Running Head: Transformational Leadership in Professional Coaches

Transformational Leadership in Professional Coaches Team Yi David Bajak, Isaac Baker, Allan Lindsley, Richard McCall, & Wayne Smith MET LD 705 Leadership in a Dynamic Environment Jim Cormier August 7, 2010

Transformational Leadership in Professional Coaches

Abstract Transformational leaders use their vision, commitment to mission, personal value and enthusiasm to invigorate others (Burns, 1978). One of the fields where these characteristics are acutely evident is in the world of professional sports coaches. It is our proposition that transformational leadership qualities are not only present, but may be required of professional coaches. We will first define what we believe transformational leadership is based on historical scholarly work. Next, we will identify and analyze the different dimensions of transformational leadership at work among coaches. We will then present a few case studies of coaches from different sports to support our hypothesis. Finally, we will summarize our conclusions as derived from the research and case studies.

Transformational Leadership in Professional Coaches

Transformational Leadership in Professional Coaches It is the championship game and your team is down by one point with four seconds left on the clock. Your team calls a timeout and walks to the sideline. Who is going to step up and take the lead? Who is going to draw up the play that will decide the game? The team will almost certainly look to their coach for guidance and leadership. The coach is the one who will draw up the final play. The coach is the one who will lead his team to ultimate victory or agonizing defeat. What makes a coach great? The authors hypothesize that the best coaches utilize transformational leadership to be successful. What is Transformational Leadership Coined in 1978 by James MacGregor Burns, transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality (Burns, 1978). Leadership theories have used many phrases for defining what change or transformation could be counted as transformational leadership. To be a transformational leader, one must have the ability to change the perspective, or cause a paradigm shift, in the way his/her followers see a particular situation. Since introduced by Burns, there have been many studies focused on advancing our understanding of transformational leadership. Its often explained in terms of the moving, or emotional, effects the leader has on followers. Transformational leaders work to bring about human and economic transformation. Within the organization, they generate visions, missions, goals, and a culture that all contribute to the ability of individuals, groups, and the organization to practice its values and serve its purpose (Hickman, 1997). These are reliable leaders who generate commitment from followers which results in a sense of shared purpose (Waddock & Post, 1991). The leaders ability to inspire, motivate, and foster commitment to a shared purpose is crucial (Bass, Waldman et al., 1987). Transactional vs. Transformational Leadership In the 1960s leadership scholars shifted their focus from studying leader traits, behaviors, and situational forces toward a focus on the transactions between a leader and his or her followers (Bass, 1990). Transactional leadership emphasizes the exchange that transpires between the leader and the followers. The exchange is based upon the leader telling the follower what is required and what he or she will receive in

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exchange for completing this requirement. Transactional leadership tends to be transitory and seeks to satisfy followers individual needs as a reward for completing a given transaction. Transformational leaders, unlike transactional leaders, have the ability to produce changes in followers not by inducement, but through inspiring them to achieve high expectations. Transformational leadership essentially raises leadership up a notch. Bass and Riggio (2006) state, transformational leadership involves inspiring followers to commit to a shared vision and goals for an organization or unit, challenging them to be innovative problem solvers, and developing followers leadership capacity via coaching, mentoring, and provision of both challenge and support. Transformational leaders use their vision, high energy, personal values, commitment, and passion to invigorate others toward achieving a mutually agreed goal that benefits the group (Burns, 1978). This type of leadership has proven to produce trust, loyalty, and admiration of the leader resulting in followers maximizing their energy to produce improved results. Bernard Bass has gone to great lengths in the study of the leadership process, including a study that contrasted the transformational leader from the transactional leader. He contends that the transformational leader has a clear vision, articulates that vision to inspire others, has high expectations of followers, sets clear goals, portrays high values and displays integrity, courage and commitment to a higher cause, provides encouragement, consideration, and recognition of followers. Follower trust, confidence, devotion, and admiration are common reciprocals of this leadership behavior. Bass contends that transformational leaders energetically change the attitudes, beliefs, and standards or their followers. Conversely, transactional leaders simply gain compliance through quid pro quo transactions (Bass, 1990). One might assume Bass is implying transformational leadership is more valuable or important than transactional leadership. However, this is clearly not the case, as Bass also said, The best leadership is both transformational and transactional. Transformational leadership augments the effectiveness of transactional leadership; it does not replace transactional leadership (Walsman, Bass, & Yammarino, 1990). Researchers clearly believe that both leadership styles are important and should co-exist to create a strong, well-rounded leader. Transformational Leader Behaviors Bernard Bass originally theorized that transformational leadership consisted of four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass,

