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CHAPTER 1
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Leadership Theories
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Gregory M. Kane
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CHAPTER OBJECTIVES
■ Develop an appreciation for the breadth and depth of leadership theory.
■ Develop a foundational understanding of leadership.
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■ Identify and describe sources of power in the context of sport.
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■ Describe the ways in which would-be leaders assume the role of leader.
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CASE STUDY
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Warren Miller, Filmmaker, Author, Icon
Warren Miller, the self-described ski bum turned filmmaker and author, died on January 24, 2018, at the
age of 93. His legacy is one of passion, storytelling, sport, and freedom. From humble beginnings of living
out of a trailer to being called the single greatest influence in the action-sports film industry, Warren
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Miller’s film contributions from the 1950s to 2004 were important contributions to the winter sports
culture. His films were widely recognizable as being part documentary and part comedy. His company,
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Warren Miller Entertainment (WME), now under new management, continues to produce winter sports
movies that are an annual event, often serving as a pep rally for the ski season. Their 69th
film is scheduled
to be released in the fall of 2018.
Miller, born in Hollywood, California, in 1924, took up skiing and surfing as a child. After his discharge
from the Navy in 1946, he bought a camera and while living in a trailer in the parking lot of Sun Valley
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ski resort, began to film his friend Ward Baker and himself in an effort to improve their skiing technique
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(“In Memoriam”). At first, Miller would show the films and narrate to friends. Friends turned into parties,
and parties turned into crowds. Before long, Miller had pieced together a full-length feature and would
be touring in 130 cities a year. In reference to his prolific career, Miller wanted to “tell stories and have the
film to back it up.” It was a “labor of love” for Miller, whose first experience on snow was transformational.
“It was total freedom but absolutely no control over it.” (Channel, 2012) In the years that followed,
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(continues)
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1
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2 Chapter 1 Leadership Theories
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CASE STUDY (continued)
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Miller would be recognized 10 times for the CINE Golden Eagles Award, eight times for the IFPA Award,
and the International Documentary Achievement award, to name a few.
The filmmaker and ski icon was committed to his unique craft of documenting ski culture, its
evolving action, and, of course, humor. His recognizable monotone voice and dry wit created a pallet
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for which skiing, nature, and freedom could be experienced through film. Despite his wide recognition,
more than 500 film credits, and many awards, Warren Miller was never in the Academy of Motion Picture
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and Sciences. A close friend explained, “Warren, they don’t think you make “real” movies.” To which Miller
responded, “...I don’t.” (Galbraith, 2018) Doing things Warren’s way was as much about being headstrong
as it was about telling the story. At a time when corporate sponsors, big budgets, and larger staff were
the norm, Miller focused on small budgets, intimate relationships, and family. At one point, as Miller
describes it, after becoming frustrated with partners and the lack of meaningful relationships, he sold the
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company to his son yet remained active in the company for another 15 years (Galbraith, 2018).
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Off of the slopes, Miller and WME committed to being benefactors for more than just skiing. In
2009, Miller and others opened the Warren Miller Performing Arts Center in Big Sky, Montana (“Warren
Miller Performing Arts Center,” 2018). In addition, Miller helped develop the Warren Miller Freedom
Foundation’s Young Entrepreneur Program (“In Memoriam”). This program was designed to give children
from grades 6 through 12 introductory experiences in business management, building relationships,
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and customer service. In 2012, and in partnership with former Vice President Al Gore’s Climate Reality
Project, WME began to tackle climate change from a unique perspective. The initiative, Pro Snow,
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focuses on the preservation of winter sports through protecting against environmental changes (“In
Memoriam”).
Warren Miller, while credited with creating the genre of action sports filmmaking, discovered this
untapped market because of a passion for the sport. Often, doing what he loved rather than doing what
made strong business sense, Miller developed a brand that is synonymous with outdoors, skiing, and
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freedom. This passion, with 1,200 columns and 11 books to his credit, developed into an industry that is
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loved by many today (“In Memoriam”).
Questions for Discussion
1. Consider the different types of leadership described in Chapter 1. What types of leadership
behavior did Warren Miller display?
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2. Describe the traits that Warren Miller possessed that lend themselves to his being an effective
leader? Use examples from the case study to support your answer.
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3. How did Miller become the leader and innovator of an industry?
4. By using The Managerial Grid, where would you place Miller? Why?
5. What do you think are the challenges for this industry? How will action sport filmmaking transform
in the next 10 years?
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▸ Introduction War. After more than 2,500 years, his leader-
ship philosophy and tactics are still employed
Thoughts on leadership and the qualities of a by military leaders. Tzu’s teachings are also
leader have existed for thousands of years, and finding an audience among contemporary
business managers. In 2000, Sun Tzu and the
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many of these ideas have stood the test of time.
Ancient Chinese philosopher and military tac- Art of Business was published, connecting
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tician Sun Tzu is credited with several written Tzu’s thinking to modern business strategy.
works on leadership, most notably, The Art of Like Tzu, today’s leaders need to be adept at
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Leader and Leadership Defined 3
sizing up their competition and looking for class, or at a sporting event where you have
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perceived weaknesses that they can exploit to volunteered or worked. This chapter serves as
gain a marketplace advantage—if, indeed, this a primer for what is going on between lead-
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is one of their organization’s goals. ers and followers with regard to leadership
Emanating from ancient Greece, Plato’s styles and sources of power. The mechanisms
Republic discussed the qualities of a just man for leadership ascendancy are also discussed.
and how these are needed for idealistic lead- Finally, some of the prominent leadership the-
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ership in a just city-state (Brickhouse & Smith, ories of the 19th and 20th centuries are briefly
2009). Some leaders in sport are revered explained. The theories included in this chapter
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and respected because of their sense of fair- are likely to reappear in your further study of
ness and impact on their organizations. Dan leadership and were carefully selected for their
Rooney, former chairman of the Pittsburgh contribution to the development of leadership
Steelers who passed away in 2017, is credited thinking for the 21st century.
