• Fitness & Health
• Sport & Exercise Science
• Physical Education
• Strength & Conditioning
• Sports Medicine
• Sport Management
• Dance

The three critical dimensions of sport leadership (the three R’s)

This is an excerpt from Contemporary Leadership in Sport Organizations 3rd Edition by David Scott,Mark LaSota.

Building upon the foundational and contemporary aspects of leadership from chapter 1, this chapter focuses on application and balancing of three distinct but integrated dimensions of leadership associated with over-all effectiveness as a leader. We refer to these three domains as the three R’s (see figure 2.1):

1. Results
2. Relationships
3. Responsibilities

Too often in organizations, leaders are effective in one or two dimensions but not in all three. The chapter argues that leaders of modern sport organizations must address all these dimensions effectively and concurrently. It explores each of the three dimensions, pro-vides examples, poses questions, and offers recommendations to help sport organization leaders balance these expectations and maximize overall organizational performance.

The chapter begins with the dimension of results and emphasizes the importance of leaders producing positive outcomes, as reflected in organizational performance and organizational effectiveness. Results, of course, vary according to the type, level, and mission of a sport organization. However, the demand from key stakeholders for producing consistently winning programs, developing and maintaining state-of-the art facilities, or offering the most innovative and high-quality products, technology, and equipment is perhaps nowhere more prevalent than in the sport industry. Another dimension of expectations, especially for high-profile sport organizations, is their involvement and perceived effectiveness relative to community or corporate social responsibility, which is also addressed in this chapter. As discussed in chapter 1, leaders must adopt the appropriate “mindset” and be strongly prepared to remain both adaptive and agile in order to produce consistent and high-quality results in today’s sport organizations.

The chapter then examines the dimension of relationships as a cornerstone of leadership in sport organizations. As also discussed in chapter 1, leader interactions occur at the person, dyad, group or team, and collective organizational levels. Communicating with confidence, care, and compassion while developing trusting relationships with stakeholders across these levels is essential to effective sport organization leadership.

The chapter concludes by addressing the dimension of responsibilities as another cornerstone of leadership in sport organizations. While leaders of all organizations have a professional and ethical responsibility that is both required and expected of their roles, many sport organizations are under more scrutiny by local or national supporters and the media at all times. Scandals, misconduct, unlawful actions, and unethical behavior can destroy the reputation and careers of athletes, coaches, and sport organization leaders. This section examines the role of professionalism and ethical leadership, as well as the responsibilities sport leaders have to their stakeholders.

More Excerpts From Contemporary Leadership in Sport Organizations 3rd Edition

---