Transformational Leadership in Professional Coaches

1985). Rafferty and Griffin re-examined Bass theoretical model and expanded on it. They identified vision, inspirational communication, supportive leadership, intellectual stimulation and personal recognition as important leadership dimensions. They define vision as the expression of an idealized picture of the future based around organizational values. They define inspirational communication as the expression of positive and encouraging messages about the organization and statements that build motivation and confidence. Supportive leadership is defined as expressing concern for followers and taking account of their individual needs. Intellectual stimulation is enhancing employees interest in, and awareness of problems, and increasing their ability to think about problems in new ways. Personal recognition is the provision of rewards such as praise and acknowledgement of effort for achievement of specified goals (Rafferty & Griffin, 2004). Transformational leaders are also effective in making their followers aware of what stage they are at in their life and inspiring motivation to become more successful. Transformational leaders elevate people from low levels of need, focused on survival (following Maslows hierarchy), to higher levels (Kelly, 2003; Yukl, 1989). According to Maslow, when their lower-level needs are met (or are perceived to have been met), that individual can focus on fulfilling the next higher level of need (Maslow, 1954). A good transformational leader understands this principle and gets his/her followers to move up this hierarchy of needs in order to get them to a place where they can be an effective part of the team. A transformational leader knows that without effective teamwork, neither the follower nor the leader is going to accomplish as much as they would working together. Transformational leaders, therefore, must be able to inspire the follower to accomplish more than the follower planned to accomplish (Burns, 1978; Krishnan, 2002). Effects of Transformational Leadership on Followers According to numerous research studies transformational leadership is positively related to work outcomes and significantly impacts follower satisfaction (Dumdum, Lowe, & Avolio, 2002; Hatter & Bass, 1988; Koh, Steers, & Terborg, 1995; Barling et al., 1996). Additional research proclaims that efficacy beliefs play an important role in individual motivation as well as group motivation because people in teams depend on others to accomplish their individually assigned tasks (Bandura, 1997). Further studies suggest that one of the most important characteristics of transformational leadership is its ability to raise a persons collective motivation and commitment to organizational change and provide extra effort (Shamir, 1990; Yu, Leithwood & Jantzi, 2002). Leaders who increase followers identification with a group will also increase the followers

Transformational Leadership in Professional Coaches

willingness to contribute to the objectives (Shamir, Zakay, Breinin, & Popper, 1998, 2000). Transformational leaders will also raise followers awareness level about the importance of outcomes and outlines ways to reach them, thus encouraging them to go beyond self-interest for the good of the team or organization (Bass, 1985). We will explore this more in our case studies. The Four Is Bass and Avolio (1994) suggested that transformational leaders endeavor to achieve superior results by employing one or more of the Four Is: Idealized Influence (IF), Inspirational Motivation (IM), Intellectual Stimulation (IS), and Individualized Consideration (IC). The IF leader is someone who becomes a role model figure to those around them because they either exhibit a certain charisma or demonstrates certain moral behaviors. Key indications of an IF leader include an unusual level of competence, celebrates follower achievements, addresses crises directly, and uses their power for positive gain. The IM leader possesses the ability to motivate the followers to superior performance by elevating their expectations to higher levels by compellingly articulating some vision of the future. Indicators of this style include molding expectations, shaping meaning, reducing complex matters by using simple language, and creating a sense of purpose and priorities. The IS leader stimulates their followers to think through problems for themselves, thus developing their abilities. Key indicators of this style include recognizing patterns that are difficult to imagine, willingness to entertain seemingly foolish ideas, and encouraging followers to revisit problems. The IC leader demonstrates concern for their followers, treats them as individuals, gets to know them well, and listens to both their concerns and ideas. Key indicators of this style include being an active listener, assigning projects based on individual ability and needs, promoting self-development, and recognizing the differences among their followers strengths and weaknesses. These styles of leadership, when utilized properly, will generally result in the greatest level of organizational change. We believe that when a coach possesses a predominantly transformational leadership style, they can better influence athletes to reach their full potential. This essay will focus on professional coaches. Fiedler (1964) states, The appropriate leadership style depends on the skill level, age, and maturity of group members (p. 168). For example, when coaching young children, a transactional leadership style will most likely be more effective and appropriate. This is witnessed in many sporting events involving children when you hear a coach say some variation of, Win the game and well go out for pizza. Conversely, successful

