Leadership

This report discusses the leadership behavior of a CEO of a multinational firm and a sports coach. It explores the required leadership behavior, methods of exercising leadership, and relevant contextual factors. The report provides insights into the importance of effective leadership in both corporate and sports settings.

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Leadership

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Contents
CEO of a multinational firm......................................................................................................2
Sports coach...............................................................................................................................4
References..................................................................................................................................7

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The leadership is the ability of an individual to influence and guide followers. It comprises
sound making decisions and establishing achievable goals. This report includes the leadership
behavior of a CEO of multinational firm and a sports coach.
CEO of a multinational firm
Becoming a CEO requires hard work along with dedication. The effective leadership is the
most significant aspect of a company and for the success of its team.
The leadership behavior required for the CEO of the multinational firm is:
Ability to learn from the past: The CEO should have the ability to learn from the past
experiences and introduce lessons for the future. The mistakes are part of the life which can
be taken place by them but it is important for the CEOs to avert them from happening again.
For instance, a CEO did not have an effective crisis management system in the workplace but
when a situation arose, he should learn what is needed for the future reference (Ali & Tang,
2016).
Strong communication skills: The CEO is required to have strong communication skills. A
CEO should learn the way to communicate in an effective manner in order to boost moral
whenever necessary (Zerfass, Verčič & Wiesenberg, 2016). The CEO should be in the
condition to communicate from motivating teams to things getting done properly.
Building relationships: The CEO should attain the abilityto build relationships with the
clients and the employees to be successful. The relationships help in creating loyally along
with the image for the CEO and company.
Realistic optimism: The CEO should be confident about the skills and offerings to the
employees. The CEO should remain aware of the challenges to be confronted in order to
reach brave goals.
Reading people and adapting to the obligatory management styles: It is one of the greatest
traits of the CEO to have the ability to read the mind of people and embrace the management
styles consequently. Every CEO cannot have the same learning style and they should adapt to
the necessities of the employees (Sharma & Sengupta, 2018).
The leadership can be exercised by the following methods:

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Distributing responsibility: the leaders gain skills through the practice which requires a fair
amount of autonomy. The leaders in the MNC are required to push power downward and
empower people to make decisions. The distribution of the responsibility offers the
opportunity to the strategic leaders to view what happens when they prefer to take risks.
Be honest and open about the information: The information truly equals power when the
management structure is adopted traditionally (Rosenbach, 2018). It is observed that when
the information is released to the specific individuals on the need to know basis then people
make a decision in the dark. Whenever people lack information, their undermine confidence
challenges a leader.
Form multiple paths for raising and testing ideas: Developing and presenting ideas is
effective exercise for the leaders. The ability of the leaders in connecting ideas helps in
creating value to the firm. It even brings innovative thinking to the apparent and helps in
making most of the creativity (Quigley & Hambrick, 2015).
Provide access to other strategists: The leadership is exercised by offering the opportunity to
meet and work with the aristocrats across the organization. The leaders are sometimes not
fully aware of their uniqueness. The leaders can know the candidates by asking what they
seem to understand and what are the organizational needs according to them.
Development of the opportunities on the basis of experience-based learning: The major
opportunity of professional leadership development is informative. The classroom based
training is less expensive to implement. The traditional leadership can develop good
managerial skills and the experience can be enhanced up to the potential (Queen & Fasipe,
2015).
The contextual factors relevant to the leadership are:
The relevant contextual factors are most important. These factors are the complexity of the
task at hand, the authority of the leader and skills of the leaders. It also includes the skills of
the leader and followers, cultural norms regarding appropriate behavior and the relationship
between leader and follower. The contextual factors put an impact on the effectiveness of the
leadership practices along with the approaches. For instance, the communication skills of the
leaders impact on the efficacy of authoritative leadership practices. These practices
concentrate on forming a clear picture of future, inspiring subordinates and providing clear
ethics of success (Grover, Kar & Ilavarasan, 2018).

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The factors like the willingness of the employees to change make them learn the effectiveness
of coaching leadership practices. The ability of the leaders to evaluate subordinates weakness
and strengths along with the ability to provide timely feedback puts an impact on the
effectiveness of the coaching leadership practices.
Sports coach
The effective sports coach help to athletes in improving their athletic skill in an extensive
range of the tasks from sequential development. It can be made possible by the coach by
engaging in the leadership behavior which effectively stimulates appropriate actions from the
athletes towards attaining goals. The type of leadership used by the coach has a substantial
effect on the performance and wellbeing of the athlete. The effective coaching behavior
differs across specific contexts like characteristics of athlete and the agreed situation change.
In order to improve the performance of athletes, it is necessary to engage in the coaching
behaviors. The appropriate coaching behavior to one athlete can be ineffective for another.
The specific behavior is used by the coach which has a role in the productive outcomes. It has
been observed that the athletes in the reliant and open sports prefer more training and
instructions than the athletes in sovereign sports. The athletes in inter-dependence sports
prefer more autocratic behavior. The coaches are also required to support more socially
towards the athletes of the interdependent sports.
The leadership behavior required for the sports coaches are:
Training and instruction: The coaching behavior of the coaches’ aim at enhancing the
performance of the athletes through hard and persistent training. Leadership behavior
instructs the techniques and policies of the sport. The relationship is also clarified along with
coordinating the activities of members.
Democratic behavior: The behavior of the coach enables greater athlete participation in the
decisions pertaining to the group goals, practice methods, and strategies (Cotterill & Fransen,
2016).
Autocratic behavior: autocratic behavior comprises independent decision making and stresses
personality authority.
Social support: The behavior of the sports coach reinforces athlete by identifying and
rewarding better performance.

