professionalism, codes of discipline and conduct, as well as conformity to ethical, moral, and legal codes. The sports industry, per se, is replete with rules and regulations governing the conduct of players and leaders, as well as coaches and managers. As such, any conflicts of interests or values, between and among players and leaders, or the organization, were simulated to happen and guidelines were appropriately set for addressing or resolving pressing issues and concerns. Thus, leaders and managers should be aware of these regulations and policies to ensure that these are effectively followed to avoid conflicts in values, philosophies, and priorities. 4. Proposal to avoid managerial derailment and failure. Leadership development is a continuing process. To avoid managerial derailment and failure, managers and leaders must continue to learn new techniques, best practices, evolving leadership theories, and future trends in their respective areas of jurisdiction. As such, managers in the National Football League and in other football organizations are encouraged to attend management training programs to develop and upgrade their current skills set. It was emphasized that “new innovative and reflective manager training courses are clearly required to allow individuals to manage their responsibilities as effectively as possible and facilitate critical interventions” (Crust & Lawrence, 2006, p. 42). Concurrently, managers and leaders are aware that failure is part of the natural process of pursuing an identified task or endeavor. In a managing the team, football managers are most prepared to acknowledge failure or defeat; as much as embracing the sweetness of victory. Both are learning opportunities to be used for future games. The games which provided the most disappointments for the manager and the players are good sources of information for learning. By reviewing the weaknesses or mistakes that were inadvertently incurred, leaders and players are given the opportunity to correct these weaknesses and aim for doing a better job in the next game. Conclusion The current discourse has successfully presented leadership profile for managers and coaches in the football industry. The common leadership traits were noted to focus on passion for the sports, as well as possession of people skills, among others. Just like other managers in contemporary organizations, leaders in the National Football League and other football teams, acknowledge the need for continued training and development to ensure that the needs and demands of the players, and of the organization, are appropriately managed and addressed. References Crust, L., & Lawrence, I. (2006). A Review of Leadership in Sport: Implications for Football Management. Retrieved from Athletic Insight: https://www.athleticinsight.com/Vol8Iss4/FootballPDF.pdf Macguire, E. (2013, October 1). What football managers can teach you about leadership. Retrieved from CNN: http://edition.cnn.com/2013/10/01/business/can-football-managers-coach-leadership/ Stogdill, R. (1974). Handbook of Leadership. New York: Free Press. U.S. Department of Labor. (2014, January 8). How to Become a Coach or Scout. Retrieved from bls.gov: http://www.bls.gov/ooh/entertainment-and-sports/coaches-and-scouts.htm#tab-4 Read More