Transformational Leadership in Professional Coaches

professional coaches must find and maintain a fine balance between transactional and transformational leadership, based on relationships they build with the athletes. The renowned leadership scholar, Bernard Bass, believes that transformational leaders can be developed in sports coaching (Wesse, 1994). We believe transformational coaches are abundant in professional sports. Jermier (1993) states that there are four fundamental criterion to identify transformational coaches, also known as the Four Is discussed previously in this paper. We will now examine four coaches from different sports whom we believe are successful because of their predominantly transformational leadership styles. Case Study 1: Phil Jackson Phil Jackson has won more championships than any other professional coach. This year he won his eleventh National Basketball Association (NBA) championship. He is a transformational coach who consistently gets the best out of his players, team and staff. Phil Jackson genuinely cares about his players and intellectually challenges and inspires them. Jackson states Love is the force that ignites the spirit and binds teams together. Coaches who have high integrity and strong character will build strong relationships with players based on personal trust and commitment (Weese, 1994). These coaches present themselves as a role models for athletes. Phil Jackson states, Despite their tremendous talent, (NBA players) are still, by and large, young adults, seeking validation from an authority figure, and there is no greater authority figure on a team than the coach. The athlete and team benefit by having someone to identify with and immolate (i.e. practices individualized consideration). Phil Jackson intellectually stimulates his team by enhancing each athletes interest and awareness of possible game situations, which increases their ability to quickly react to on-the-court challenges. For example, during basketball games he allows them to work through adversity under realistic conditions by allowing his teams to play through tough stretches without direct intervention. This increases their confidence in their own abilities to press forward in times of stress and adversity and allows them to self-correct and become habituated to putting themselves back on track. This type of intellectual stimulation gives them real experience to draw upon when times get tough and will help them stay poised during the play-offs. Phil Jackson is known for his spirituality and the democratic environment he creates on and off the court. Instead of being an authoritative coach as many are, Jackson takes a different approach. He

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inspirationally communicates and articulates his vision by creating a calm atmosphere where players are able to stay focused and self-motivated. In his book Sacred Hoops, Jackson talks about creating a group mind that functioned on oneness instead of ego: I wanted to create a team in which selflessness not the mefirst mentality that had come to dominate professional basketball was the primary driving force. My goal was to find a structure that would empower everybody on the team, not just the stars, and allow the players to grow as individuals as they surrendered themselves to the group effort (p. 63). A key trait of transformational leaders is dominance and confidence. Jackson states in his book, I think the most important thing about coaching is that you have to have a sense of confidence about what youre doing. You have to be a salesman and you have to get your players, particularly your leaders, to believe in what youre trying to accomplish on the basketball floor (Jackson, 1995). Using these transformational leadership traits has allowed Phil Jackson to become the ultimate champion by winning more professional championships than any other coach in any sport. Case Study 2: Bill Belichick Bill Belichick proved to be an effective transformational leader nearly instantly upon entering the head coaching position of the New England Patriots. Belichick institutionalized organizational change through the major premise of transformational leadership as explained by Bass and Riggio: Transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. They set more challenging expectations and typically achieve higher performances. [They] empower followers and pay attention to their individual needs and personal development, helping followers to develop their own leadership potential (Bass & Riggio, 2006). Belichick was effective at demonstrating Bass and Riggios characteristics of transformational leadership by inspiring followers to commit to a shared vision and goals for an organization or unit (Bass & Riggio, 2006). The Sporting News described Belichicks 2001 Patriots as arguablythe least talented Super Bowl champion[s] ever, stating the team had an inexperienced quarterback, no running game to speak of, an injury-ravaged roster and a killer schedule (Pompei, 2005). Despite the challenges and obstacles which he inherited upon day one of becoming the head coach, Bill Belichick was successful.