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The leadership can be exercised by the following methods:
Knowledge of the sport: The leadership is exercised by the coaches by knowing the general
rules and regulations. The basic knowledge is adequate for the sports but exhaustive
knowledge is required for professional sports. It comprises a detailed understanding of the
skills and strategies required for the effective training and day practices. The coaches are
required to involve in the leadership exercises like new information as a source of
competition, training techniques and rules change. The clinic's ad camps also enable the new
techniques along with gaining knowledge of the game (Farias, Hastie & Mesquita, 2018).
Patience: It is considered that patience is a pro and a leader must have the persistence to
handle the long season, training schedule and annoying attitude of the players. The coaches
are required to have patience in handling the growth and development of the players. The
patience can be represented through the discipline and self-control. The assistant coaches also
lead to the enhanced performance of the team.
Communication skills: communication has a critical role in exercising leadership. It
strengthens the relationship between the sports leader and athletics. The sports leader also
should be aware of the emotions which can affect to the followers (Fransen, et al. 2015). The
level of communication also decides the behavioral predictability of the leaders.
The contextual factors relevant to the leadership are:
Controlling styles: The controlling style of the sports coaches can be dignified with the
version of the controlling coach behaviors scale. This scale has a role in measuring the
perceptions of the controlling style of the coaches at the time of practices and competition.
The controlling style of the coaches represents the way of tackling the followers. The
behavior is scaled and the low ratings lead to the low perception of the controlling styles
(Grint, Jones & Holt, 2016).
Controlled motivation: controlled motivation is evaluated with the subscales of introjected
regulation and external regulation. It has even a role in measuring the motivation of the
athlete's motivation in order to participate in the sport (Lee & Chelladurai, 2018).
Competitive anxiety: The competitive trait anxiety of the athletes is assessed with the Sport
anxiety scale-2. It has a role in evaluating the levels of anxiety in the athletes. The athletes
are rated by using a four-point Likert scale from one to four. The high rating represents the

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high level of anxiety whereas low ratings represent lower anxiety symptoms. The formal
legislations are used to train sports coaches and enthused the development of the training
programmes.

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References
Ali, N. N. K., & Tang, S. Y. (2016). Does multiple leadership styles mediated by job
satisfaction influence better business performance? Perception of MNC employees in
Malaysia. In SHS Web of Conferences (Vol. 23, p. 02005). EDP Sciences.
Cotterill, S. T., & Fransen, K. (2016). Athlete leadership in sport teams: Current
understanding and future directions. International Review of Sport and Exercise
Psychology, 9(1), 116-133.
Farias, C., Hastie, P. A., & Mesquita, I. (2018). Scaffolding student–coaches’ instructional
leadership toward student-centred peer interactions: A yearlong action-research
intervention in sport education. European Physical Education Review, 24(3), 269-
291.
Fransen, K., Van Puyenbroeck, S., Loughead, T. M., Vanbeselaere, N., De Cuyper, B.,
Broek, G. V., & Boen, F. (2015). Who takes the lead? Social network analysis as a
pioneering tool to investigate shared leadership within sports teams. Social
networks, 43, 28-38.
Grint, K., Jones, O. S., & Holt, C. (2016). What is Leadership. The Routledge Companion to
Leadership, 3.
Grover, P., Kar, A. K., & Ilavarasan, P. V. (2018). Analyzing Whether CEOs Can Act as
Influencers for Sustainable Development Goals. In Digital India (pp. 117-131).
Springer, Cham.
Lee, Y. H., & Chelladurai, P. (2018). Emotional intelligence, emotional labor, coach burnout,
job satisfaction, and turnover intention in sport leadership. European Sport
Management Quarterly, 18(4), 393-412.
Queen, P. E., & Fasipe, O. (2015). Understanding the Impact of Business Complexity on
Executive Management Characteristics and Firm Performance. Journal of Accounting
& Finance (2158-3625), 15(3).

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Quigley, T. J., & Hambrick, D. C. (2015). Has the “CEO effect” increased in recent decades?
A new explanation for the great rise in America's attention to corporate
leaders. Strategic Management Journal, 36(6), 821-830.
Rosenbach, W. E. (2018). Contemporary issues in leadership. Routledge.
Sharma, A., & Sengupta, T. (2018). Perspective on succession planning in multiple MNCs:
interview with Aparna Sharma. Human Resource Development International, 21(4),
382-390.
Zerfass, A., Verčič, D., & Wiesenberg, M. (2016). Managing CEO communication and
positioning: A cross-national study among corporate communication leaders. Journal
of communication management, 20(1), 37-55.