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with suggesting the NFL’s Rooney Rule that
has attempted to pave the way for more diver-
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sity in hiring head coaches, comes to mind ▸ Leader and
when considering Plato’s sense of fairness.
Although this text is predominantly focused Leadership Defined
on leadership in contemporary times—the In his seminal work, Handbook of Leadership
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21st century—and equipping future leaders of
sport with the skills and perspectives needed (1974), Ralph Stogdill writes a brief account of
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to lead both for-profit and not-for-profit sport the origins of the words “leader” and “leader-
organizations, it is crucial and instructive to ship.” This account is repeated in Bass’s (1981)
glimpse the evolution of leadership and its revision of Stogdill’s original work. It appears
theoretical development. Today’s leaders have as though “lead” and “leader” have been part
of European languages since about 1300. The
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much to learn from past leaders and past theo-
ries of leadership because organizational chal- notable exception is French, in which the word
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lenges encountered today are often variations “leader” had no clear translation, even into the
on situations encountered in the past. late 20th century (Blondel, 1987). It is not until
Theories of leadership are a useful way for Webster’s An American Dictionary of the English
students learning about leadership to compare Language from 1828 that a definition of “lead-
different perspectives at different points in his- ership” appears. Likewise, in Europe, the word
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tory in different contexts. Furthermore, theories “leadership” did not appear until the first half
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offer frameworks of analysis by providing expla- of the 19th century in writings about political
nations about why certain relationships exist influence and control of the British Parliament
between units (e.g., leader and follower) in the (Bass, 1981). Curiously, Webster’s omitted any
empirical—or observed—world. L eadership definition of “leadership” from subsequent dic-
is a prolific area of study with several theories, tionaries until 1965, when several definitions
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many reaching back decades. For students who are listed in the third edition of the New Inter-
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may have little formal education in leadership national Dictionary of the English Language.
concepts, this chapter serves as an introduction. The foundational starting point in the
It is certain that you have observed leaders in study of leadership is an understanding of
society and sport, on your campus, or even at the parts that make up the word. The word
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your workplaces; it is quite possible that you, “leadership” can be broken down into three
as a sport management student, have already parts: lead, -er, and -ship. The first part, lead,
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engaged in leadership opportunities on cam- is likely derived from the Middle English
pus, in your community, in a group project in lede, which means to come first or go first
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4 Chapter 1 Leadership Theories
( Dictionary com, n.d.a). The use of -er denotes imagined future that depends upon
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one who performs a task or is employed in a alignment of values and establish-
role, such as baker—one who bakes (Dictio- ment of mutual purposes.
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nary.com, n.d.b). Therefore, a leader is some- This definition builds on the works of oth-
one who is employed in a role in which he or ers and includes several important ideas. First,
she is at the forefront of a group; thus, the one leadership is more than just a role. It is the
who defines the path. The use of -ship denotes behaviors that one exhibits in this role. Some
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a skill or craft, as in the word “scholarship” scholars have referred to leadership as a pro-
( Dictionary.com, n.d.c). Based on this inter-
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pretation, leadership is the skill set needed in cess; however, this loses the human element,
the craft of defining the path for a group by the person-centered approach at investigat-
one who is employed in such a position. ing leadership. Leadership is interactive and
A more modern interpretation of leader- dynamic, calling upon both actions and man-
nerisms to influence followers or subordinates.
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ship is less concrete. Similar to the idea that Second, power is an essential component of
there is no single model of the perfect leader,
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there is no perfect definition of leadership. leadership in that it will alter the type of influ-
However, there are some common elements ence one has with one’s followers (i.e., the
to oft-quoted leadership definitions. Nort- group). Finally, alignment between leaders and
house (2012) defines leadership as a “process followers on values and mutual purposes—or
outcomes that benefit both the organization
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whereby an individual influences a group of and the people involved—is necessary for
individuals to achieve a common goal” (p. 5).
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Russell (2005) suggests that leadership is the leadership to be successful. Followers need to
“interpersonal influence exercised by a person understand why a certain action is required.
or persons, through the process of commu-
nication, toward the attainment of an organi-
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zation’s goals” (p. 16). Furthermore, Rue and ▸ Power
Byars (2009) define leadership as “the ability
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to influence people to willingly follow one’s An appreciation of power enables an effective
guidance or adhere to one’s decisions” (p. 465). leader to influence a group to achieve common
There appear to be some similarities goals. Thus, power is a condition that allows
among these definitions. Influence is a com- for influence over a group or individual and
provides the ability to change another person’s
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mon element in all of the definitions; goal behavior, actions, or attitude (Raven, 2008).
setting and a relationship between the leader
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and the group being led are also alluded to in Therefore, a leader is in a state (power) to offer
the definitions. The operational definition for guidance, direction, incentive, or punishment
this leadership text must then consider these to his or her subordinates. (“Subordinates” and
important elements agreed upon by leadership “followers” are used interchangeably through-
out this chapter.) Drawing upon this power
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scholars. The definition that this text will use allows the leader to obtain the desired goals by
throughout, developed through a closer exam-
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ination of the differences between leadership motivating the group.
and management and aligned well with the In their seminal work, French and Raven
three definitions presented in the previous (1959) discuss the five sources of leader
paragraph, is: power—reward, coercive, legitimate, refer-
ent, and expert—and how they relate to social
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Leadership is an influence relation- systems. These provide a framework for this
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ship aimed at moving organiza- discussion of power and leadership in sport.
tions or groups of people toward an A sixth source of power—informational
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