Transformational Leadership in Professional Coaches

Belichick replaced Pete Carroll as head coach of New England in 2000 following the ineffectiveness of Carrolls coddling and undemanding [leadership] style (OBrien, 2001). New England Patriots owner, Robert Kraft, was committed to letting [Belichick] make all the football decisions (King, 2004), entrusting Belichick with all the authority he needed to implement new organizational changes and establish a new team culture. Belichicks loyal following was evidence of his transformational leadership and proved effective in solidifying a team culture early as evidenced by one particular event in which a player who played under Belichick with the Jets became angry with the lax approach of some of his teammates. After a near brawl, more Patriots began doing it Belichicks way (Pompei, 2005). This player had felt empowered by Belichick to help align the team to one common objective, thus providing evidence of Belichicks effective transformational leadership ability (Bass & Riggio, 2006). Through his actions, the player was effectively upholding the team first culture, a culture described by Pompei to be an environment in which the team eclipses individuals (Pompei, 2005). Belichick inspires his followers to commit to a shared vision and goal for the good of the team. OBrien (2002) describes Belichicks ability as a transformational leader to instill the belief that the team as a whole was more important and more powerful than any of the individual players. Goldberg also explains that on Belichicks team, the expectations are high, and clear. Players who had reputations for inappropriate incidents enter Belichicks organization and appear to feel the pressure to match their coachs expectations, and those of their teammatesIts a culture where you dont want to let your colleagues down (Goldberg, 2008). New Englands culture and commitment to teamwork was displayed in 2002 at the conclusion of the season upon the Patriots appearance in the Super Bowl. Rather than upholding the long-held tradition of introducing players one by one as they run out of a stadium tunnel onto the field [the Patriots]whole roster ran onto the field together (Goldberg, 2008). Belichicks team demonstrated its unity, coming out onto the field without the usual fanfare for leading players (OBrien, 2002). In the end it was the unity of the team that brought it home; a transformation of the New England Patriots, perfectly orchestrated through the leadership of Coach Bill Belichick. Upon receiving a diamondstudded championship ring, wide receiver Deion Branch was quoted by King, saying theres nobody on this

Transformational Leadership in Professional Coaches 10 team, no one I know, whos happy like youd think theyd be happy after winning a Super Bowl. With this team, the way weve been coached and brought up, we just want more (King, 2005). Case Study 3: Herb Brooks Herb Brooks was the coach of the 1980 U.S. Hockey team that won the gold medal in the Olympics. His coaching style and methods were very transformational in nature, with his ultimate strategy being to completely change the climate and culture of American hockey. The Russian team, led by coach Viktor Tikhonov, were the undisputed champions in the hockey world, and had been for the previous twenty years, winning the gold medal five times in a row. In order to beat a team that many considered unbeatable, Brooks would have to first change the mindset of his young and inexperienced squad, especially after losing to the Soviets earlier in the year by seven goals. Herb Brooks realized that the mystique of the Russian team had a big impact on his players. He understood that the Soviets were considered almost invincible. He needed to change that perception in the minds of his players in order to have any chance of victory. He also recognized that each player needed to play to their utmost potential to defeat such a formidable opponent. Brooks utilized transformational leadership traits and behaviors to accomplish these things. Brooks specialty was inspirational motivation and individual consideration. He took the time to understand what drove his players, what motivated them, and use them for the benefit of the team. His inspirational speeches and locker room pep talks were legendary, causing his players to coin the term Brooksisms, referring to the quotable one-liners he would often use. Some examples of these Brooksisms are, you cant be common; the common man goes nowhere you have to be uncommon, and You were born to be a player. You were meant to be here. This is your time (Kevin Allen, 1997). He was able to inspire his team to lay it all on the line, to push harder, to train longer, and to want it more. The result of that hockey competition has been the source of books, TV specials and even a blockbuster movie (Miracle). Team USA famously came from behind, etching out a narrow victory against the best team in the world, following that up with another come-from-behind victory against Finland to win the gold medal. That famous question was asked on national TV, Do you believe in miracles? while the entire country cheered on their victorious heroes. But lest we forget, were it not for Coach Herb Brooks transformational leadership, that game and those Olympics would have finished far differently.

Transformational Leadership in Professional Coaches 11 Case Study 4: Brian Clough Transformational Leadership has its limitations (McCrimmon, 2008). Having limitations does not negate the fact that if used sensibly, it can be a positive change agent. Transformational leadership needs qualities like charisma and narcissism to work, qualities that can inspire greatness, or, like Brian Clough at Leeds United, sink into a mass of stupidity, cruelty and confusion. One of the reasons why Brian Clough was such a fascinating professional sports manager is that, apart from one disastrous stint at Leeds United, his resume was an ode to transformational leadership. Cloughs entrance into English professional football life began in 1955 as a striker for Billingham Synthonia and later Middlesbrought. His professional playing career came to an ignominious end in the winter of 1962, when Clough, on his way to scoring as easy goal, collided with Bob Stokes--a collision that literally transformed his life (Eason, 2009). He became a football manager and, in the course of his very colorful career, one of the most well-known, respected and colorful leaders in the sport. In 1972, The Derby football club, managed by Clough, became the English premier league champions, for the first time in their then 88-year history (Eason, 2009). He had taken a relatively obscure football team and with charm, charisma and cockiness, transformed it into a powerhouse. The English football community quickly understood that a new innovative leader had emerged. Soon, Clough was seen as one of the best English football managers. It was no surprise when a managerial vacancy opened up at Leeds United, he was offered the job. He agreed, and so began a 44-day journey that started and ended in bitterness and embarrassment. When Leeds directors offered the job to Clough, they obliviously wanted someone to continue Leeds success while mindful of its tradition and football culture. After all, Leeds was not in trouble. The vacancy occurred because Don Revie, Clough successor, was called up to manage the English national team. Clough had been touted as one of the best up and coming managers and Leeds was one on the best and most successful football teams; putting these two forces together made great sense. Unfortunately for Leeds, Clough was a transformational manager. His modus operandi was to shake things up, regardless of the situation. He began his tenure by making plain his contempt for his predecessor, criticizing the clubs playing style, and accusing the team using dirty tricks. He verbally abused the star players and even took swipes at Leeds directors. In The Damned United, a movie about Cloughs time at Leeds, his character, played by

Transformational Leadership in Professional Coaches 12 Michael Sheen, is shown saying to the Leeds team: You can all throw your medals in the bin because they were not won fairly. Unsurprisingly, the players revolted, and retaliated by loosing most of their games. Soon it was clear to everyone. Leeds United neither wanted nor needed a transformational leader. He riled so many people at the club that he was fired (Hancock, 2009). A transformational leadership style in this situation was clearly not effective. Fortunately for Clough, those 44 days at Leeds were only a minor detour on his way to iconic status in British Football lore. Yet, one has to wonder if his epic failure at Leeds was not the reason he was never asked to manage the national team for England. In fact, after Leeds, he went on with other relatively small teams, Nottingham Forest and Derby, to win the European Cup in 1979 and 1980 (Hancock, 2009). When he died in 2004, he was eulogized as the greatest manager England never had. Conclusion We have seen from the examination of previous research and case studies that the best leaders will utilize all the tools at their disposal to create and sustain an environment where the group is working together toward a common goal. These tools include different leadership styles and behaviors, which produce different results in different situations. Coaching is no exception. When coaching younger athletes, we noted that the use of the transactional style is typically more beneficial, exchanging certain actions with tangible results. This is evidenced in youth sports with exchanges like going for pizza when the team is victorious, as well as college sports with transactions consisting of performance and scholarships. We argued that the transactional approach may not be as important in professional sports, but rather an emphasis on the transformational style may be more appropriate. We believe that possessing and utilizing all the traits of transformational leadership will give the professional coach a greater chance of success. Just exchanging money for performance (transactional) is not nearly as effective as getting the individual players to think and play as a team (transformational). Simply rewarding exemplary effort with some reward will never be as successful (from the teams standpoint) as getting that player to commit completely to a mindset that requires more sacrifice, effort, and risk than they have ever committed to anything. These transformational leadership traits are what separate the good professional coaches from the truly great ones.

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